Exploiting Human Knowledge Management and Human Capital

1
Exploiting Human Knowledge Management and Human
Capital

• Cheryl Myles
• Branch Development Manager, CIPD

2
Human knowledge management

• 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

3
Culture building

• 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/

4
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.

5
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

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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

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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

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HC journey
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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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Exploiting human capital in practice MS

• Employee engagement
• emotional commitment to work
• customer loyalty and commitment

• Capability measurement
• capability mapping
• employee survey

at some point we should be able to see whether
capable people are engaged competence x
commitment (Ulrich, 1998)
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Exploiting human capital in practice NUI

• introduction of progression, performance and pay
  (PPP)
• clear emphasis on identifying skills and
  behaviours that drive business success
• reflective of brand values of progressiveness,
  integrity and shared benefit
• linked to strategic priorities of profit, morale
  (survey) and service
• balanced scorecard approach (Kaplan and Norton,
  1996)

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Exploiting human capital in practice - Motorola

• assess managerial competence (talent web)
• talent web
• 4Es1 (energise, edge, envision, execution
  ethics)
• appraisal system
• get the best people in the best jobs and retain
  them
• balanced scorecard

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CIPD Resources

• Subject areas
• http//www.cipd.co.uk/subjects/corpstrtgy/hmncapit
  al/
• http//www.cipd.co.uk/subjects/corpstrtgy/knowman/
  
• Factsheets
• http//www.cipd.co.uk/subjects/corpstrtgy/knowman/
  supknowman.htm?IsSrchRes1