Category

KM and HR

The two chambers of the KM heart

By KM and HR

The heart of KM keeps knowledge flowing, and that heart has two chambers.

You can think of the organisation as a body, and knowledge flowing round the organisation like blood flows round a body. But what is at the heart of KM? Is it knowledge sharing? Is it communities of practice? Is it knowledge creation?

The answer is that if there is a heart, it is not a single thing, but two chambers working together. The two chambers are our old friends Connection and Collection; the Connect and Collect routes for knowledge transmission through Conversation and Content respectively.

Connection

Connection refers to connecting people so that they can share knowledge between them; through discussion and conversation.
In the Connect route, Knowledge is transferred through conversation – either face to face or electronically mediated.
It can be supported by processes such as Peer Assist, Knowledge handover, knowledge exchange, knowledge markets, knowledge cafes, action learning, after action review, mentoring, coaching, and communities of practice.
It can be supported by technologies such as collaboration tools, people-finders, community forums, webex, telephone and skype.

Collection

Collection supports knowledge transfer through collecting documented knowledge, synthesising it, sharing it and making it findable.
In the Collect route, Knowledge is transferred through documentation (“Knowledge capture”), through organisation and synthesis of that documentation, and through connecting the user with the documents, through search or through push.
It can be supported by processes such as Retrospect, Lesson Learning, Interview, creation of Knowledge Assets, and Knowledge Synthesis.
It can be supported by technologies such as portals, lessons management systems, search, semantic search, blogs and wikis.

You Need both routes!

In the past, Connect and Collect have been positioned as opposites, for example in the rival Personalisation vs Codification strategies described by HBR.

However they are not opposites; they are two sides of the same heart. The two different approaches address different sorts of knowledge, both of which exist in your organisation.
The Collect route is ideal for relatively simple non-contextual knowledge which needs to reach a large audience, for knowledge that needs shelf life, for knowledge where no immediate user is available, and for knowledge which needs compiling and processing (such as lessons).
The Connect route is necessary for complex knowledge, advanced knowledge, deep skills, and highly contextual knowledge.
Collection without connection results in bland knowledge bases which answer basic questions, but often lack nuance and context.
Connection without collection preserves no corporate memory, and runs the risk of overloading the experts with basic questions, and of loss of knowledge as the experts retire.
In reality, the two chambers of the heart work together.

People can unite around collections of knowledge, connected people can collect what they collectively know. Conversation is where content is born, and content is something to talk about. In combination, both Connect and Collect drive the engine that makes knowledge flow.

Keep the two chambers of Connection and Collection at the heart of your Knowledge Management strategy if you want to succeed!

Source: “The two chambers of the KM heart“, nickmilton.com, by Nick Milton 24/09/2019

When an employee leaves, the company loses part of its memory.

By KM and HR

« When an employee leaves a company, part of the knowledge goes away. How can we save these precious assets from oblivion? Knowledge management is a way forward. »

« Trade secrets, of course, but also special know-how or informal processes, these elements that are part of the company’s memory are all essential assets for the business. Yet, as they look to the future and the desired or expected results, some societies sometimes forget their past. And, with more than 150,000 retirements each year, they are affected by the potential loss of their memory. A problem that can have real consequences: thus, twenty years apart, a famous oil company has explored – and made no progress – twice in the same place. “And this is simply because his studies were not indexed,” comments Laurent Bouvier-Ajam, associate director of Ourouk, an information management consulting firm. Hence the importance of identifying and sharing all the company’s knowledge. »

« In fact, technical expertise is not limited to documents but is also found in the minds of experts who are not always identified as such. They are often field workers, engineers or technicians. It is therefore with them that we must reflect on the best way to share their experience. This is how the option of creating a base of “questions-solutions”, enriched as needs change, can emerge. It will nevertheless involve changing a corporate culture based on oral exchanges towards formalization via IT. This is the only way to capitalize on them. »

VEDALIS, a true expert in the field of knowledge management, can provide you with the appropriate tools and methods to better perpetuate the knowledge acquired by your experts.

Sources:
https://www.capital.fr/votre-carriere/quand-un-salarie-part-lentreprise-perd-une-partie-de-sa-memoire-1307406
https://www.usinenouvelle.com/article/comment-partager-l-expertise-technique.N52066

When human capital and public companies meet…

By KM and HR
Les entreprises publiques, en quête d’une protection de leur capital humain.

« Public organization: The gamble of knowledge », is an article written by Said El Moustafaid and published on « L’Economiste.com ». It gives us a picture of public companies seeking to protect their human capital.

While the preservation of human capital has become part of the customs of private companies, it has been delayed for public organizations. Also, the New Public Management inspires companies in the sector to develop management models based on the private sector. In addition to the advantages provided by the company’s activities, knowledge is considered a key factor in the competitiveness of countries.

The knowledge economy and the risk of knowledge loss resulting from retirements are driving the public sector towards managing their knowledge. Therefore, a proactive attitude and sharing of experience must respond to these challenges. As the author mentions, the sustainability of organizational knowledge is the image of a “critical knowledge capture” within teams and their expertise.

Preserve tactical knowledge

Through his analysis, Dr. Said El Moustafid returns to the importance of human capital in the strategy of public companies. He also presents tactical knowledge, as the driving force behind these companies which is known only by its holders. Acquired through experience and specific to each individual, these skills constitute a strong added value, a subject of desire in all organizations…

Said El Moustafid, Doctor of Management Science offers his analysis in the light of Moroccan societal realities. The aging of civil servants is a major issue in this country where more than “45% of them are over 45 years old”.
Source: « Organisation publique : Le pari de la connaissance » – Said El Moustafaid | L’Economiste.com 

Photo Crédit: Sebastián León Prado | Unsplash.com

DAF and DRH, together to build the company’s strength

By KM and HR
Valorisation du capital immatériel dans la collaboration DAF DRH

The Vedalis company has been cited as an example in the exploitation of big data

Considered as the performance lever and vector of social links, the ccooperation of the Administrative and Financial Director (DAF – Le directeur administratif et financier) and the Director of Human Resources (DRH – Directeur des Ressources Humaines) is an integral part of social management control. However, the link between them is part of a complex and sometimes contradictory pattern…

This white paper, published in September 2017, is the result of the collaboration between the National Association of Financial Managers and Management Control (DFCG – Directeurs Financiers et de Contrôle de Gestion) and the national association of HR directors (ANDRH – l’Association Nationale des DRH).
Together, they have developed four work paths and propositions to increase the efficacy of the DAF and DRH duo. Through the adopted approach, this report invites us to analyze the contribution of this binomial in the definition of the strategy while developing a shared social management control. In addition, it highlights the value of the immaterial created by effective cooperation and at the origin of a variable payment project.

Mastering the society that has become «agile»

In the light of the latest developments in labor law and the inversion of the «hierarchies of standards», this whitepaper advocates a better compromise between the economic and social dimensions.  With the emergence of an « agile » society, it is necessary «to measure and monitor the impacts on all levers of social performance».

In addition, organizations must be able to study the added value of their talents and measure social change. Also, the company Vedalis is cited as an example, at the crossroads of Electronic Data Management (EDM) and interaction between employees.

 

The whitepaper is available in French on the ANDRH website: Livre blanc, la coopération DAF-DRH au service de la performance de l’entreprise et de l’optimisation du lien social / DFCG-ANDRH