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Representative POMs are described for Skill Development at each level of maturity.

2Basic

• Practice

  Identify a basic list of KM roles and skills requirements at department level.

  Outcomes

  • Defined information is available on KM roles and skills requirements.
  • A starting point for skills improvement is identified.

  Metric

  % of departments who have identified KM roles and skills.

• Practice

  Provide KM training to some staff.

  Outcome

  Employees working in KM are likely to show some skill improvements.

  Metric

  % of staff with a KM role who have received any KM training.

3Intermediate

• Practice

  Develop a KM taxonomy of skills using external frameworks as appropriate.

  Outcome

  HR has tools to help with skills selection requirements for different KM jobs.

  Metrics

  • The existence of a KM taxonomy of skills.
  • % use of KM skills taxonomy by HR or other managers when recruiting in KM (e.g. to create job specifications).
  • % use of KM skills taxonomy when planning training.

• Practice

  Evaluate some individual skills through skill assessments.

  Outcome

  Individuals and the organization have awareness of current skill levels as a starting point for improvement.

  Metric

  % of individuals who have had skills evaluated through skill assessments.

• Practice

  Identify and evaluate the need for specialist KM roles within different organization functions.

  Outcomes

  • HR has tools to monitor and evaluate the need for specialist KM roles in the organization.
  • HR has tools for the effective selection of KM personnel for clearly defined job roles.

  Metric

  # of specialist KM roles identified.

• Practice

  Assign specialist KM roles to individuals with identified skills.

  Outcome

  Individuals have clearly identified KM roles to deliver within their job descriptions.

  Metric

  % of jobs with a KM role that has been formally assigned as part of the job description.

• Practice

  Provide focused KM training to those with a KM remit based on training needs analysis.

  Outcome

  Employees working in KM will show skill improvements in relevant areas of their practice.

  Metric

  % of staff with a KM role who have received KM training based on a training needs analysis.

• Practice

  Train senior managers in different organizational functions on the strategic importance of KM and in effective knowledge exploitation.

  Outcomes

  • KM is used effectively at a strategic level.
  • Senior management are aware of the value of KM, as knowledge exploitation is effective and its results are acknowledged.

  Metric

  % of senior management trained in knowledge exploitation.

4Advanced

• Practice

  Align assigned KM roles and employee skills with the HR department's skills retention and rewards schemes.

  Outcome

  Employees are motivated by rewards and employee retention is improved.

  Metrics

  • % of KM roles that have been aligned with HR schemes.
  • % improvement in employee retention rates.

• Practice

  Align KM training with organization-wide training and staff development plans.

  Outcome

  Employees working in KM are supported by the organization to strategically improve their skills to develop their career.

  Metrics

  • % alignment of KM training and staff development with organizational plans.
  • % improvement in KM staff retention rates.

5Optimized

• Practice

  Continuously monitor KM skill requirements, skill standards, job fulfilment, performance areas, and criteria for skills evaluation.

  Outcome

  Skills development is optimized to meet organizational KM objectives.

  Metric

  % use and take-up of KM skills monitoring and evaluation tools.

• Practice

  Engage and communicate with the wider business ecosystem on the strategic importance of KM and on effective knowledge exploitation.

  Outcomes

  • KM is used effectively across the wider business ecosystem.
  • Synergy is gained in knowledge exploitation through engaging more participants.

  Metric

  Evidence of KM engagement efforts with the wider business ecosystem (e.g. online forums, collaborations).