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Skill Development

A3

Define requisite employee skills for specialist and non-specialist roles in knowledge management activities. Identify training requirements to develop employees' skills in knowledge management practices and the use of knowledge processes, tools, and technologies.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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).