Exploiting Human Knowledge Management and Human Capital Cheryl Myles Branch Development Manager, CIPD

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

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 1.Database access 2.Talk to best informed 3.Decisions close to impact 4.Contribute to knowledge database 5.Opportunity for individual growth 6.Everyone participates 7.KISS principle 8.All to be involved in engagement with the ‘front line’

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 “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 “…. 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 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

HC journey

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

Exploiting human capital in practice – M&S Capability measurement capability mapping employee survey Employee engagement emotional commitment to work customer loyalty and commitment “at some point we should be able to see whether capable people are engaged” competence x commitment (Ulrich, 1998)

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)

Exploiting human capital in practice - Motorola assess managerial competence (talent web) –talent web –4Es+1 (energise, edge, envision, execution + ethics) –appraisal system “get the best people in the best jobs and retain them” balanced scorecard

CIPD Resources Subject areas Factsheets upknowman.htm?IsSrchRes=1