BBK3253 | Knowledge ManagementPrepared by Dr Khairul Anuar

L4: Supporting Knowledge Management through Human

Resource Management Practice

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1. Outline how structural supports affect knowledge management

2. Explain how organisational structure may influence knowledge activity

3. Explain staffing processes in knowledge organisations

4. Evaluate performance management systems to identify factors which may encourage good knowledge practices

How does human resource management influence knowledge management?

Why does organisational structure impact on knowledge management?

Different structures and systems which assist with effective knowledge capture, sharing and integration

Effective knowledge management relies on both of these foundations.

Human resource management (HRM) is a powerful structural mechanism where knowledge management is encouraged.

It operates as the framework for the ways in which people operate in the workplace.

Because it strongly influences how people are introduced to the organisation, and guides their ongoing work activities, it is a powerful form of acculturation.

This session explores the elements of HRM which guide and stimulate the development of an effective knowledge culture

Like KM, HFRM is a living system which can be guided by policies and processes centrally, but it is most powerfully experienced within each individual’s own work setting.

In other words – the values and culture that operate in that local area are powerful human resource influences, and will determine how the individual operates.

Thus, KM and HRM rely on very similar principles to support the organisational goals.

Human Resource Management (HRM) HRM can be described as the organisational processes and

systems which assist with staff recruitment, selection and management.

They are generally developed as standards for the whole organisation, so that there is integrity and uniformity of expectation for each individual.

Human Resource Management (HRM) Provides guidance as to the required work activities,

behaviour and values which should operate in the organisation. In larger organisations, they may be strongly defined and publicised. Smaller firms may rely on less explicit systems.

These systems are designed to supports employees from when they are recruited to when they leave the workplace

HRM fulfils 3 major functions. It:

1. Staffs the organisation with people who have appropriate knowledge and expertise

2. Ensures the work undertaken fulfils the organisation’s goals

3. Develops systems and processes that encourage good practice

• They aim to provide a suitable framework for all staff. The systems also link closely to the strategic priorities of the organisation. They protect the employer and employee by guiding them as to appropriate standards of behaviour and practice.

HRM Supports knowledge management by:

Recognising the strategic value of knowledge

Defining knowledge competencies

Valuing knowledge and learning

Integrating knowledge into HRM processes

Knowledge competencies are defined and promoted through various human resource management activities. Common knowledge competencies include collaboration, information skills, management, strategic planning and relationship management.

HRM processes emphasise the importance of learning and development.

Workplace learning occurs in many contexts: through work activities and experiences; sharing of expertise; mentoring by more experienced colleagues; and via formal learning opportunities within the organisation.

These may be encouraged through HRM, particularly through the identification of the developmental needs of the individual.

Organisational

Structure StaffingPerformance

Management

Learning &

Development

Organisational

Evaluation

& Review

Organisational structure influences decision-making, communication and the capacity to innovate in organisations. These are important knowledge management influences.

Staffing describes the processes associated with the recruitment, selection and retention of staff in the organisation.

Performance management provides employees with guidance as to what roles and performance standards they should reflect. Feedback provision is a critical element of these activities.

Learning and development describes the various ways in which an organisation assists employees to grow and develop. Increasingly, organisations recognise the need to encourage the development of individuals and leaders and teams.

Organisational evaluation and review describes the various activities which monitor the state of the organisation’s culture and outcomes.

Decision making Communication Hierarchical processes Workplace structure

Organisational structures influence the way in which power and responsibility will operate across a firm and by implication, the way in which knowledge can be disseminated and adopted by others.

Each organisation designs its work arrangements according to how it would like to build its decision making and communication processes.

The structure of the organisation provides a clear overview of how individuals will be allowed to contribute to decision making and communicate with other members.

Some organisations encourage flexible and innovative approaches to communication and decision making while others are more concerned with maintaining the hierarchical status quo.

Workplace structure refers to the way people are organised into groups in an organisation.

Structures can be based on the location, type of work undertaken or some other form of grouping.

The type of organisational structure strongly predicts how people will interact and work together.

Staffing is always important, but particularly so in a knowledge intensive community.

Staffing includes a number of work activities which assist the organisation with drawing in good staff and then encouraging their engagement with the knowledge community.

The staffing function also relates to the need to monitor and encourage healthy work contexts.

The following 5 areas are the essential elements of an effective staffing strategy.

They reflect the concern for getting the right person into the right roles, and ensuring they are provided with the right information to meet expectations.

1. Workforce planning2. Core competencies3. Recruitment and selection4. Induction and acculturation

5. Work context management

Workforce planning is based around three sets of analyses:

1. Strategic shifts in workforce roles and requirements 2. Staffing trends within the organisation3. The overall placement of new staff

• By forecasting the potential changes and demands on employee roles across a range of scenarios, it becomes easier to identify the long-term need for new staff, and to avoid costly appointments that are not strategically useful.

Core competencies relate to: Work skills, behaviours and capabilities

required of all employees in an organisation (e.g. interpersonal skills)

Encourages flexible and adaptive employees Recognises dynamic nature of knowledge

work Encourages development of competencies

which support the organisation

Selection and Recruitment is a critical element of the staffing process for an

organisation, as it ensures the right people are appointed. Poor selection leads to very costly outcomes for an organisation, particularly in knowledge work where highly flexible and adaptable people are needed.

Good selection and recruitment aims to apply a rigorous and carefully managed process. The ultimate goal is to ensure the person and the job are well-matched.

Includes well-managed selection interviews and practices

Selection and Recruitment The process for selection and recruitment has many steps – as shown

in the next slide.

As this figure shows, the steps in selecting a staff member requires a number of steps. These processes take considerable time, and may lead to a lag between the loss of a staff member and the appointment of a new member. They often involve a number of people who assist with selection, advertising and reviewing the appointment process.

A risk associated with selection and recruitment is that many firms simply repeat the role requirements of the last person. In knowledge communities, a vacant position is advisably

reviewed prior to reappointing. The workforce planning may reveal a new role is needed, or the requirements have altered. It is important to see these situations as opportunities to look at roles afresh.

Induction, orientation and Acculturation

Any new employee needs to be inducted and oriented to the workplace. Even if a person moves to a new area within the same workplace, it is important to provide a new induction to ensure the staff member is well versed in the local culture and expectations.

Three types of processes are commonly provided to new staff members.

Orientation: Provides new employees with a sense of the wider organisation, including its knowledge priorities. In many organisations, these familiarisation processes are conducted for all new members as a centrally managed service – often through human resource management. They are increasingly provided online as well.

Induction: assists new employees to settle into their local work community and to adapt to the specific systems. This process is commonly managed by the local unit, and may take a considerable time. It may also be staggered across a number of sessions. Commonly, inductions provide an overview of the culture and the expectations of the unit. It may outline the types of processes which are followed, and describe the roles people play. It can ensure the new member has a good grasp of the main systems and services.

Acculturation supports the adoption of the organisational values and culture by encouraging the new member to “be like everyone else”. The various activities and experiences of the new member provide clear messages as to what is acceptable behaviour and what is not. This, in turn, encourages the adoption of certain values and priorities.

All three levels play an important role in promoting the knowledge agenda. The individual needs to hear consistent values and messages from all three levels if knowledge management is to take firm hold.

Work context management HRM also plays in important role in promoting safe and

harmonious work practices. Knowledge workers expect to be treated well by their employers.

They need to feel safe, to be asked to undertake reasonable workloads and to feel respected and valued in their workplaces.

The management of staff safety and health, and the monitoring of workloads are important forms of human resource practice.

Other issues related to work culture – eg bullying, sexual harassment

Performance management is the process by which a person is guided as to where work effort should be allocated, and how the individual can support the organisational priorities.

It ensures staff members clearly understand their roles and responsibilities, and maintain an appropriate understanding of these.

Performance management can provide guidance on work behaviours too. Leading organisations are increasingly establishing values and behavioural expectations that each staff member is expected to reflect.

A part of this process is the provision of performance standards. People need to be given clear guidance on the performance expected of them. Performance standards clarify what behaviours are important and how well they should be demonstrated. In the case of knowledge workers, this might relate to knowledge competencies, such as collaboration, innovation and teamwork.

Performance management processes will differ across different organisations. The goal of these processes is to guide employees toward desired behaviours, and reduce the likelihood of undesirable behaviours. Many systems encourage goal setting so that new performance targets can be established. People function well if they have achievable but challenging goals. In the case of knowledge work, performance management processes should value the knowledge creation and exploration process as well as outcomes. The system should also encourage development, rather than appraisal, as knowledge work is very dynamic and will evolve constantly.

Feedback provision is most important for any work community. It is particularly critical for knowledge communities. It helps to affirm that they are on track and undertaking the right activities, and also offers positive reinforcement of the desired actions and behaviours.

Many knowledge workers strive to excel. They set tough goals and strive to achieve them.

While they demonstrate a high degree of intrinsic motivation, that is, personally derived satisfaction, they also value recognition from their peers and the organisation as a whole.

Extrinsic motivation is experienced when rewards are linked to outstanding effort.

The identification and nurturing of high achievers can be a very challenging process in a knowledge-intensive community. Many of the values and work behaviours are process related, rather than short-term outcomes.

The measurement of high performance is therefore something that needs to be carefully considered.

Learning transfer The transfer of learning from a formal

learning context to the workplace Capacity to transfer will depend on

encouragement, ease of transfer, time to practice, leadership support

The Siemens’ Approach Range of learning modes Cross-boundary learning projects Expert facilitator Coach Training evaluation taken seriously Team shares it learning with colleagues

Monitor organisational well-being and cultural issues

Exit interviews Performance measures Organisational redevelopment

HRM links the individual with the knowledge agenda

The systems and processes direct staff attention to the critical priorities of the organisation

HRM guides the organisation as to where staff members should direct their efforts and values