Human Resource (HR) Audit – Meaning, Phases and its Advantages
Human Resource Audit is a comprehensive method of objective and systematic verification of current practices, documentation, policies and procedures prevalent in the HR system of the organization. An effective HR audit helps in identifying the need for improvement and enhancement of the HR function. It also guides the organization in maintaining compliance with ever-changing rules […]
Motivation and Employee Development
Employee development refers to initiatives taken by organizations to constantly enhance their employees’ skills and upgrade their existing knowledge with time. Employee development activities and trainings make an individual self dependent and prepare him/her for unforeseen circumstances. Employees as a result of trainings can deliver their level best and contribute more effectively towards the organization. […]
Role of HRD in Determining Fit between an Employee and His/Her Role
The previous article on personality briefly discussed how organizations and the HRD function determine the fit between the employee and his or her role. This article looks at this topic in depth with specific reference to the role of the HRD function and the managers in this alignment. For starters, whenever an employee is hired, […]
Development of Reward Processes
The previous articles have discussed how reward systems must be put in place that would ensure that the internal skills and attributes of the employees are aligned with the external reward systems. This article discusses how reward processes have to be developed in organizations. Involvement of Line Managers and HR To develop effective reward systems, […]
Need and Importance of Employee Retention
Employee Retention refers to the techniques employed by the management to help the employees stay with the organization for a longer period of time. Employee retention strategies go a long way in motivating the employees so that they stick to the organization for the maximum time and contribute effectively. Sincere efforts must be taken to […]
For organizations that have knowledge management or KM systems in place, it is important to distinguish between the vast streams of data that is the outcome of the intersection of the online world and the organizational processes and useful information among this data.
In other words, not every piece or artifact that is submitted to the KM portal is useful as employees might use the data and information freely available on the internet as their own submissions to the KM portal. This happens because many organizations mandate the submission of artifacts to the KM portal as being integral to the employees’ performance appraisal. Therefore, for those employees who cannot submit anything original, there is a temptation to pass of publicly available information as their own leading to issues of intellectual property and plagiarism.
As we shall discuss later, the organizational gatekeepers to the KM portals have a tough time in sorting and sifting through the submissions and this might lead to outages and wastages of time by these gatekeepers. It is important to remember that the basic tenet of KM is that data and information are separate, not all data is information, and only that information that is meaningful and relevant as well as pertinent to the organization is information and knowledge that can be used for the benefit of the organization.
A possible solution to this situation where the gatekeepers to the KM portal have to spend a lot of time in sorting out the useful stuff from the garbage is to use a plagiarism checker or a plagiarism detector that would weed out the submissions comprised of freely available information on the internet. By doing so, the organizations can ensure that the KM portal has artifacts that do not violate the intellectual property ownership and related aspects.
Another solution would be to institute a peer review process wherein the submissions are vetted by the coworkers of the employees who are contributing to the KM portal. In this manner, the organizations can ensure that the vetting process would weed out the unwanted submissions. Of course, the employees who are doing the vetting have to spend their time and for this, they can be rewarded through bonus points for submissions. This practice is followed by many multinationals where they provide incentives to the employees to submit relevant content, monetary, and non-monetary rewards for useful submissions.
Talking about incentives and rewards, organizations that have world-class KM portals usually provide monetary incentives for the best submissions to the KM portal to incentivize the employees to contribute in a positive manner.
Further, those organizations that do not have the size or the scale to provide monetary incentives often provide movie tickets, tickets to shows and plays, and even coupons that can be redeemed at outlets to the employees so that they are encouraged to not only contribute to the KM portal but also to provide meaningful and relevant content. This is apart from the KPAs or the Key Performance Areas in the appraisals that reward employees for meaningful KM portal submissions.
The point here is that effective knowledge management leads to synergies and efficiencies and hence, organizations can invest some time and resources to build a KM portal that would ultimately help them in succeeding at the art of knowledge management.
Finally, effective knowledge management is a process that is ongoing and involves close engagement between the employees and the organizational KM processes. Therefore, it would be in the interests of the organizations to ensure that employees are motivated and encouraged to contribute to the KM portals through their own initiative and not only because of monetary and non-monetary incentives.
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