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Exploiting Human Knowledge Management and Human Capital. Cheryl Myles Branch Development Manager, CIPD. “the greatest challenge we have is to know what we know” Lew Platt, CEO Hewlett Packard. strategic and communicated commitment from senior management

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Exploiting human knowledge management and human capital l.jpg

Exploiting Human Knowledge Management and Human Capital

Cheryl Myles

Branch Development Manager, CIPD


Human knowledge management l.jpg

“the greatest challenge we have is to know what we know”

Lew Platt, CEO Hewlett Packard

strategic and communicated commitment from senior management

identify KM as a core process for organisational success

create a KM vision and define a knowledge sharing culture

train staff in knowledge sharing skills

build KM principles into existing processes and systems

Human knowledge management


Culture building l.jpg

One of the key characteristics of a KM culture is that ‘blame’ is outlawed: when things go wrong, the shared concern is to learn from it. Otherwise, innovation will be restricted as people are afraid to make mistakes”.

CIPD, (2006)

Buckman Laboratories

Database access

Talk to best informed

Decisions close to impact

Contribute to knowledge database

Opportunity for individual growth

Everyone participates

KISS principle

All to be involved in engagement with the ‘front line’

http://www.knowledge-nurture.com/

Culture building


Foster innovation and experimentation l.jpg
Foster innovation and experimentation

“… the most successful examples of human capital management and reporting are those involving cross-functional teams”

Gates, (2003)

Create ‘think tanks’ or communities of practice.


Learning programme development l.jpg
Learning programme development

“Knowledge is created and held by people: passing on knowledge is a fundamental part of learning”

CIPD, (2006)

  • use pre-work assignments

  • provide opportunities to share information

  • bring in ‘experts’ to share their knowledge

  • encourage learning transfer

  • use post-course assignments or action learning sets

  • use virtual discussion groups


Human capital l.jpg
Human capital

“…. human capital is a precarious organisational asset. This is because the potential mobility of individual employees undermines the firms ability to derive full benefit from the skills they bring to the organisation.”

Scarbrough and Elias, 2002


Human capital management l.jpg
Human capital management

  • CEO held to account

  • define human capital and how it affects business results and how ROI can be calculated

  • human capital management is a journey



Developing a route map l.jpg
Developing a route map

  • identify who should be involved in the human capital team.

  • review your current capital management journey and plan what is required for you to move onto the next stage

  • review the Guide, take each step, and tick off all the checklist's items.

  • embark on the journey to capital measurement and reporting


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CIPD Resources

Subject areas

  • http://www.cipd.co.uk/subjects/corpstrtgy/hmncapital/

  • http://www.cipd.co.uk/subjects/corpstrtgy/knowman/

    Factsheets

  • http://www.cipd.co.uk/subjects/corpstrtgy/knowman/supknowman.htm?IsSrchRes=1


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