Email:

Managing knowledge means delivering the information and data people need to be effective on their jobs. Knowledge is different from information in that information can be measured in pounds per square inch, millions of instructions per second, terabytes. Knowledge is managing the information to become effective. Information is meaningless unless it can be organized and retrieved in a timely manner and fashion.

Now, if you are thinking that employees are the vital thrust to any organization, you are correct. Proving employees with the tools and information in which they can process information effectively, can only result in a successful organization. After all, without employees there is no corporation. And without skillful and informed employees, a company will perish. If the skillful and informed employees leave the organization without the organization capturing that information, that knowledge walks out the door. How long will it take for the organization to recover after the knowledge leaves. A few weeks, a couple of months, years! Who knows! But what if you had a simple approach to retain the knowledge that was intertwined into your day-to-day operation. What if you had a systematic procedure to capture the knowledge of your employees? How much would you invest to ensure the continued success of your organization?

Business Case Study:

Carrera Consulting Inc. - A small consulting company that delivered ERP solutions to mid to large organizations. It focused on implementing PeopleSoft human resources and financial systems.

Consultants are the thrust of this small consulting firm. There was a great need for consultants to have a resource to obtain vital information. The information needed included a variety of tools that included traveling tips as well as programming scripts. As employees are constantly on the road and on different time zones, it became more and more crucial to access information that was up-to-date, concise, and useful. Employees needed a central repository to obtain vital information. As the company battled the growing demand of its’ resources, it struggled to provide its’ employee with the necessary tools to keep them happy and provide them with the necessary skills to keep them competitive. Their consultants had to be brighter and smarter. The consultants had to get this vital information sooner. In its few years of practice having started with a handful of employees, it could no longer operate in the same manner and stay competitive. As the organization grew, employee came and left. Valuable employees left and the knowledge walked out the door. To fully leverage the knowledge of its employees and to retain the vital information within the organization, it had to capture and disseminate that knowledge so that as more employees were hired into the organization, knowledge was accessible for others to participate in the learning process of acquiring knowledge. Only through sharing and collaboration could this knowledge be transferred. Having access to a central repository to capture the knowledge that had been transferred was the vehicle for which the organization could truly capitalize on the knowledge transfer process. The learning process to create a knowledge system and the steps to make it successful were challenging.

The key was not only to create a good central repository, but what was overlooked was the need for top management to be involved and to drive the process. Employees rebelled, as they did not see the benefits in given away their knowledge. After all, knowledge is power. He who has the most knowledge rules! They complained that they did not have time in their day-to-day work schedules to share their talents. This was an added task to their already demanding workloads. The biggest problem resides in the notion that just because there is a process, does not mean that the technology will make people input their information and use it. Generating a knowledge sharing system does not guarantee that the knowledge will be shared. Employees must be able to see the benefits if they are to participate. Organizations should reward employees to create and begin the participating process, as this is the first step a very important step. The next step is to encourage and ensure that top management supports the knowledge management process. Make knowledge management the center of your vision. Create a mission as to grasp the attention of your employees. As with all successful projects, you must devote adequate time and appropriate resources. And last, you must ask yourself, how much would you invest to ensure the continued success of your organization? How much is it worth to invest in employees who are vital to the success or the failure of your organization?

About the Authur
Sheila Campbell is an experienced Knowledge Management consultant who has worked with many leading company's both large and small. For more information about Knowledge Management and how it can benefit your orgaization, please contact Sheila Campbell at (888) 337-2121 or email info@business-marketing.com

Copyright 2002© This article may not be reprinted or copied without the authors expressed written consent.

Review More Business Management & HR Articles at: http://www.businesstrainingmedia.com