A KPO is a knowledge intensive unit wherein we cant quantify knowledge. My challenge is to understand how to introduce training in a place where it is less understood but is desperately needed?
How to do a training needs analysis and put up a training calender in place where people cant be away for longer times from their workstations at the same time evaluating the training effectiveness based on the resultant process behavior?
Sorry troubling you guys out there but it is kind of my predicament here
From India, Hyderabad
How to do a training needs analysis and put up a training calender in place where people cant be away for longer times from their workstations at the same time evaluating the training effectiveness based on the resultant process behavior?
Sorry troubling you guys out there but it is kind of my predicament here
From India, Hyderabad
This article may help you to do what you want first you need to quantify the knowledge in your organization not an easy task but yet attainable how do it macro level. For that you need a streamlind process which you can apply and have fruitful information(training needs area identified) at your hand. below is article about how to measure knowledge assets.
After measuring and identifing training needs, Apply 'knowledge application' process with your organization to your area of concerned and leave out of concern process.
[/b]The Knowledge-Assets Map
The Knowledge Assets Map is based on an interpretation of the company's knowledge assets as the sum of two organizational resources: the Stakeholder Resources and the Structural Resources. This distinction reflects the two main components of an enterprise, its actors that can be either internal or external to the organization, and its constituent parts, i.e. the elements at the basis of the organizational processes. Figure 1 illustrates the hierarchy of knowledge assets with its sub-classifications. Stakeholder Resources are divided into Stakeholder Relationships and Human Resources. The first category identifies all external actors of a company while the second represents the internal actors. Structural Resources are split into Physical and Virtual Infrastructure, which refers to their tangible and intangible nature respectively. Finally, the Virtual Infrastructure is further sub-divided into Culture, Routines & Practices and Intellectual Property.
The six categories of knowledge assets identified by the Knowledge Assets Map will be defined in further detail below.
Stakeholder relationships include all forms of relationships established by the company with its stakeholders. These relationships could be licensing agreements, partnering agreements, financial relations, contracts and arrangements about distribution channels. The stakeholder relationships include also customer loyalty, company names and brand image, which represent a fundamental link between the company and its stakeholders.
Human Resource contains knowledge provided by employees in forms of competence, commitment, motivation and loyalty as well as in form of advice or tips. Some of the key components are know-how, technical expertise, and problem solving capability, creativity, education, attitude, and entrepreneurial spirit.
Physical infrastructure comprises all infrastructure assets, such as structural layout and information and communication technology like computers, servers and physical networks.
Culture embraces corporate culture and management philosophies. Some important components are the organizational values, the networking practices of employees as well as the set of mission goals. Culture is of fundamental importance for organizational effectiveness and efficiency since it provides organizational members with a framework in which to interpret events. Culture affects the corporate approach to deal with time competitiveness. In fact in a business world characterized by an increasing complexity the organizations have to be able to encourage individuals to be innovative with an entrepreneurial spirit in order to generate new ideas to re-act or pro-act to dynamic business environment changes. The culture provides organizations with a framework that encourages individuals to operate both as an autonomous entity and as a team in order to achieve the company’s objectives.
Practices & Routines include internal practices, virtual networks and routines, i.e. tacit rules and procedures. Some key components are process manuals providing codified procedures and rules, databases, tacit rules of behavior as well as management style. Practices and routines determine how processes are being handled and how workflow processes flow trough the organization.
Intellectual property is the sum of patents, copyrights, trademarks, brands, registered design, trade secrets and processes whose ownership is granted to the company by law. It represents the tools and enablers that allow companies to perform its daily processes to produce results.
Classification of Knowledge Management Processes - The Knowledge Process Wheel
Taking into account the literatures on knowledge management and organizational learning, the Knowledge Processes Wheel, a framework of knowledge processes has been defined . It addresses the possible knowledge management practices that an organization might implement to continuously maintain and develop its knowledge assets.
Each of the knowledge processes will be explained in the following.
Knowledge generation includes a set of processes executed in order to increase the stock of corporate knowledge assets. Its aim is to allow organization to develop knowledge assets. It is possible to recognize two main sub-processes of knowledge generation, which are the knowledge acquisition and the knowledge creation.
Knowledge acquisition is the process of capturing and bringing knowledge from the external environment into the internal context of a company. The most direct way to acquire knowledge assets from the external environment of the company is to buy it. Knowledge acquisition can be performed by scanning the external environment and identifying and capturing knowledge for instance in the form of patents, practices and technologies. Alternative methods are either to acquire knowledge assets or to rent them, e.g. paying consultants to resolve specific problems, or to obtain them by building up relationships, e.g. setting up joint ventures or other forms of agreements aiming to exchange knowledge.
Some companies are specialized in providing a support to acquire knowledge from outside the organization; these companies perform the function of knowledge brokers.
Knowledge creation is the process of developing new knowledge assets within the company. Adopting a cognitive approach it can be considered as the result of an information interpretation process performed by individuals within the organization. Knowledge creation within a company is then strictly tied to individual learning processes and can be the result of either a fortuitous individual activity or a planned organizational policy. The most effective way to create knowledge within an organization is to motivate employees to be creative and learning-oriented, as well as to dedicate specific resources to these processes. A common way to generate knowledge is to establish organizational units specifically for the purpose of knowledge generation, such as R&D departments.
Knowledge mapping is the process of identifying knowledge assets within the organization and of defining ways of getting them. Often, much of the knowledge people require to solve problems already exists within an organization, but it is not easily available when needed. All organizational knowledge has to be accessible, as this makes the process of creating new knowledge assets more efficient and effective. Knowledge mapping is usually supported by knowledge storing technologies that make knowledge either available when it is necessary or enable employees to locate where the knowledge resides and how it can be acquired.
Knowledge sharing is the process by which the knowledge is disseminated across the organization. Knowledge sharing contains two process dimensions, formal and informal processes used to distribute by knowledge throughout the organization. For example, knowledge can be shared in formal processes such as meetings, seminars and workshops, by using co-workers, company knowledge data-bases and internal documents. On the other hand, informal processes consist mainly of informal discussions between individuals that can be encouraged by the organization which can define time, space and social initiatives for this purpose. This can be achieved by defining suitable places to socialize or scheduling tea/coffee breaks to encourage people to meet. Specific knowledge projects aimed to support knowledge sharing processes can be implemented within organization. For example internal benchmarking practices allow identifying organizational best practices and strategic know-how as well as finding approaches to better spread and exploit them. Further knowledge sharing can be supported by the use of ICT, e.g. GroupWare, on-line databases, data warehousing/knowledge repositories, intranets, decision-support tools. The strategy to adopt ICT appears to be one of the most followed managerial practices within the organizations, but just the implementation of ICT does not ensure knowledge sharing. Individuals generate knowledge and they have to be encouraged to share their knowledge, ICT can just be a facilitator. Therefore an investment in ICT that disregards the human dimension of the knowledge sharing process will inevitably fail.
Knowledge transferring is the process of passing on knowledge between cognitive systems. When it takes place within a firm among different units, groups or individuals, it overlaps with knowledge sharing. Instead, when it involves the inter-organizational dimension, it has common characteristics with many knowledge acquisition processes. The main difference between the two knowledge transfer processes is the disparity in their intention. The former endeavors to make individual or team knowledge organizational knowledge. The latter create a channel and context to enable the organization to acquire knowledge which has been generated outside the firm's borders. Both processes, intra and inter-organizational knowledge transfer, are based on a communication process that involves both information and interpretation processes in order to allow the knowledge owned by the sender to be acquired and absorbed by the receiver. It is important to point out that the nature of the transferred knowledge should determine the communication characteristics. For instance, when the knowledge is tacit the communication is better performed by socialization or facilitated by multimedia communication technology. The effectiveness and efficiency of knowledge transfer processes is affected by the absorptive capacity of the receiver, which is related to a shared knowledge background between sender and receiver. If they share a common technical and cultural experience the performance of the knowledge transfer process is improved by reducing the ambiguity of the information interpretation process.
Knowledge Codification is the process that aims to formalize knowledge into appropriate codes. It involves three main dimensions: capturing knowledge, which consists of identifying the knowledge related to a specific ability; knowledge externalization, which involves changing the nature of knowledge from tacit to explicit; and knowledge representation, which involves a description of the explicit knowledge with an appropriate set of information codes.
Knowledge storing is the process of saving knowledge within the organization, meant to make knowledge available anytime and anywhere. Knowledge storing is at the heart of knowledge mapping and can take the form of either knowledge databases, in which codified knowledge is stored in appropriate information codes, or of yellow pages, which provide links to people with specific know-how. The former is based on the idea that knowledge can be codified and made available to be retrieved electronically. This is an approach followed by many consultant companies such as Arthur Andersen, Andersen Consulting and Ernst & Young which have developed and adopted best practices databases to support the activities of consultants spread out around the world. In the latter only some information about potential knowledge resources are stored that assist in identifying the people and the places where knowledge resides. For example Hoffmann-LaRoche, as a part of its overall Drug Approval Process knowledge map, included a Yellow Page catalogue of relevant experts, arranged according to know-how, questions and issues.
Knowledge application is the process of applying knowledge within the organization. The knowledge is a value-added resource only if it is applied within the organization and its processes. Knowledge becomes an organizational innovation only if it is applied to improve business performance. The knowledge application is most of the time a question of turning knowledge into action. Often the differences in organizational performance come not only from differences in what companies know, but rather from their ability to translate their knowledge into action.
From India, Delhi
11After measuring and identifing training needs, Apply 'knowledge application' process with your organization to your area of concerned and leave out of concern process.
[/b]The Knowledge-Assets Map
The Knowledge Assets Map is based on an interpretation of the company's knowledge assets as the sum of two organizational resources: the Stakeholder Resources and the Structural Resources. This distinction reflects the two main components of an enterprise, its actors that can be either internal or external to the organization, and its constituent parts, i.e. the elements at the basis of the organizational processes. Figure 1 illustrates the hierarchy of knowledge assets with its sub-classifications. Stakeholder Resources are divided into Stakeholder Relationships and Human Resources. The first category identifies all external actors of a company while the second represents the internal actors. Structural Resources are split into Physical and Virtual Infrastructure, which refers to their tangible and intangible nature respectively. Finally, the Virtual Infrastructure is further sub-divided into Culture, Routines & Practices and Intellectual Property.
The six categories of knowledge assets identified by the Knowledge Assets Map will be defined in further detail below.
Stakeholder relationships include all forms of relationships established by the company with its stakeholders. These relationships could be licensing agreements, partnering agreements, financial relations, contracts and arrangements about distribution channels. The stakeholder relationships include also customer loyalty, company names and brand image, which represent a fundamental link between the company and its stakeholders.
Human Resource contains knowledge provided by employees in forms of competence, commitment, motivation and loyalty as well as in form of advice or tips. Some of the key components are know-how, technical expertise, and problem solving capability, creativity, education, attitude, and entrepreneurial spirit.
Physical infrastructure comprises all infrastructure assets, such as structural layout and information and communication technology like computers, servers and physical networks.
Culture embraces corporate culture and management philosophies. Some important components are the organizational values, the networking practices of employees as well as the set of mission goals. Culture is of fundamental importance for organizational effectiveness and efficiency since it provides organizational members with a framework in which to interpret events. Culture affects the corporate approach to deal with time competitiveness. In fact in a business world characterized by an increasing complexity the organizations have to be able to encourage individuals to be innovative with an entrepreneurial spirit in order to generate new ideas to re-act or pro-act to dynamic business environment changes. The culture provides organizations with a framework that encourages individuals to operate both as an autonomous entity and as a team in order to achieve the company’s objectives.
Practices & Routines include internal practices, virtual networks and routines, i.e. tacit rules and procedures. Some key components are process manuals providing codified procedures and rules, databases, tacit rules of behavior as well as management style. Practices and routines determine how processes are being handled and how workflow processes flow trough the organization.
Intellectual property is the sum of patents, copyrights, trademarks, brands, registered design, trade secrets and processes whose ownership is granted to the company by law. It represents the tools and enablers that allow companies to perform its daily processes to produce results.
Classification of Knowledge Management Processes - The Knowledge Process Wheel
Taking into account the literatures on knowledge management and organizational learning, the Knowledge Processes Wheel, a framework of knowledge processes has been defined . It addresses the possible knowledge management practices that an organization might implement to continuously maintain and develop its knowledge assets.
Each of the knowledge processes will be explained in the following.
Knowledge generation includes a set of processes executed in order to increase the stock of corporate knowledge assets. Its aim is to allow organization to develop knowledge assets. It is possible to recognize two main sub-processes of knowledge generation, which are the knowledge acquisition and the knowledge creation.
Knowledge acquisition is the process of capturing and bringing knowledge from the external environment into the internal context of a company. The most direct way to acquire knowledge assets from the external environment of the company is to buy it. Knowledge acquisition can be performed by scanning the external environment and identifying and capturing knowledge for instance in the form of patents, practices and technologies. Alternative methods are either to acquire knowledge assets or to rent them, e.g. paying consultants to resolve specific problems, or to obtain them by building up relationships, e.g. setting up joint ventures or other forms of agreements aiming to exchange knowledge.
Some companies are specialized in providing a support to acquire knowledge from outside the organization; these companies perform the function of knowledge brokers.
Knowledge creation is the process of developing new knowledge assets within the company. Adopting a cognitive approach it can be considered as the result of an information interpretation process performed by individuals within the organization. Knowledge creation within a company is then strictly tied to individual learning processes and can be the result of either a fortuitous individual activity or a planned organizational policy. The most effective way to create knowledge within an organization is to motivate employees to be creative and learning-oriented, as well as to dedicate specific resources to these processes. A common way to generate knowledge is to establish organizational units specifically for the purpose of knowledge generation, such as R&D departments.
Knowledge mapping is the process of identifying knowledge assets within the organization and of defining ways of getting them. Often, much of the knowledge people require to solve problems already exists within an organization, but it is not easily available when needed. All organizational knowledge has to be accessible, as this makes the process of creating new knowledge assets more efficient and effective. Knowledge mapping is usually supported by knowledge storing technologies that make knowledge either available when it is necessary or enable employees to locate where the knowledge resides and how it can be acquired.
Knowledge sharing is the process by which the knowledge is disseminated across the organization. Knowledge sharing contains two process dimensions, formal and informal processes used to distribute by knowledge throughout the organization. For example, knowledge can be shared in formal processes such as meetings, seminars and workshops, by using co-workers, company knowledge data-bases and internal documents. On the other hand, informal processes consist mainly of informal discussions between individuals that can be encouraged by the organization which can define time, space and social initiatives for this purpose. This can be achieved by defining suitable places to socialize or scheduling tea/coffee breaks to encourage people to meet. Specific knowledge projects aimed to support knowledge sharing processes can be implemented within organization. For example internal benchmarking practices allow identifying organizational best practices and strategic know-how as well as finding approaches to better spread and exploit them. Further knowledge sharing can be supported by the use of ICT, e.g. GroupWare, on-line databases, data warehousing/knowledge repositories, intranets, decision-support tools. The strategy to adopt ICT appears to be one of the most followed managerial practices within the organizations, but just the implementation of ICT does not ensure knowledge sharing. Individuals generate knowledge and they have to be encouraged to share their knowledge, ICT can just be a facilitator. Therefore an investment in ICT that disregards the human dimension of the knowledge sharing process will inevitably fail.
Knowledge transferring is the process of passing on knowledge between cognitive systems. When it takes place within a firm among different units, groups or individuals, it overlaps with knowledge sharing. Instead, when it involves the inter-organizational dimension, it has common characteristics with many knowledge acquisition processes. The main difference between the two knowledge transfer processes is the disparity in their intention. The former endeavors to make individual or team knowledge organizational knowledge. The latter create a channel and context to enable the organization to acquire knowledge which has been generated outside the firm's borders. Both processes, intra and inter-organizational knowledge transfer, are based on a communication process that involves both information and interpretation processes in order to allow the knowledge owned by the sender to be acquired and absorbed by the receiver. It is important to point out that the nature of the transferred knowledge should determine the communication characteristics. For instance, when the knowledge is tacit the communication is better performed by socialization or facilitated by multimedia communication technology. The effectiveness and efficiency of knowledge transfer processes is affected by the absorptive capacity of the receiver, which is related to a shared knowledge background between sender and receiver. If they share a common technical and cultural experience the performance of the knowledge transfer process is improved by reducing the ambiguity of the information interpretation process.
Knowledge Codification is the process that aims to formalize knowledge into appropriate codes. It involves three main dimensions: capturing knowledge, which consists of identifying the knowledge related to a specific ability; knowledge externalization, which involves changing the nature of knowledge from tacit to explicit; and knowledge representation, which involves a description of the explicit knowledge with an appropriate set of information codes.
Knowledge storing is the process of saving knowledge within the organization, meant to make knowledge available anytime and anywhere. Knowledge storing is at the heart of knowledge mapping and can take the form of either knowledge databases, in which codified knowledge is stored in appropriate information codes, or of yellow pages, which provide links to people with specific know-how. The former is based on the idea that knowledge can be codified and made available to be retrieved electronically. This is an approach followed by many consultant companies such as Arthur Andersen, Andersen Consulting and Ernst & Young which have developed and adopted best practices databases to support the activities of consultants spread out around the world. In the latter only some information about potential knowledge resources are stored that assist in identifying the people and the places where knowledge resides. For example Hoffmann-LaRoche, as a part of its overall Drug Approval Process knowledge map, included a Yellow Page catalogue of relevant experts, arranged according to know-how, questions and issues.
Knowledge application is the process of applying knowledge within the organization. The knowledge is a value-added resource only if it is applied within the organization and its processes. Knowledge becomes an organizational innovation only if it is applied to improve business performance. The knowledge application is most of the time a question of turning knowledge into action. Often the differences in organizational performance come not only from differences in what companies know, but rather from their ability to translate their knowledge into action.
From India, Delhi
umalme has contributed a good deal of input. To start with, I like to pool available insight. Start the programme. Remain alert to the casual comments of the participands and go on evolving accordingly.
regards
From India, Delhi
regards
From India, Delhi
Thanks that was quite a great intro into initiating a process. I would try identifying the various aspects of resources hence would also like to interact with the group on a regular basis if it is not considered bugging and disturbing otherwise.
Thanks again, after implementing the first stage let me come back to the group.
From India, Hyderabad
Thanks again, after implementing the first stage let me come back to the group.
From India, Hyderabad
This field is little different from our IT & business consultancy and come under say research like activity an R&D lab for an company since now in open economy companies are wiiling to set up their labs for the various functions depending upon their area of working and nature.
Yet it has picked the term of outsourcing from trends but has opened new area of job oppurtunity at every level for indian graduates to participate in developing economy. It is relatively good sign then a call centre and bpo work which was plain task outsourcing.
This all depend how an individual and an company perform and their area of interest and policy and focus where these wants to contribute to maximize thsir returns in highly compititive market but companies are open hearted investing money in india this is a good sign now it depends upon us how we take up the opputinity and tap our mind power.
Still bipolarity will continue to demoralize and have negative impact on both side unless and until an good balance approach is seek to add value to continum cycle.
These are some market indusrt analysis inputs. The article i put is very general and infact will help in variety of task...
From India, Delhi
Yet it has picked the term of outsourcing from trends but has opened new area of job oppurtunity at every level for indian graduates to participate in developing economy. It is relatively good sign then a call centre and bpo work which was plain task outsourcing.
This all depend how an individual and an company perform and their area of interest and policy and focus where these wants to contribute to maximize thsir returns in highly compititive market but companies are open hearted investing money in india this is a good sign now it depends upon us how we take up the opputinity and tap our mind power.
Still bipolarity will continue to demoralize and have negative impact on both side unless and until an good balance approach is seek to add value to continum cycle.
These are some market indusrt analysis inputs. The article i put is very general and infact will help in variety of task...
From India, Delhi
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