033,41, Knowledge Management and Talent Management

7/28/2019 033,41, Knowledge Management and Talent Management

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Knowledge Management and

Talent Management

Submitted By :

Vineet S.K.Nitika Arora


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KNOWLEDGE MANAGEMENT


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Knowledge management (KM) comprises a range ofstrategies and practices used in an organization to identify,

create, represent, distribute, and enable adoption

of insights and experiences.

Knowledge Management is any process or practice of creating,

acquiring, capturing, sharing and using knowledge.

Concerned with both stocks and flows of Knowledge.


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PURPOSE

Transfer knowledge from those who have it to those who need it

to improve organisational effectiveness.

To enhance knowledge processing


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HISTORY

In 1999, the term personal knowledge management wasintroduced which refers to the management of knowledge at the

individual level (Wright 2005).

In terms of the enterprise, early collections of case studiesrecognized the importance of knowledge management

dimensions of strategy, process, and measurement (Morey,

Maybury & Thuraisingham 2002).


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SOURCES & TYPES

Ikujiro Nonaka proposed a model (SECI for Socialization,

Externalization, Combination, Internalization) which considers a

spiraling knowledge process interaction between explicit

knowledge and tacit knowledge (Nonaka & Takeuchi 1995)


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PROCESS

The process of knowledge management consists of four process:

Knowledge Creation/Generation

Knowledge Codification

Knowledge Application

Knowledge Transfer


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Hansen has given two approaches for knowledge :

Codification strategy: knowledge is carefully codified and stored in

databanks , for easy access and usage. Knowledge is explicit and is

codified using a people to document strategy.

Personalization strategy: knowledge is tied carefully to the person whodeveloped it and is shared mainly through direct person to person

contacts. This is person to person approach.

KNOWLEDGE MANAGEMENT

STRATEGIES


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A major Australian-based bank with global operations recognised theopportunity to be more effective in its product support services

provided through its call centre.

PROBLEM : Call centre consultants relied on paper-based procedures,

product support material and investment price listings. None of these information sources were managed in a way to ensure

accuracy and currency of content and consultants were forced to sift

through documentation to find relevant material.

Poor impression of services provided to customers & liability for

provision of incorrect information to clients.

SOLUTION : A knowledge-based approach was adopted. A four person

project team conducted investigations over an 8-week period.

CASE STUDY KNOWLEDGE

MANAGEMENT CASE 1


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Knowledge blueprint was developed. This blueprint developed aknowledge taxonomy determining what knowledge was needed, from

where it was sourced and in what form it was presented.

Most appropriate improvement opportunities to make this material

available were determined. A total of 35 improvement opportunities were identified and the net

present values (NPV)for proceeding were developed.

Finally, an implementation plan based on the priorities identified in

the business cases was developed. For Eg : Customer Service


MANAGEMENT CASE 1


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MANAGEMENT CASE 1

RESULTS:

Implementation was commenced to create benefits over a 12-

month time frame.

Technical solutions were enabled to facilitate internal delivery &

strategically position the organisation to participate in web-basedcustomer service and contact.


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Talent Management


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What is Talent?

It consists of those individuals who can make difference to

organizational performance, either through their

immediate contribution or in the longer term by

demonstrating the highest levels of potential.


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Definition

Talent Management is defined as the

process of identifying, developing,

recruitment, retaining and deployingtalented people.


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Value of Talent

Research shows that an outstanding performer delivers

4 to 6 times more than average

Selecting and developing just one outstandingperformer has a huge impact on overall performance


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Value of Talent

Identifying what differentiates outstanding performersfrom average can be used to :

Coach and develop less effective performer

Inform the succession planning process

Massively leverages organization performance


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The Process of Talent Management


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The Process of Talent ManagementThe elements of Talent Management

The Resourcing Strategy

Attraction and retention policies and programmes

Talent audit

Role


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The Process of Talent Management Talent relationship management

Performance Management

Learning and Development

Career Management


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Talent Management Cycle


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Developing a Talent Management

Strategy

Defining who the talent management programme shouldcover

Defining what is meant by talent in terms of

competencies and potential

Defining the future talent requirements of the

organization

Developing the organization as an employer of choice


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Strategy

Using selection and recruitment procedures that ensuregood quality people are recruited

Designing jobs and developing roles that give people

opportunities to apply and grow their skills

Providing talented staff with opportunities for career

development and growth

Creating a supportive working environment

Providing scope for achieving work life balance


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Strategy

Developing a positive psychological contract

Developing a positive leadership qualities of line

managers

Recognizing those with talent

Conducting talent audits Introducing management succession planning

procedures


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Talent Management-Case Study

Result :

The Predictive Index has made a measurable difference for

DataSys.

Revenues have increased by 21% within one year, with no

resultant increase in salary costs. Turnover has decreased markedly.


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Talent Management-Case Study

Result :

Lisa adapted her own style in response to the natural behaviors

and drives of her colleagues.

Lisa also rearranged job responsibilities for several team members

so they could be more successful. Lisa sees a new level of success with team development as well.


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033,41, Knowledge Management and Talent Management

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