This understanding will lead to determining which positions and personnel perform duplicate functions, which will lead to knowing the employees that should be terminated (better yet receive a package and convinced to leave!). Not only do you have to determine which personnel perform duplicate functions, but also who is more valuable through his/her experience, education, and importance to the organization going forward. The Human Capital Management Strategy is also an investment in employee selection and development. This contributes to the organization meeting its goals and objectives of not only the merger but for the organization on an on going basis.
Another aspect to Human Capital Management that we must keep in mind is that it can be the catalyst to increased adaptability, enhanced worker performance and with the current economic climate, having the ability to do more with your existing personnel resources.
To continue the dialog about capturing tacit knowledge and managing human capital, Base Realignment and Closures (BRAC) represents a significant challenge for the United States military to continue operations without compromising mission activities and the soldier in theater. Due to a BRAC move many Commands will be transferring to other locations, while some bases will be closing. Many military personnel will not transition as these bases close and commands move to the new locations. This will undoubtedly cause a loss of personnel resulting in a loss of tacit and explicit knowledge. Leveraging knowledge management (KM) to address this challenge is essential to keep the various commands fully operational and effective for the solider in theater. The following table represents some contributing factors of a BRAC and it’s effect on the Command:
This challenge has to be addressed and I welcome your comments on this important subject.
Now that President Obama has appointed the nations first Chief Information Officer, Vivek Kundra, I believe that it is time to appoint a Chief Knowledge Officer (CKO) for the nation. As many of you may know several government agencies already have CKO’s in place (US Army, US Air Force, USDA, Minority Business Development Agency). So, why a CKO for the nation?
In this age of the knowledge economy our intellectual assets are the most valuable assets that this nation has. As more and more baby boomers reach retirement age there will be a tremendous gap in knowledge at our government agencies as well as in the private sector. The nation’s CKO will begin to put in place a national strategy to address this phenomenon as well as people, process and technologies that will ensure our nation stays competitive and thrives during this time of the transitional workforce.
In general the nations CKO and its office will be responsible for mobilizing and maximizing the nation’s knowledge assets from the various agencies, being a catalyst for innovation in not only technology but in the way we work, learn, collaborate and share knowledge. I see this office meeting with the CKO’s at the various government agencies to promote the national knowledge management agenda as well as with CKO’s in the private sector to obtain a holistic view of what works and what can be done to effectively keep the United States as a leader on the world stage.
Let me know what you think, I’ll be interested in knowing your views on this.
In order to properly manage your organizations human capital assets it is important to identify who are the knowledge holders within the organization. Creating a knowledge map is an excellent tool to facilitate the identification of the key knowledge holders, knowledge gaps and identifies areas to leverage existing knowledge and where knowledge is eroding. However, performing a knowledge mapping exercise should focus on a particular department, functional area, or specific organization domain and gradually built upon until an entire knowledge map of your organization exist.