Skill Development
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).