Abstract
HRG, as the award-winning international corporate service company, pursues production efficiency and economy of scales to meet clients’ needs. In 2015, HRG plans to develop a knowledge management strategic plan, a so-called “codification KM strategy” to comply with company strategy to enhance performance. KM team proposed a large online platform (so called “ The park on HRG”) to allow employees to share, discuss and discover any work efficiency. A gap analysis and a knowledge leverage points analysis are used to achieve objectives. The former is used to understand the organization’s current state and its desired business objectives whilst the latter is used to identify what can be done using known knowledge. To ensure the
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Zack (199b) explains that a knowledge management strategy can be seen as the general, abstract, high-level approach to align an organization’s knowledge resources and knowledge-related capabilities to the knowledge requirements of its business strategy. Thus, the knowledge management strategy tries to close the organization’s knowledge and learning cycle gaps.
This paper firstly introduces the key objectives of the plan as well as analysis how it achieve company’s goal. Secondly, the paper demonstrates the strategies, tools and methods HRG used to achieve objectives including key roles responsible for implementation. Lastly the paper discusses the method to monitoring and evaluation, especially on effectiveness.
Profile of HRG
HGR is the international corporate services provider specializing in travel and data management underpinned by proprietary technology. In the field of corporate travel management, the corporate supports services to enable businesses to reduce cost, increase efficiency and maximize traveller welfare. In the other aspect in relation to travel data management, the company provides a supply of expertise and technology that enables businesses to collect and interpret data from their travel and expense activity to empower them with actionable insight. HRG is a company of CHOICE (Cost, Honest, Outstanding, Innovative, Client-focused, Experts). It pursues production efficiency and economy of scales to meet
This chapter describes what is knowledge management in details as well as what is the factors of implementing knowledge management which are implementing best practices, network expansion, systematic information system infrastructure, good organizational culture, senior management leadership and commitment and trustworthiness of teamwork.
A key strategy for knowledge management is actively managing knowledge, also known as a push strategy. Employees enter their knowledge into shared knowledge repository, such as a database. Employees seeking knowledge can search the database.
Through our examination of Hislop (2013) and other supporting material during this class, we have discovered the characteristics and nature of knowledge management strategy. Using my organization as a back drop it has become clear the one does not merely undertake a knowledge management program and expect success. Instead, it requires a thorough examination of the organization, essential knowledge, key roles, policies, politics, available technology
Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual
While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the
Many people at NASA and within the knowledge management community contributed the ideas set forth in this document. We are grateful for their comments and support. Specifically, the NASA Agency-Wide Knowledge Management Team, the members of which are noted below, did much of the work reflected here. Special thanks are given to Diana Meyers and Whitney Harris
Organisational learning can be seen as the goal of knowledge management and may be obtained by good knowledge management strategies and processes. By motivating the creation, dissemination and application of knowledge, KM initiatives pay off by helping the organization embed knowledge into organisational processes so that it can continuously improve its practices and behaviours and pursue the achievement of its goals.
IBM began serious measures to incorporate Knowledge Management in their business model in 1994. Since that time, they have employed managers devoted sole to KM, in their IBM Collaboration and Knowledge services. The result has been a great deal of IT initiatives for the purpose of sharing knowledge. IBM has software that can be divided into 4 categories: Asset Management, Expertise Location, Collaboration, and On-Demand Learning.
KM strategy: knowledge management strategy must be dependent on corporate strategy. The objective is to manage, share, and create relevant knowledge assets that will help meet tactical and strategic requirements.
Effective human resource (HR) planning requires appropriate strategy formulation as well as implementation of those strategies to achieve organizational objectives (Bratton and Gold, 2012). The statement in the task made by Torrington, Hall, Taylor and Atkinson in their book named ‘Human Resource Management’ published under Pearson education focuses on the implementation stage of the HR strategies by the organizations and entrepreneurs. The statement “Human resource strategies can be stimulating to produce and satisfying to display, but how can we make sure that they are implemented?” (Torrington et al., 2011:73) can be segregated into two parts. In the first part, the authors are complacent about the advantages of the various HR strategies for organizational planning and understanding the role those may play for the organizational success. However, in the second part the authors have become sceptic about the implementation of the available strategies and it indicates the lack of measurement techniques implemented by the management to observe the actual outcome of initiating those HR strategies.
The author Maria Martensson is a PhD student in the Stockholm Ê University School of Business, Stockholm, Sweden. Keywords Knowledge management, Knowledge, Strategy Abstract Over the past several years there have been intensive discussions about the importance of knowledge management within our society. The management of knowledge is promoted as an important and necessary factor for organisational survival and maintenance of competitive strength. To remain at the forefront organisations need a good capacity to retain, develop, organise, and utilise their employees ' capabilities. Knowledge and the management of knowledge appear to be regarded as increasingly important features for organisational survival. Explores knowledge management with respect to its content, its definition and domain in theory and practice, its use and implications, and to point out some problems inherent in the concept. The main contribution of this paper is an extensive literature survey on knowledge management. Electronic access The current issue and full text archive of this journal is available at http://www.emerald-library.com
HR Planning requires that we gather data on the Organizational goals objectives. One should understand where the Organization wants to go and how it wants to get to that point. The needs of the employees are derived from the corporate objectives of the Organization. They stern from shorter and medium term objectives and their conversion into action budgets (eg) establishing a new branch in New Dehli by January 2006 and staff it with a Branch Manager (6,000 USD, Secretary 1,550 USD, and two clerical staff 800 USD per month. Therefore, the HR Plan should have a mechanism to express planned Company strategies into
In this Era of Technology, many organizations mostly make use of two knowledge management strategies, they are explained below:
Human resource is an important aspect of every organization and none can exist without it. Therefore, the human resource department is charged with the role of hiring, training and development as well as payroll management among other staff related activities. The human resource objectives must be aligned with the overall organization’s objectives in order to avoid conflict of interests. Consequently, it is important to develop a strategic plan which encompasses the various factors that are involved in human resource planning and development. This involves innovation in change strategies, management of diversity in technology in the implementation of the human resource role. Apart from the development, it is important to have monitoring and control in order to ensure that a proper foundation is laid out in ensuring long-term profitability of the organization.
Human resource is an important aspect in every organization and none can exist without it. Therefore, the human resource department is charged with the role of hiring, training and development as well as payroll management among other staff related activities. The human resource objectives must be aligned with the overall organization’s objectives in order to avoid conflict of interests. Consequently, it is important to develop a strategic plan which encompasses the various factors that are involved in human resource planning and development. This involves innovation in change strategies, management of diversity and roping in technology in the implementation of the human resource role. Apart from the development, it is important to have monitoring and control in order to ensure that a proper foundation is laid out in ensuring long term profitability of the organization.