Hello, day-to-day HRD plays a vital role in business. For this, HR professionals also have to improve their knowledge. Perhaps our senior personnel will help young professionals.
My question is: What is knowledge management? What is the difference between knowledge management and talent management? I hope to receive more responses to the above question. Your answers may help me improve myself in the HR field.
Kailas Singare 😉
From United States, Santa Clara
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1My question is: What is knowledge management? What is the difference between knowledge management and talent management? I hope to receive more responses to the above question. Your answers may help me improve myself in the HR field.
Kailas Singare 😉
From United States, Santa Clara
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It is all about definitions,
Anyway the Talent Management is more of giving due importance to the star / high performing employees while Knowledge management is more of sharing the working style and technologies...
What Is Talent Management?
The talent-management concept applies the 80/20 rule, meaning 20% of an organization's top employees yield 80% of its positive results. This suggests that employers must treat A-level executives -- those who drive and deliver superior results on a consistent basis -- in an exceptional and individualized way. This occurs throughout an executive's complete life with an organization: from his or her initial hire to development, evaluation, reward systems, retention and succession planning.
What is Knowledge Management?
knowledge management is a business activity with two primary aspects:
1. Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization.
Making a direct connection between an organization's intellectual assets both explicit [recorded] and tacit [personal know-how] and positive business results.
2. In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above including groupware and intranets.
Ajmal Mirza
From India, Ahmadabad
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Anyway the Talent Management is more of giving due importance to the star / high performing employees while Knowledge management is more of sharing the working style and technologies...
What Is Talent Management?
The talent-management concept applies the 80/20 rule, meaning 20% of an organization's top employees yield 80% of its positive results. This suggests that employers must treat A-level executives -- those who drive and deliver superior results on a consistent basis -- in an exceptional and individualized way. This occurs throughout an executive's complete life with an organization: from his or her initial hire to development, evaluation, reward systems, retention and succession planning.
What is Knowledge Management?
knowledge management is a business activity with two primary aspects:
1. Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization.
Making a direct connection between an organization's intellectual assets both explicit [recorded] and tacit [personal know-how] and positive business results.
2. In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above including groupware and intranets.
Ajmal Mirza
From India, Ahmadabad
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To add one more point to the KM perspective...
In this age of frequent job jumping and better opportunities around, employers need to protect themselves from information and knowledge loss resulting from a valuable employee leaving the organization. This is also a driving force behind KM.
From Switzerland, Geneva
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In this age of frequent job jumping and better opportunities around, employers need to protect themselves from information and knowledge loss resulting from a valuable employee leaving the organization. This is also a driving force behind KM.
From Switzerland, Geneva
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Knowledge Management Defined
Knowledge management is any process or practice of creating, acquiring, capturing, sharing, and using knowledge, wherever it resides, to enhance learning and performance in organizations. It focuses on the development of firm-specific knowledge and skills that result from organizational learning processes.
Knowledge management involves transforming knowledge resources by identifying relevant information and disseminating it so that learning can take place. Knowledge management strategies promote the sharing of knowledge by linking people and connecting them to information so that they learn from documented experiences. Knowledge can be stored in databanks and found in presentations, reports, policy documents, and manuals. It can be distributed throughout the organization via information systems and traditional methods such as meetings, workshops, courses, written publications, videos, and tapes. The intranet provides an additional and highly effective medium for communicating knowledge.
The Contribution of HR to Knowledge Management
HR can play a vital role in knowledge management because knowledge is shared between people; it is not solely about capturing explicit knowledge through information technology. The role of HR is to ensure that the organization possesses the intellectual capital it requires. The resource-based view of the firm emphasizes that distinctive human resource practices help create unique competencies that differentiate products and services, thereby enhancing competitiveness.
Ten ways in which HR can contribute to knowledge management are summarized below:
1. Help develop an open culture that values and emphasizes the importance of sharing knowledge.
2. Promote a climate of commitment and trust.
3. Advise on designing organizations that facilitate knowledge sharing through networks, communities of practice, and teamwork.
4. Provide guidance on resourcing policies to attract and retain employees who contribute to knowledge creation and sharing.
5. Advise on motivating people to share knowledge and rewarding those who do.
6. Assist in developing performance management processes that focus on knowledge development and sharing.
7. Develop organizational and individual learning processes to generate and disseminate knowledge.
8. Organize workshops, conferences, seminars, and symposia for sharing knowledge person-to-person.
9. Collaborate with IT to develop systems for capturing explicit and tacit knowledge.
10. Advocate for knowledge management with senior managers to encourage leadership and support knowledge management initiatives.
Talent Management Defined
Talent management is the process of ensuring that an organization attracts, retains, motivates, and develops the talented individuals it needs. The concept of talent management gained prominence with the emergence of the phrase "the war for talent" in the 1990s. While the processes involved in talent management are not new, a more coherent view has developed on how these processes should align to acquire and nurture talent efficiently. Talent management embodies the notion of bundling various practices together.
It is a misconception that talent management only pertains to key individuals or high performers. Every member of an organization possesses talent, and talent management processes should not be reserved for a select few, although they may primarily focus on those with scarce skills and high potential.
Talent Management Processes
The key talent management processes include:
- Developing the organization as an "employer of choice" – a great place to work.
- Implementing selection and recruitment procedures to attract quality individuals likely to thrive and stay with the organization.
- Designing roles that allow individuals to apply and enhance their skills, providing autonomy, interest, and challenge.
- Providing opportunities for career development and growth to talented staff.
- Creating a conducive working environment that enables rewarding job roles.
- Establishing a positive psychological contract.
- Enhancing the leadership capabilities of line managers.
- Recognizing talent through rewarding excellence and achievement.
- Succession planning to ensure suitable individuals can fill vacancies.
- Conducting talent audits to identify potential and potential departures within the organization.
Knowledge Management and Talent Management are applicable to all employees and managers, including HR personnel. If you require more specific information on HR managers, please provide additional details.
Regards,
Leo Lingham
From India, Mumbai
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Knowledge management is any process or practice of creating, acquiring, capturing, sharing, and using knowledge, wherever it resides, to enhance learning and performance in organizations. It focuses on the development of firm-specific knowledge and skills that result from organizational learning processes.
Knowledge management involves transforming knowledge resources by identifying relevant information and disseminating it so that learning can take place. Knowledge management strategies promote the sharing of knowledge by linking people and connecting them to information so that they learn from documented experiences. Knowledge can be stored in databanks and found in presentations, reports, policy documents, and manuals. It can be distributed throughout the organization via information systems and traditional methods such as meetings, workshops, courses, written publications, videos, and tapes. The intranet provides an additional and highly effective medium for communicating knowledge.
The Contribution of HR to Knowledge Management
HR can play a vital role in knowledge management because knowledge is shared between people; it is not solely about capturing explicit knowledge through information technology. The role of HR is to ensure that the organization possesses the intellectual capital it requires. The resource-based view of the firm emphasizes that distinctive human resource practices help create unique competencies that differentiate products and services, thereby enhancing competitiveness.
Ten ways in which HR can contribute to knowledge management are summarized below:
1. Help develop an open culture that values and emphasizes the importance of sharing knowledge.
2. Promote a climate of commitment and trust.
3. Advise on designing organizations that facilitate knowledge sharing through networks, communities of practice, and teamwork.
4. Provide guidance on resourcing policies to attract and retain employees who contribute to knowledge creation and sharing.
5. Advise on motivating people to share knowledge and rewarding those who do.
6. Assist in developing performance management processes that focus on knowledge development and sharing.
7. Develop organizational and individual learning processes to generate and disseminate knowledge.
8. Organize workshops, conferences, seminars, and symposia for sharing knowledge person-to-person.
9. Collaborate with IT to develop systems for capturing explicit and tacit knowledge.
10. Advocate for knowledge management with senior managers to encourage leadership and support knowledge management initiatives.
Talent Management Defined
Talent management is the process of ensuring that an organization attracts, retains, motivates, and develops the talented individuals it needs. The concept of talent management gained prominence with the emergence of the phrase "the war for talent" in the 1990s. While the processes involved in talent management are not new, a more coherent view has developed on how these processes should align to acquire and nurture talent efficiently. Talent management embodies the notion of bundling various practices together.
It is a misconception that talent management only pertains to key individuals or high performers. Every member of an organization possesses talent, and talent management processes should not be reserved for a select few, although they may primarily focus on those with scarce skills and high potential.
Talent Management Processes
The key talent management processes include:
- Developing the organization as an "employer of choice" – a great place to work.
- Implementing selection and recruitment procedures to attract quality individuals likely to thrive and stay with the organization.
- Designing roles that allow individuals to apply and enhance their skills, providing autonomy, interest, and challenge.
- Providing opportunities for career development and growth to talented staff.
- Creating a conducive working environment that enables rewarding job roles.
- Establishing a positive psychological contract.
- Enhancing the leadership capabilities of line managers.
- Recognizing talent through rewarding excellence and achievement.
- Succession planning to ensure suitable individuals can fill vacancies.
- Conducting talent audits to identify potential and potential departures within the organization.
Knowledge Management and Talent Management are applicable to all employees and managers, including HR personnel. If you require more specific information on HR managers, please provide additional details.
Regards,
Leo Lingham
From India, Mumbai
Acknowledge(0)Amend(0)
Knowledge Management for HR
With respect to your specific question on "KM" in "HR", here are some useful guidelines.
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm grows large enough to need someone to focus primarily on HR activities, the role of the HR generalist emerges, that is, a person who has responsibility for performing a variety of HR activities. Further growth leads to adding HR specialists who have in-depth knowledge and expertise in a limited area. Intensive knowledge of an activity such as benefits, testing, training, or affirmative action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
- Knowledge of business and organization
- Influence and change management
- Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have an understanding of the financial, technological, and other facets of the industry and the organization. For example, in some organizations, the top HR executive jobs are being filled by individuals who have been successful operations managers but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them while bringing a performance-oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
- Strategic planning/HRM role.
- Political changes impact
- Economic changes impact
- Social changes impact
- Technology changes impact
- Workforce availability/ Quality
- Growth in contingent workforce
- Demographic issues
- Work/family balancing
- Organizational Restructuring
- Occupational shifts
- Global competition
- Business Process reengineering
- Financial responsibility for HR results.
- Intellectual capital
- etc.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR-related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
- Sales ability
- Persuasion skills
- Presentation skills
- Negotiation skills
- Interpersonal relations skills
- Change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR/MANAGEMENT publications/websites is one way to stay informed.
Strategic Management. Knowledge Of.
1. Lawmaking and administrative regulatory processes.
2. Internal and external environmental scanning techniques.
3. Strategic planning process and implementation.
4. Organizational social responsibility (for example, welfare to work, philanthropy, alliances with community-based organizations).
5. Management processes and functions, including marketing/sales/distribution, etc.
6. Techniques to sustain creativity and innovation.
And so on.
Workforce planning and Employment. Knowledge of:
7. Central/state/local. employment-related laws and regulations.
8. Immigration law (for example, visas for overseas employees).
9. Quantitative analyses required to assess past and future staffing (for example, cost-benefit analysis, costs per hire, selection ratios, adverse impact).
10. Recruitment methods and sources.
11. Staffing alternatives (for example, telecommuting, outsourcing).
12. Planning techniques (for example, succession planning, HR forecasting).
13. Reliability and validity of selection tests/tools/methods.
And more.
Human Resource Development: Knowledge of.
21. Applicable international, central, state, and local laws and regulations regarding copyrights and patents.
22. Human resource development theories and applications (including career development and leadership development).
23. Organizational development theories and applications.
24. Training methods, programs, and techniques (design, objectives, methods, etc.).
25. Employee involvement strategies.
And so forth.
Compensation and Benefits. Knowledge of.
31. Central, state, and local compensation and benefits laws.
32. Accounting practices related to compensation and benefits (for example excess group term life, compensatory time).
33. Job evaluation methods.
34. Job pricing and pay structures.
35. Incentive and variable pay methods.
36. Executive compensation.
And more.
Employee and Labor relations. Knowledge of
41. Applicable federal, state, and local laws affecting employment in union and non-union environments, such as anti-discrimination laws, sexual harassment, labor relations, and privacy.
42. Techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs).
43. Employee involvement strategies (for example, alternate work schedules, work teams).
44. Individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively).
And so on.
Occupational health, safety, and security. Knowledge of.
52. Central, state, and local workplace health and safety laws and regulations (for example, OSHA, Drug-Free Workplace).
53. Workplace injury and occupational illness compensation laws and programs (for example, worker's compensation).
54. Investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA).
55. Workplace safety risks.
56. Workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism).
And more.
Core Knowledge Required by HR Professionals
64. Needs assessment and analysis.
65. Third-party contract management, including development of requests for proposals.
66. Communication strategies.
67. Documentation requirements.
68. Adult learning processes.
69. Motivation concepts and applications.
70. Training methods.
71. Leadership concepts and applications.
And so forth.
As you build/develop your knowledge base, you need to know
- Your aptitude
- Your passion for selected subjects
- Your keen interest areas
- Your aspiration (up the ladder in the organization or expert consultant in selected areas).
Hope this is useful to you.
Regards
Leo Lingham
From India, Mumbai
Acknowledge(0)Amend(0)
With respect to your specific question on "KM" in "HR", here are some useful guidelines.
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm grows large enough to need someone to focus primarily on HR activities, the role of the HR generalist emerges, that is, a person who has responsibility for performing a variety of HR activities. Further growth leads to adding HR specialists who have in-depth knowledge and expertise in a limited area. Intensive knowledge of an activity such as benefits, testing, training, or affirmative action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
- Knowledge of business and organization
- Influence and change management
- Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have an understanding of the financial, technological, and other facets of the industry and the organization. For example, in some organizations, the top HR executive jobs are being filled by individuals who have been successful operations managers but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them while bringing a performance-oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
- Strategic planning/HRM role.
- Political changes impact
- Economic changes impact
- Social changes impact
- Technology changes impact
- Workforce availability/ Quality
- Growth in contingent workforce
- Demographic issues
- Work/family balancing
- Organizational Restructuring
- Occupational shifts
- Global competition
- Business Process reengineering
- Financial responsibility for HR results.
- Intellectual capital
- etc.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR-related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
- Sales ability
- Persuasion skills
- Presentation skills
- Negotiation skills
- Interpersonal relations skills
- Change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR/MANAGEMENT publications/websites is one way to stay informed.
Strategic Management. Knowledge Of.
1. Lawmaking and administrative regulatory processes.
2. Internal and external environmental scanning techniques.
3. Strategic planning process and implementation.
4. Organizational social responsibility (for example, welfare to work, philanthropy, alliances with community-based organizations).
5. Management processes and functions, including marketing/sales/distribution, etc.
6. Techniques to sustain creativity and innovation.
And so on.
Workforce planning and Employment. Knowledge of:
7. Central/state/local. employment-related laws and regulations.
8. Immigration law (for example, visas for overseas employees).
9. Quantitative analyses required to assess past and future staffing (for example, cost-benefit analysis, costs per hire, selection ratios, adverse impact).
10. Recruitment methods and sources.
11. Staffing alternatives (for example, telecommuting, outsourcing).
12. Planning techniques (for example, succession planning, HR forecasting).
13. Reliability and validity of selection tests/tools/methods.
And more.
Human Resource Development: Knowledge of.
21. Applicable international, central, state, and local laws and regulations regarding copyrights and patents.
22. Human resource development theories and applications (including career development and leadership development).
23. Organizational development theories and applications.
24. Training methods, programs, and techniques (design, objectives, methods, etc.).
25. Employee involvement strategies.
And so forth.
Compensation and Benefits. Knowledge of.
31. Central, state, and local compensation and benefits laws.
32. Accounting practices related to compensation and benefits (for example excess group term life, compensatory time).
33. Job evaluation methods.
34. Job pricing and pay structures.
35. Incentive and variable pay methods.
36. Executive compensation.
And more.
Employee and Labor relations. Knowledge of
41. Applicable federal, state, and local laws affecting employment in union and non-union environments, such as anti-discrimination laws, sexual harassment, labor relations, and privacy.
42. Techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs).
43. Employee involvement strategies (for example, alternate work schedules, work teams).
44. Individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively).
And so on.
Occupational health, safety, and security. Knowledge of.
52. Central, state, and local workplace health and safety laws and regulations (for example, OSHA, Drug-Free Workplace).
53. Workplace injury and occupational illness compensation laws and programs (for example, worker's compensation).
54. Investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA).
55. Workplace safety risks.
56. Workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism).
And more.
Core Knowledge Required by HR Professionals
64. Needs assessment and analysis.
65. Third-party contract management, including development of requests for proposals.
66. Communication strategies.
67. Documentation requirements.
68. Adult learning processes.
69. Motivation concepts and applications.
70. Training methods.
71. Leadership concepts and applications.
And so forth.
As you build/develop your knowledge base, you need to know
- Your aptitude
- Your passion for selected subjects
- Your keen interest areas
- Your aspiration (up the ladder in the organization or expert consultant in selected areas).
Hope this is useful to you.
Regards
Leo Lingham
From India, Mumbai
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