Re: Calculating KM employees' productivity #value #metrics


Soha Radwan
 

Exactly! 



From: "Murray Jennex murphjen@... [sikmleaders]"
To: sikmleaders@...
Sent: Sunday, 12 November 2017, 12:02
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity

 
I hear you and agree!  My main point is that it is up to us to demonstrate the value of KM in terms they will accept, not an easy job!

-----Original Message-----
From: soha radwan soharadwan@... [sikmleaders]
To: sikmleaders
Sent: Sat, Nov 11, 2017 11:50 pm
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity



The Engineer Productivity model makes high sense,  thanks a lot, it is really interesting. But as you know sometimes people in the HR doesn't want to change a specific method  they use. 

I like the way you put it, the way you instantly give options for measurement. This kind of flexibility is needed in today's work. May be the real struggle for KM/ innovation and other alike activities is derived mainly from rigid thinking in other parts (departments) of the organization. They don't always have the same rhythm.



From: "Murray Jennex murphjen@... [sikmleaders]" <sikmleaders@...>
To: sikmleaders@...
Sent: Sunday, 12 November 2017, 11:35
Subject: Re: [sikmleaders] Re: Calculating KM employe es' productivity

 
you need some artifact to measure.  If you look at the engineer productivity model I sent you can see that it included things like number of reports or analyses, drawing changes, etc.  KM can be expected to make a knowledge worker more proficient in producing their work artifacts.  Unfortunately, I don't know of any productivity model that HR will accept that does not include some discreet artifact that is produced and can be measured in some way.  You could possibly use customer interactions and problem resolutions as measures, but I don't think you will be able to get away with using something like customer satisfaction.  In all cases though to quantify using numbers of artifacts this will include some time measurement component, such as artifacts per hour or per day


-----Original Message-----
From: soha radwan soharadwan@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Sat, Nov 11, 2017 10:51 pm
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity



May be we will not be able to quantify it this way, given that we are currently developing new social activities that focus on increasing creativity and innovation (which relies on intensive quality attributes rather than quantifiable number of hours) . But may be we can think of new ways to ensure employees are doing their jobs and achieving their goals without sticking to 'number of hours' concept, and then link it to productivity (output/input) 



From: "Murray Jennex murphjen@... [sikmleaders]" <sikmleaders@...>
To: sikmleaders@...
Sent: Sunday, 12 November 2017, 10:36
Subject: Re: [sikmleaders] Re: Calcula ting KM employees' productivity

 
its done frequently and frankly, if you can't do it then you aren't likely to be able to quantify productivity, sorry.


-----Original Message-----
From: soha radwan soharadwan@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Sat, Nov 11, 2017 10:04 pm
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity



Thanks Murray, but it is somewhat challenging to assign average number of hours, especially for some new activities



From: "Murray Jennex murphjen@... [sikmleaders]" <sikmleaders@...>
To: sikmleaders@...
Sent: Thursday, 9 November 2017, 10:52
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity

 
the simple solution might just be to do a job task analysis and then assign an average number of hours for each task, this is the basis for the individual productivity model I sent you, and HR was accepting of it as it was the best quantification effort they'd seen at that point....murray


-----Original Message-----
From: soha radwan soharadwan@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Wed, Nov 8, 2017 8:45 pm
Subject: Re: [sikmleaders] Re: Calculating KM employees' productivity



Thanks a lot Albert. And looking forward to knowing more about the framework you put.

Meanwhile I am still struggling to give the HR an exact number of hours per year for each KM activity, and  struggling more in trying to convince them to at least go by work days not working hours. Honestly the point is not only about the calculation, but it is more about explaining the reason behind time taken in many activities which can not be " reducible into documentation" as you said it.




From: "Albert Simard albert.simard@... [sikmleaders]" <sikmleaders@...>
To: "sikmleaders@yahoogrou ps.com" <sikmleaders@...>
Sent: Wednesday, 8 November 2017, 19:05
Subject: [sikmleaders] Re: Calculating KM employees' productivity

 
The challenge, as I see it, is that HR must be able to demonstrate that everyone is treated exactly the same and by the book.  There are not inconsequential legal iplications for failing to do so.   And the laws are sufficiently complicaged that it requires specialists to know them.  This, in turn, requires that everythiong that HR does must be reducible to documentation.  There must be forms with everything spelled out, starting with recruiting posters, through position descriptions and performance evaluations to termination procedures.  Even the vocabulary is carefully controlled.  

I learned this the hard way when I once rated an employee whose productivity was less than half of the project average one notch below "fully satisfactory."  The amount of effort and paperwork related to that individual that ensued during the following year was simply not worth the effort.  

HR is not (and cannot be) well suited to addresing behavioural or social isues which are at the heart of what KM needs to function sucessfully.  Behaviors such as sharing and collaboration are softer and fuzzier and much more dificult to document and measure.  All-important positive or negative atitudes are difficult to quantify.  "You know it when you see it" won't stand up in court!  You can document that someone participated in an activity but not so much whether they helped or hindered the work of a group. 

This is why I contend that desirable KM behavior rests squarely in the realm of leadership and culture - not HR.  Does this mean that we should give up trying to enhance KM behaviour?  Absoltely not!  But taking action requires that we first understand relationships between KM, social context, and social interaction.  To that end, I recently put together a framework that integratres the three processes in a way that enbles idenfying key issues and appropriate management actions.  Although it is only a start, it is a step forward.  
 


















Join main@SIKM.groups.io to automatically receive all group messages.