Feb 292012
High Impact Talent ManagementTalent Management is often referred to Human Capital Management. Many organizations are faced with the problem of retaining talent as well as capturing the knowledge of the talent as it moves in and out of the organization.
Knowledge Management (KM) plays an important role in converting individual knowledge into corporate knowledge making it available to be cataloged and shared throughout the organization.
As part of a comprehensive KM strategy applied to Human Capital Management it is vital to establish a program that is executed when staff enters your organization and continues until the time that staff member leaves the organization.
How is this accomplished? Initially through employee orientation, establishing a mentor/protégé relationship, mapping their roles, responsibilities and their work products to the specific duties that are being performed, and executing a comprehensive exit interview. These are all aspects of a KM strategy aimed at moving your human capital to corporate capital.
This strategy does not begin and end here! As staff members evolve in their roles, the sharing, and cataloging of knowledge continues through the use of Communities of Practice (Cops), the creation of knowledge repositories, capturing lessons learned, and instituting a culture that values life-long learning and sharing of knowledge.
Getting started with a KM strategy entails a collective visioning as to how sharing knowledge can enhance organizational performance, and the reaching of a consensus among the senior management of the organization that the course of action involved in sharing knowledge will in fact be pursued. Implicit in such a process is a set of decisions about the particular variety of knowledge management activities that the organization intends to pursue, including how the knowledge assets of the organization will be leveraged and the execution of the process and tools that will enable sharing and innovation to occur.
Here are a couple of links to additional information to kick start the process of effectively managing your human capital: Human Capital Management – Capturing Worker KnowledgeThe Case for Human Capital Management, Human Capital Institute, The Benefits of Effective Human Capital Management.
I look forward to your comments and understanding how your organization is tackling this Human Capital Management Challenge!
Jul 022010
knowledge management puzzlePeople are at the core of Knowledge Management (KM). Mergers and Acquisitions thrive and survive on the strength of how corporate cultures and its people can be meshed together. A sound Human Capital Management strategy will be an integral part of an overall KM strategy to be leveraged in an M&A transaction. Understanding who are the critical knowledge holders and there relationships through Knowledge Mapping is the beginning of understanding roles, responsibilities and work products that the various employees perform throhghout the organization.

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.

May 012010

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.

Mar 112009

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.

Sep 242008


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.

Knowledge mapping is an essential component of conducting a knowledge audit. The knowledge map serves as a navigation aid to explicit (codified) and tacit knowledge. This mapping directly leads to identifying candidates for tacit knowledge capture within the organization. The knowledge map should be an interactive knowledge map with accessibility through the organizations intranet. For more information on knowledge maps and/or knowledge audits access the following link: http://kmwiki.wikispaces.com/knowledge+mapping


Above is an example of a Knowledge Map of A.J. Rhem & Associates, Inc. (http://www.ajrhem.com/)
I welcome your comments, questions, and insights on using knowledge maps and in particular knowledge maps for human capital management and capturing worker knowledge.