Complexity and Knowledge Management Navigators…
Ask yourself, how is it possible to develop KM processes without building in mechanisms to optimise the contribution of people? How is it possible to manage knowledge in an organisation without engaging with and managing human resources? How can you expect people to contribute to the vision, mission and purpose of the organisation unless you get the right people, doing the right job in a way that binds them to the organisation’s needs?
To begin to answer these questions there is a need to understand an irrefutable KM truth, being the three key things that determine the value of our efforts:
If you agree that people are at the core of KM activity then the third aspect on the list must involve Human Resource professionals and frameworks. This means understanding and influencing key HR processes in the organisation; as well as asking searching questions:
If our experience is anything to go by, then I would suggest that you are not doing very much in this area. So many organisations complain about the performance of their human resources and yet they have not given the first consideration to developing a KM driven HR framework to address the problem.
To give you an example, we recently worked with a large European organisation who asked us to look at their knowledge processes as they couldn’t get their people to engage with KM. During the enquiry we asked the Training Manager how they evaluated training need when it came to KM activities. We were told that they did not consider it on an individual basis. What about during induction training, we asked? No! So, you collate the appraisal feedback and provide ‘general’ courses to address deficiencies in KM skills and behaviours? No! So, what do you do? Nothing, “because I know the job that our people have to do and they don’t need any help in this area”.
And we wonder why we get so frustrated with the lack of return from KM activities.
People are the key when it comes to KM. They are the engine that keeps the knowledge flowing. They are the key to creativity. They are the key to dynamic capacity.
Are you ready to manage them or are you going to leave the future of your company to chance?