Keeping track of the knowledge, experience, and artifacts gained throughout the organization.
The PURPOSE of KNOWLEDGE MANAGEMENT is to keep track of the knowledge, experience, and artifacts gained through competency-based processes so that they can be used to improve capability and performance.
A competency-based asset is a record of the knowledge, experience, or artifacts that an organization's employees have gained by following competency-based processes. A competency-based asset is a group of information or an object that has been put together in a standard format and made available to many people. As an asset of the organization, it becomes a part of one or more workforce competencies. At the SYSTEMATIZED PHASE, the idea of a workforce competency is expanded to include not only the knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS of individuals and workgroups, but also the accumulated assets that other people in their competency community can use. So, KNOWLEDGE MANAGEMENT includes many of the ideas that are talked about in areas like knowledge management, learning organizations, and reusable product components. The way KNOWLEDGE MANAGEMENT is shown for future deployment is based on standards set by the organization or within a certain competency of the workforce.
At lower stages of maturity, competency-based knowledge is usually shared through person-to-person communication, interactions within a community of competence, training, or searching through unstructured historical records or repositories. KNOWLEDGE MANAGEMENT builds on these IMPLEMENTATION TACTICS by encouraging individuals and workgroups to record, formalize, and share the information and artifacts they create while doing competency-based processes. So, KNOWLEDGE MANAGEMENT helps people in different communities of competence share their knowledge and experience.
KNOWLEDGE MANAGEMENT is the process of putting together groups of information or artifacts that have been chosen for their ORGANIZATIONAL PRECONDITION to improve performance. When money is put into KNOWLEDGE MANAGEMENT, it is expected to pay off by improving performance or giving the business other clear benefits. These KNOWLEDGE MANAGEMENT are built into competency-based business processes so that they can be used to do business tasks. Information about how these assets are used is also kept track of. COMPETENCY DEVELOPMENT activities include KNOWLEDGE MANAGEMENT, and FORMAL MENTORING activities are set up to put them to use. Information and communication technology makes it possible for people to use KNOWLEDGE MANAGEMENT. Workforce IMPLEMENTATION TACTICS and activities are changed to encourage the development and use of KNOWLEDGE MANAGEMENT. 3.3.1.
Integration Conditions.
3.3.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization's stated values encourage individuals and workgroups to share knowledge when it makes sense to do so.
Refer to SUSTAINABILITY FACTOR 1 of the INFORMATION FLUX MANAGERIAL DOMAIN for information on how to set and communicate organizational values and what kinds of workforce issues might be covered in an organization's stated values. Refer to SUSTAINABILITY FACTOR 1 of the Participatory Culture MANAGERIAL DOMAIN for more information on how to expand these core values to include open communication and participation in decision making by individuals and workgroups.
SUSTAINABILITY FACTOR 2: The organization creates and keeps a written policy for developing and using KNOWLEDGE MANAGEMENT.
Typical issues covered by the policy are:
KNOWLEDGE MANAGEMENT activities, like capturing and using the organization's KNOWLEDGE MANAGEMENT, support the business goals and stated values of the organization.
When competency-based processes are done, the knowledge, experience, and artifacts that are gained are stored and can be used later.
IMPLEMENTATION TACTICS by encouraging individuals and workgroups to record, formalize, and share the information and artifacts they create while doing competency-based processes. So, KNOWLEDGE MANAGEMENT helps people in different communities of competence share their knowledge and experience.
KNOWLEDGE MANAGEMENT is the process of putting together groups of information or artifacts that have been chosen for their ORGANIZATIONAL PRECONDITION to improve performance. When money is put into KNOWLEDGE MANAGEMENT, it is expected to pay off by improving performance or giving the business other clear benefits. These KNOWLEDGE MANAGEMENT are built into competency-based business processes so that they can be used to do business tasks. Information about how these assets are used is also kept track of. COMPETENCY DEVELOPMENT activities include KNOWLEDGE MANAGEMENT, and FORMAL MENTORING activities are set up to put them to use. Information and communication technology makes it possible for people to use KNOWLEDGE MANAGEMENT. Workforce IMPLEMENTATION TACTICS and activities are changed to encourage the development and use of KNOWLEDGE MANAGEMENT. 3.3.1. Integration Conditions.
3.3.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization's stated values encourage individuals and workgroups to share knowledge when it makes sense to do so.
Refer to SUSTAINABILITY FACTOR 1 of the INFORMATION FLUX MANAGERIAL DOMAIN for information on how to set and communicate organizational values and what kinds of workforce issues might be covered in an organization's stated values. Refer to SUSTAINABILITY FACTOR 1 of the Participatory Culture MANAGERIAL DOMAIN for more information on how to expand these core values to include open communication and participation in decision making by individuals and workgroups.
SUSTAINABILITY FACTOR 2: The organization creates and keeps a written policy for developing and using KNOWLEDGE MANAGEMENT.
Typical issues covered by the policy are:
KNOWLEDGE MANAGEMENT activities, like capturing and using the organization's KNOWLEDGE MANAGEMENT, support the business goals and stated values of the organization.