The Knowledge Advantage in Global HR: Retaining and Optimising Knowledge in Outsourcing

The Knowledge Advantage in Global HR: Retaining and Optimising Knowledge in Outsourcing

Dr Madanmohan Rao, Editor, “The Knowledge Management Chronicles” http://twitter.com/MadanRao

// Presentation outline at HR Delivery Summit, Singapore; January 17, 2012 http://www.ssonetwork.com  //

 

 

KM + HR in the 21st Century Knowledge Workplace (see http://km.techsparks.com/?p=248)

1. Knowledge sharing comes naturally to digital natives

2. A key balance is between collective and individual innovative behaviours

3. The ‘knowledge quotient’ of employees should be nurtured and promoted

4. Knowledge cultures should be embedded in organisational ecosystems

5. Outsourcing, succession planning and knowledge retention should go hand in hand

HR in the 21st Century Knowledge Workplace

6. KM and strategy should go hand in hand

7. Training&development and KM should be opposite sides of the same coin

8. Knowledge deficits and liabilities should be actively addressed by HR

9. Management ‘disconnect’ should be minimised

10. Organisations should creatively deal with failures

 

Knowledge Roles

Boundary spanners, roamers, outposts, knowledge project managers, stewards, coaches, trainers, councillors, counsellors, officers, integrators, administrators, engineers, librarians, synthesisers, reporters, editors, learning officers, CKOs, directors of intellectual assets,  CIOs, anecdote manager . . . . . . . . . . !

 

“HRM policies have an impact in three key areas which influence knowledge work directly: rewards, corporate culture and organisation careers.”

(Frances Horibe, “Managing Knowledge Workers”)

 

Knowledge Risks in Outsourcing

Organisations risk losing crucial tacit knowledge

Difficulty in feeding tacit knowledge into vendors’ systems

Vendors with insufficient knowledge about the client

High attrition in vendor; lack of knowledge continuity

Knowledge flows: work shadowing

Project management, transition management, vendor management

 

What is your vendor’s KM strategy?

What is your KM strategy?

 

KM Skills Portfolio for Outsourcing

Diagnostic skills

Strategic alignment and focus

Vendor assessment, contract management

Change management, communication

Sense-making: corporate+competitive lifecycles

Risk management: recalibrate metrics, re-negotiate, cancel, backsourcing

Learning from mistakes (“scar stories”)

Multiple vendors

 

Manifestations of KM

Specific roles for knowledge brokering, facilitation, retention

Knowledge sharing/creating culture

Focus areas, eg project management, expertise profiles, competitive intelligence

Communities of practice, expertise directories

Capacity building: workshops, “KM Day”

Incentives for innovation, collaboration

Knowledge maps, knowledge repositories, eg. best practices

Tools: portal, social media, email mining, search

 

The “8 Cs” of Success in the Knowledge Era

Connectivity

Content

Community

Culture

Capacity

Cooperation

Commerce

Capital

 

The “8 Cs” of Success in the Knowledge Era

Connectivity

Connectivity, bandwidth, devices, platform, interfaces, standards, portal

Content

Archives, assets, databases. Creation, codification, classification, archival, retrieval, tracking

Community

Knowledge-exchange communities, evolution of communities, support

Culture

Trust, support, learning organisation

Capacity

Roles, organisational support, training, HR

Cooperation

Between units, with customers/partners, industry, external institutes (eg academia)

Commerce

Commercial and other incentives, pricing of knowledge contribution, ranking and usage

Capital

Investments into KM practice, RoI metrics

 

HR’s Role in KM

Defining full-time and part-time KM roles

Creating and nurturing a knowledge-sharing culture

KRAs for KM performance

Incentives, rewards/awards, competitions for encouraging KM

Career planning in the KM function

Including KM in induction, ‘exduction’

 

The Monday Morning Checklist: KM in Outsourcing

Conduct an “8 Cs” audit of your knowledge stocks and flows

Identify knowledge opportunities, gaps and risks arising due to outsourcing

Build communities of practice, expertise around knowledge flows in outsourcing

Create regular communication channels, forums and knowledge processes for creation & retention

Measure, assess and update

 

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