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Role of hr in knowledge management final ppt

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Role of hr in knowledge management final ppt

  1. 1. Role of HR in Knowledge Management
  2. 2. Agenda What is Knowledge?What is Knowledge? Types of KnowledgeTypes of Knowledge What is Knowledge Management?What is Knowledge Management? The Essence of Knowledge ManagementThe Essence of Knowledge Management Why Knowledge Management?Why Knowledge Management? What does leveraging "collective knowledge" involve?What does leveraging "collective knowledge" involve? An overview of Knowledge ProcessesAn overview of Knowledge Processes
  3. 3. Benefits of Knowledge to EnterpriseBenefits of Knowledge to Enterprise HUL's Packaging NetworkHUL's Packaging Network What are the barriers for implementing Knowledge Management What are the barriers for implementing Knowledge Management The role of HR in institutionalizing KM in an organizationThe role of HR in institutionalizing KM in an organization HR processes and practices impact the knowledge sharing in a firm HR processes and practices impact the knowledge sharing in a firm How do we create a knowledge sharing culture?How do we create a knowledge sharing culture? HR should be the catalyst for culture changeHR should be the catalyst for culture change
  4. 4. What Is Knowledge? Data A Record of a Change of State Information Data organized with a purpose. A message Knowledge Literally… what people know
  5. 5. Types of Knowledge Explicit knowledgeExplicit knowledge Tacit knowledgeTacit knowledge Formal knowledge (Visible) Available in the form of books, reports, audio tapes, video tapes etc. Can be articulated Informal knowledge (Highly Invisible) Confined in the mind of a person Difficult to articulate
  6. 6. Knowledge Management Knowledge Driven OrganizationKnowledge Driven Organization Fully leverage the "collective knowledge" in an organization Fully leverage the "collective knowledge" in an organization Creation and sharing of knowledgeCreation and sharing of knowledge KM processes provide a framework for connecting people to people and people to information KM processes provide a framework for connecting people to people and people to information
  7. 7. KM helps the Organization to: Improve organizational effectiveness and Returns Build competitive advantage Create greater value See the opportunities and exploit them
  8. 8. The Essence of Knowledge Management The central theme of Knowledge Management is to leverage and reuse knowledge resources that already exist in the organization so that people will seek out best practices rather than reinvent the wheel. The central theme of Knowledge Management is to leverage and reuse knowledge resources that already exist in the organization so that people will seek out best practices rather than reinvent the wheel.
  9. 9. Why Knowledge Management?
  10. 10. What does leveraging "collective knowledge" involve?  Working in collaborative teams, capturing and sharing knowledge and delivering business excellence.  Developing and sharing "best practices."  Faster replication of innovations through faster movement of knowledge through the organization.  Acquisition and sharing of "new knowledge."  Creating an environment that is comfortable to the idea of openness, knowledge sharing, risk of failure as well as rewards for success.  Managing organizational learning.
  11. 11. Knowledge Management Process
  12. 12. Benefits of Knowledge to Enterprise • Unleash new Ideas and Creativity. • Improve and accelerate Learning. • Enhance Team Collaboration & Coordination. • Improve the Flow of knowledge. • Attract, and retain motivated, loyal, and committed talent.
  13. 13. Knowledge Management Initiatives HUL's Packaging Network Opportunities / Challenges: Packaging in our company is very important, both for providing protection to the product in transit and storage as well as its contribution to pack presentation / brand image. How do we make sure that the collective knowledge of the packaging professionals in the company is fully leveraged by the packaging professionals in each business, to add value to his business, through problem solving as well as innovations to reduce cost and or improve functionality? HUL’s response: Formed a knowledge community. The team meets once in two months for structured knowledge sharing and monitoring progress of implementation of the charter.
  14. 14. The basic approach and methodology adopted by the team:  Develop clarity on business expectations  Appointed sub-teams to specialize / lead in each of the knowledge blocks.  “Knowledge workshops" with the core team and the extended team to generate new ideas and opportunities.  Intranet application with collaborative working tools, to facilitate knowledge sharing on a continuous basis, in between the face to face meetings. Results achieved:  The Packaging community has been consistently delivering as per their charter.  To strengthening knowledge sharing behaviour through facilitation, training and leadership.
  15. 15. The barriers for implementing Knowledge Management?  Conceptual / mindset related issues: We should move from “hoarding of knowledge to gain power" to "sharing of knowledge to gain power."  Operational issues: KM should not be seen as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results.
  16. 16. The role of HR in institutionalizing KM in an organization  Focus on strengthening collaborative team effort to leverage collective knowledge of the enterprise.  Corporate Education.  Performance Management and nurturing (sharing, doing and caring) culture.  Talent management.  Recruitment, training, skill and competency development.  New HRM roles are those of human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist.
  17. 17.  Human capital steward  Creates an environment and culture in which employees voluntarily contribute skills, ideas, and energy  Human capital is not “owned” by organization  Knowledge facilitator  Procures necessary employee knowledge and skill sets that allow information to be acquired, developed, and disseminated  Provides a competitive advantage  Must be part of strategically designed employee development plan New HRM Roles
  18. 18.  Relationship builder  Develops structure, work practices, and culture that allow individuals to work together  Develops networks that focus on strategic objectives  Rapid deployment specialist  Creates fluid and adaptable structure and systems  Global, knowledge-based economy mandates flexibility and culture that embraces change
  19. 19. How then do HR processes and practices impact the knowledge sharing in a firm?  Job rotations  Networked organization  Training  Knowledge communities (Teams)  E- Learning  Culture change
  20. 20. How do we create a knowledge sharing culture? Realign incentive and reward program:  “The best KM practitioners reward employees for learning, sharing and collaborating. Step HR could implement are:  Institute Team awards Xerox: “Eureka Hall of Fame" Hewlett Packard Consulting: in their "vision" statement: "Our consultants feel and act as if they have the knowledge of the entire organization at their fingertips when they consult with customers. We will recognize those consultants that share and those that leverage other's knowledge and experience as most valuable members of the HP team."
  21. 21. HR should be the catalyst for culture change  HR will also be a key facilitator in implementing a companywide communication of value behaviours.  Team excellence workshops and process improvement (speed, simplicity and excellence) workouts are among the key initiatives that will soon be launched by HR to support the culture change.  These culture change initiatives will strongly support our efforts to become a stronger knowledge driven company, committed to business excellence.  Develop "Knowledge Pull“.
  22. 22. Some of the steps that HR could take for cultural change :  Performance Development Planning (PDP); 1.Learning from experience 2.Team commitment 3.Developing others  Develop a mechanism to communicate effectively.  Collaborative effort and knowledge.  Make KM part of the Company training modules.  Hold visible knowledge sharing events.
  23. 23. Conclusion:  Transformation into knowledge driven organization  HR has a key role to play in nurturing and strengthening knowledge management through "learning initiatives" and "culture change initiatives.“  HR is best placed to play the role of an effective facilitator, and give positive reinforcements for Knowledge Management .  Knowledge management has already been embraced as a source of solutions to the problems of today’s business.

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