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Knowledge Management [FP 22]
Knowledge Management and Human Asset Capital
According to McKinsey's, about 80% of jobs will be knowledge based early in this millennium. This report addresses the questions:
  • Why is Knowledge Management so important to companies?
  • How will this affect HR management?
  • How can knowledge be measured and counted as Human Asset Capital?
  • What are the obstacles to success?
  • How do work habits need to change?
  • How far will knowledge become a business driver?

The report draws on the experience of Andrew Davis and Jon Tye, of William M Mercer’s Human Resources Operations Consulting Practice, together with a series of Briefs. The first of these acts as a general introduction to knowledge management. Other briefs look at the perspectives of knowledge management and human asset capital of interest to HR practitioners.

A third section comprises edited selections from the CBI Real Business Guide on Knowledge Management. The first of these is an excellent introduction for executives. Other selections pick up relevant themes for the thinking manager.

[S3 ~ 2000 ~ 13 pps]

 
HR Knowledge Broking as a Driver of Business Strategy
In a Knowledge Based economy, this report looks at:
  • how knowledge broking can put HR strategies in the forefront
  • long term success by focusing on the "soft" assets of the business
  • models of value-adding HR structures
    • the Business Partner Model
    • The HR Facilitator Model.

The main contributor for this report was futurist Peter Kingsley, an authority on telecommunications and information industries, who created, developed and managed some of the most advanced and demanding information services in the world.

Knowledge broking puts human resource strategies in the forefront, potentially multiplying the measurable value of HR. As Knowledge Broking will drive the value of the business in future, so will it drive HR structure and strategy.

The trust factor is particularly relevant to knowledge management which has moved beyond its primitive phase of interrogating databases and sharing selective information. Information and ideas must be shared across extended communities to stimulate the innovation needed to protect and advance the business.

Knowledge Broking therefore puts human resource strategies in the forefront, potentially multiplying the measurable value of HR.

[S2 ~ 1999 ~ 8 pps]
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