By Christina Evans
ISBN-10: 0750655666
ISBN-13: 9780750655668
When there are various books on wisdom administration there are few aimed at once at HR practitioners and the serious position that they could play in construction a knowledge-centric tradition. This useful ebook attracts at the author's personal event, in addition to that of modern Human source and data administration practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each one of whom understand that construction a knowledge-centric tradition can't be completed via expertise by myself. It covers parts corresponding to: * Defining the major constituents of a knowledge-centric tradition* The altering constructions, roles and obligations had to create a knowledge-centric tradition * HR's exact contribution to construction a knowledge-centric tradition, including useful steps for purchasing all started at the KM trip and for preserving the momentum going * instruments and methods for: establishing up a discussion approximately why wisdom administration is important for company and private luck; wisdom mapping; encouraging and facilitating wisdom sharing, in addition to methods of picking out key wisdom avid gamers * find out how to aid your company reframe its assumptions approximately studying within the wisdom economic climate * how one can make sure that your HR practices are wisdom aligned*Outline the strategic and useful parts of HR's involvement in wisdom management*Features contributions from Dave Snowden and Elizabeth Lank*Practical case stories to aid create an organizational tradition that is familiar with tips to mobilize and leverage its wisdom"
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Extra info for Managing the Knowledge - HR's Strategic Role
Example text
While financially this decision seemed to make sense, on reflection many felt that this would have drawbacks from a knowledge management perspective. Organisations that have removed central restaurant areas, replacing them with coffee machines and food dispensers, have found that this is not conducive to encouraging informal networking. With nowhere to sit to drink their coffee individuals have no choice but to take this back to their desks – from a knowledge Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture 41 42 Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture management perspective this is a lost opportunity.
What would it take for learning conversations to become as natural events in the workplace, as the conversations that individuals have about their favourite football team, or the TV programme that they watched the previous evening? If only we could encourage individuals to be enthusiastic about dissecting practices/events in the workplace to tease out good practice and lessons learnt. e. at school or college. One of the biggest challenges that learning institutions face is that of how to motivate individuals to engage with the process of learning, this can also be a challenge for organisations too.
In the 1990s there has been a trend towards more mobile working, with certain categories of employees only working in a central office environment on two or three days a week; the rest of the time being spent working on client sites, or working from home. Organisations realised that these large open-plan offices were being under-utilised and the accountants were quick to work out the cost of this under-utilisation. The result – the 40 Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture 41 introduction of hot-desking, where individuals no longer have their own personal workspace, but instead book a shared workspace as and when they plan to be in the office.
Managing the Knowledge - HR's Strategic Role by Christina Evans
by Thomas
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