Date   

Re: Calculating KM employees' productivity #value #metrics

Albert Simard
 

This is addressed in the world of science by having individuals evaluated by a commitee of their scientific peers.  There are usually a number of people being evaluated with each person having one person from their specialty on the committee.  My guess is that medicine works similarly. 


Having served on my share of such committees I can vouch for their effectiveness.  Administrators like to count publications but this is only marginally important.  How does one rate the occasional (unpredictable) "home run."  Conversely, how does this compare with a dozen half-page field observtional articles?  A group of scientists can seperate the wheat from the chaff in a heartbeat.  There are all sorts of informal clues as to the productivity and quality of a scientist's work.  This is a case in which "you know it when you see it" realy works.  I am willing to bet that a similar process would work in many fields of knowledge work. 


I was continuouly struck by the frequency with which members of a committee clustered tightly around a mean rating when four out of the five members were from different disciplines.  And when a group (rarely) could not reach consensus, the reason was explained and the process was repeated, including a description of the problem.  When a scientist was proposed to be promoted to a senior scientist position the review was resubmited to a committee of senior scientists.  


It worked!


l.kenyon6699@...
 

Dear Sikmleaders Community,


I am honored to have been accepted into your exclusive group and appreciate the insights shared by folks on the evolving KM field. I would also like to personally thank Stan for the warm welcome.


I need your help…


Knowledge sharing as been an interest of mine for over ten years and I created a community of practice and knowledge repositories at my college. Higher Education is certainly dependent on continued idea generation, collaboration, and knowledge sharing, although some faculty are initially skeptical of such communal initiatives. As members on this forum have identified, sustaining knowledge sharing activities is never easy. However, I think the most valuable contribution has come from the comradery and interdisciplinary sharing.


I have continued my interest in the field and hope to give back in some meaningful way. I am nearing the end of my doctoral journey and completing my dissertation on “Knowledge Sharing: The Influence of Social Media Phenomenon”.


This is where I need your help. I am looking to survey workers at large corporations (>$2 Billion in revenue), who contribute to and use their knowledge management systems. I would appreciate it if you know of someone I could talk to receive approval for the survey. The survey is anonymous, takes about 15 minutes, and asks questions about their level of social media activity, knowledge sharing, KM engagement, etc.   


I am available to answer any questions you may have and appreciate your support.


Kind regards, 

Lee Kenyon



Re: Calculating KM employees' productivity #value #metrics

Albert Simard
 

Muray -


In developing the social context framework (published as an IGI book chapter) I note that many key internal human attributes, such as internal values, perceived safety, or personal interests cannot be observed, let alone, measured.  What we can observe are outward behavioral indicators, such as participation in groups, willingness to share, or people skills.  Notwithstanding our inability to measure things, there are identifiable management (not HR) actions that can be taken to improve the social context that underlies social interaction.  For example, management can support communities of practice, provide a safe trusting environment, and/or lead by example to enhance collaboration. 


The key problem was how to present a holistic picture of 77 social context criteria and 1200 indicators in a way that management could easily identify one to three criteia that most needed action.  It was literally two years after the original framework was developed that I hit on the idea of presenting the framework as a decision tree that enabled rapid filtering.  With this structure, management can identify a desirable goal, such as enhancing collaboration, and then examine only the six collaboration criteria with their asociated indicators and management actions.  Interestingly, this simple use of the complex framework only occurred to me when I responded to a question following a presentation six months after the chapter was published.  


So, we have a year to develop the original framework, two years of waiting until necessity resulted in a decision tree presentation, and another six-month delay until a question made me realize that I needed to shift from a backward to a forward-chaining approach.  That is, start with the problem to be solved and then consider appropriate solutions to that probvlem.  It all seems so obvious in retrospect. 


   


Re: Calculating KM employees' productivity #value #metrics

Albert Simard
 

Soha - The real challenge, as I used to point out to science administrators, is that if you know enough about a process to state, in advance, how long it will take to complete, it may be useful work, but it isn't a very interesting (potential breakthrough) scientific problem.  It's referred to as evolutionary research.  Put another way, it isn't posible to predict how long creativity (revolutionary scienced) will take.  Unlike TV, where impossibled problems must be solved in an hour or less, the time, effort, and outcome for truly innovative breakthroughs can only be known after the fact.  


What I find most interesting is that the simple straightforward solution is often only found after considerable, convoluted, and complex reasoning.  For example, social interacion: https://www.slideshare.net/albertsimard/sikm-yin-and-yang-of-km began as a conversation about the elements of sharing and collaboration.  I then added negotiation to the framework and some time later, conflict.  At this point, I realied that the framework had two dimensions: goals and interests.  Months later, I realized that social interaction was a mirror image of Snowdens sense-making framework which provided a theoretical underpining to the work.  The framework, is process based.  That is, it identifies the steps involved in the flow of kowledge from start to finish - with no attempt to define a time frame.

www.slideshare.net
An enterprise architecture approach is used to integrate social, business, technological, and knowledge structures. A social interaction framework (sharing, c…


Re: Calculating KM employees' productivity #value #metrics

Murray Jennex
 

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]
To: 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.  
 





Re: Calculating KM employees' productivity #value #metrics

Soha Radwan
 

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@..."
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.  
 



Re: Calculating KM employees' productivity #value #metrics

Stephen Bounds
 

Hi Albert,

A government agency, right? HR is particularly problematic in this environment.

There are four problems:

  • performance ratings are applied inconsistently
  • performance ratings are often tied to pay rises
  • poor management is often indistinguishable from poor performance
  • there is no sense that HR is "on the side" of the employee
Combined, the atmosphere for these evaluations is entirely wrong for productive discussions about how to genuinely improve a staff member's performance.

In my last management role, I implemented monthly team iterations which emphasized that everyone had an equal role in supporting others to complete their work. Evaluations then became:

  1. Did you participate genuinely and to the best of your ability in the team process?

If yes, they passed my evaluation with flying colours.

Cheers,
-- Stephen.

====================================
Stephen Bounds
Director & Principal Consultant
knowquestion Pty Ltd
E: sb@...
M: 0401 829 096
====================================
On 9/11/2017 2:05 AM, Albert Simard albert.simard@... [sikmleaders] wrote:

The challenge, as I see it, is that HR must be able to demonstrate thateveryone 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 vocabularyis carefully controlled.


I learned this the hard way when Ionce rated an employee whose productivity wasless than half of the project averageone notch below "fullysatisfactory." The amount of effortand paperwork related to that individualthat 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 collaborationare softer and fuzzier andmuch 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 activitybut not so muchwhether theyhelpedor hindered the work of a group.


This is why I contend that desirableKM 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 firstunderstand 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 idenfyingkey issues and appropriate management actions. Although it is only a start, it is a step forward.



Re: Calculating KM employees' productivity #value #metrics

Albert Simard
 

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.  

 


Re: Calculating KM employees' productivity #value #metrics

Soha Radwan
 

Hi Murray,

Thank you very much for sharing these articles. I will go through them and definitely they will be of a great value to me.

Thanks and regards,
Soha



From: "Murray Jennex murphjen@... [sikmleaders]" <sikmleaders@...>
To: sikmleaders@...
Sent: Wednesday, 8 November 2017, 5:33
Subject: Re: [sikmleaders] Calculating KM employees' productivity [1 Attachment]

 
[Attachment(s) from Murray Jennex included below]
After just sending my previous email it occurred to me that a backwards way of doing this is by determining knowledge loss impact should an employee leave.  I have attached my article on how to do this:


Jennex, M.E., (2014). “A Proposed Method for Assessing Knowledge Loss Risk with Departing Personnel”  VINE: The Journal of Information and Knowledge Management Systems, 44(2), pp. 185-209.

provides a methodology as well as guidance tables to actually score the impact and probability of an employee leaving and taking knowledge.  I think if you just used the impact part of the method you could get close to what you want

let me know if you have questions....murray jennex



-----Original Message-----
From: soharadwan@... [sikmleaders]
To: sikmleaders
Sent: Mon, Nov 6, 2017 11:36 pm
Subject: [sikmleaders] Calculating KM employees' productivity



I wonder if there are any of  articles/ writings that tackle the challenge of calculating the productivity of knowledge workers/ KM staff. In brief, sometimes HR people are not very aware of the nature of the KM work. Thus when auditing/ calculating the productivity of KM employees using number of hours, they sometimes disregard time taken in designing activities, work done in spreading the sharing culture, setting KM measures, etc. So have you come across any kind of related articles? Or even studies related to employees productivity when working with intangibles like KM, innovation, etc.?

Thanks and regards,
Soha






Re: Calculating KM employees' productivity #value #metrics

Murray Jennex
 
Edited

After just sending my previous email it occurred to me that a backwards way of doing this is by determining knowledge loss impact should an employee leave.  I have attached my article on how to do this:


Jennex, M.E., (2014). “A Proposed Method for Assessing Knowledge Loss Risk with Departing Personnel”  VINE: The Journal of Information and Knowledge Management Systems, 44(2), pp. 185-209.
provides a methodology as well as guidance tables to actually score the impact and probability of an employee leaving and taking knowledge.  I think if you just used the impact part of the method you could get close to what you want
 
let me know if you have questions....murray jennex
 
 
 

-----Original Message-----
From: soharadwan@... [sikmleaders]
To: sikmleaders
Sent: Mon, Nov 6, 2017 11:36 pm
Subject: [sikmleaders] Calculating KM employees' productivity



I wonder if there are any of  articles/ writings that tackle the challenge of calculating the productivity of knowledge workers/ KM staff. In brief, sometimes HR people are not very aware of the nature of the KM work. Thus when auditing/ calculating the productivity of KM employees using number of hours, they sometimes disregard time taken in designing activities, work done in spreading the sharing culture, setting KM measures, etc. So have you come across any kind of related articles? Or even studies related to employees productivity when working with intangibles like KM, innovation, etc.?
 
Thanks and regards,
Soha
 


 


Re: Calculating KM employees' productivity #value #metrics

Murray Jennex
 

I've attached 3 articles where I address measuring the value of KM.



Jennex, M.,Smolnik, S., and Croasdell, D., (2016). “The Search for Knowledge ManagementSuccess,” 49th Hawaii International Conference on System Sciences,HICSS49, IEEE Computer Society, January 2016.


this article presents a statistically validated model of KM success measures, it is pretty strong and backs up Steve's recommendation to use ROI (but also provides alternatives), its only real weakness is that it accounted for 67% of the variance meaning that there are still some measures we haven't found.



Jennex, M.E., (2008). “ImpactsFrom Using Knowledge: A Longitudinal Study From A Nuclear Power Plant,”International Journal of Knowledge Management, 4(1), pp. 51-64.


this article presents my first attempt at quantifying the impact of using KM. The most interesting part is that I generated an engineer productivity model to assist in measuring engineer productivity and showing where KM impacted the model



Jennex, M.E., (2013). “KnowledgeManagement Success in an Engineering Firm.” Engineering Management Reviews,2(3), pp. 65-74.


this article uses an early set of measures and a non-statistical approach and applies it to the case study above to show that the measures and the models work together





I'm currently in the process of turning the first listed paper into a journal article.


Let me know if you have any questions....murray jennex

-----Original Message-----
From: soharadwan@yahoo.co.uk [sikmleaders] <sikmleaders@yahoogroups.com>
To: sikmleaders <sikmleaders@yahoogroups.com>
Sent: Mon, Nov 6, 2017 11:36 pm
Subject: [sikmleaders] Calculating KM employees' productivity





I wonder if there are any of articles/ writings that tackle the challenge of calculating the productivity of knowledge workers/ KM staff.In brief, sometimes HR people are not very aware of the nature of the KM work. Thus when auditing/ calculating the productivity of KM employees using number of hours, they sometimes disregard time taken in designing activities, work done in spreading the sharing culture, setting KM measures, etc.So have you come across any kind of related articles? Or even studies related to employees productivity when working with intangibles like KM, innovation, etc.?



Thanks and regards,
Soha


Re: Calculating KM employees' productivity #value #metrics

Veronica Riggs
 

Hi Soha,

Our team has faced those same struggles, particularly as it pertains to the appropriate staffing of a KM team. The nature of the work makes it difficult to measure productivity, and can be challenging to describe.

While there isn’t a specific reference I can provide, I will share that we’ve recently implemented the Agile Time Boxing approach to help provide structure to the day. Our hope is that as we refine the amount of time needed each day for the various activities, natural timings will emerge. We can then use these to assess our team model.

Hope that helps point you in a direction.

Best Regards,
Veronica


Re: Calculating KM employees' productivity #value #metrics

Stephen Bounds
 

Hi Soha,

This comes out of the social media space, but I believe it is still highly relevant to KM. My recommendation is to implement some form of relative return on investment measure (RROI). In other words, you should be looking to:

  • agree on desirable behaviours
  • agree on one or several methods for achieving these desired behaviours
  • use RROI as a metric to assess the cost effectiveness of each method in achieving its stated goals

This still requires agreement that there is an intrinsic good in performing these behaviours. If you are missing even that level of buy in then you need to do some sort of modelling of the benefits of KM. I'm not a fan of the "X minutes saved per transaction" approach as a rule. More often organisations will be more convinced by arguments of risk reduction or innovation harvesting through improved decision-making.

If you have a reasonably high volume process which can demonstrate a link to better KM, you can use a Monte Carlo to demonstrate benefits by simulating the expected change in system variable and financial outcomes. For example:

  • scenario X happens 4000 times per year
  • we currently have a trend of 10 severity 2 incidents and 30 severity 3 incidents per 1000 cases
  • applying improved KM aims to reduce severity 2 and severity 3 incidents by 20%
  • there is a 95% chance to yield benefits of $25000 -> $100000
    (that's not a real example, just illustrative)

Cheers,
-- Stephen.

====================================
Stephen Bounds
Director & Principal Consultant
knowquestion Pty Ltd
E: sb@...
M: 0401 829 096
====================================
On 7/11/2017 6:36 PM, soharadwan@... [sikmleaders] wrote:

 

I wonder if there are any of  articles/ writings that tackle the challenge of calculating the productivity of knowledge workers/ KM staff. In brief, sometimes HR people are not very aware of the nature of the KM work. Thus when auditing/ calculating the productivity of KM employees using number of hours, they sometimes disregard time taken in designing activities, work done in spreading the sharing culture, setting KM measures, etc. So have you come across any kind of related articles? Or even studies related to employees productivity when working with intangibles like KM, innovation, etc.?

Thanks and regards,

Soha




Calculating KM employees' productivity #value #metrics

Soha Radwan
 

I wonder if there are any of  articles/ writings that tackle the challenge of calculating the productivity of knowledge workers/ KM staff. In brief, sometimes HR people are not very aware of the nature of the KM work. Thus when auditing/ calculating the productivity of KM employees using number of hours, they sometimes disregard time taken in designing activities, work done in spreading the sharing culture, setting KM measures, etc. So have you come across any kind of related articles? Or even studies related to employees productivity when working with intangibles like KM, innovation, etc.?


Thanks and regards,

Soha



Re: Adapting KM skill sets in peace-building field #roles

Yared Lemma
 

Thank you very much, Maria! It is an interesting COP and I am honored to join the network. I have submitted the request form a couple of times due to connection problem from my end. Please consider the latest one.

Looking forward to interacting with you and your networks through the platform.

Best,
Yared


KMWorld 2017 #KMWorld

arno boersma <arnovation@...>
 

Hi all,

As many of you already know, we’re going to have another ‘Knowledge on a Mission’ event on Nov. 10 in DC.


It’s a free KM event hosted by IFC. Great speakers, great facilitators, all we need is for you to join us.

See you there. 



On Sep 11, 2017, at 9:23 PM, stangarfield@... [sikmleaders] <sikmleaders@...> wrote:


Re: Adapting KM skill sets in peace-building field #roles

Maria Brindlmayer
 

Hi,

I would also like to suggest the Community of Practice for Youth in Peace and Security (under Youthpower Learning) that I am co-leading. You can join the community here: http://www.youthpower.org/youthpower-communities-practice (or you can just let me know :) ).

Best,
Maria

On Wed, Nov 1, 2017 at 10:24 AM, yaredlema@... [sikmleaders] <sikmleaders@...> wrote:
 


Thanks so much Peter. Your comments are well received-will share the post on KM4Dev. I am particularly interested in PCN Network and your suggestion of their contact person will be very helpful. Thanks again!

---In sikmleaders@..., wrote :

Hello! 

I don’t have a single quick answer but do have a coupe of suggestions. There is a community devoted to KM in development (KM4Dev). If you haven’t polled them yet please drop me a note off the list and I can dig up contact info. 

There is also the PCN Network - focused on peace building in development that may be a good resource. Also a connection I can dig up when not on a bus on an iPhone. 

I have worked in KM and development myself for quite awhile and happy to connect and bounce around ideas. I currently lead the Knowledge Driven Ag Development project for USAID’s Bureau for Food Security. 

Hope some of this helps. 

Peter Hobby
Phobby@...


On Oct 27, 2017, at 4:18 PM, yaredlema@... [sikmleaders] <sikmleaders@...> wrote:

 

Hi all. I served in the KM field in development projects in Ethiopia for about the last five years. In the future, I plan to join a graduate school in the US to study international dev't with a concentration in conflict and peacebuilding. My plan is to adapt the KM experience I halve already acquired on the peacebuilding field which could be for instance designing an online platform that can serve as a reliable information source and a capacity building services dedicated to the cause in my country and the region. Alternatively, I also aspire to serve a KM expert on peacebuilding initiatives in international organizations after completing the graduate study. The main reason I wanted to make this transition is that I wanted to make greater societal contribution. Obviously, the skill gap I wanted to fill is more of the conflict management aspect. However, I am a little bit unsure about the feasibility of this career transition and I wanted to bring it to you to get your advice.

Thanks in advance for your comment and discussion,





--
---------------------------------------------------
Maria Brindlmayer
cell: 202-365-2440


Re: Adapting KM skill sets in peace-building field #roles

Yared Lemma
 

Dear Aaron,

Thanks so much for your insights. This is, in fact, in line with what I replied to Stan's comment above. It seems like I am heading in the reverse direction ie KM professional experience to a graduate degree in ID. The relevant part of my response is  ".....However, I also considered the chance of not catching up with the evolving KM field during the study period. For this, I was looking for having additional courses on the topic during the period. Now, it looks like this is the main driving force for me to post here and I appreciate your's and others guidance on the topic(how to maintain professional growth in KM field while conducting a conventional graduate degree in international development and peacebuilding with ultimate focus on applying the KM skills in the field of study).

As such, I am very much interested to hear your additional note on the above, if any, and reach out the contacts you may suggest..

Thanks again,
Yared
 


Re: Adapting KM skill sets in peace-building field #roles

Yared Lemma
 

Dear Stan, 

As usual, thanks so much for your valuable advice! We are currently partnering with Save the Children in Ethiopia and am leading a KM strategy for a large nutrition project with SC being a lead implementing partner. As you said, there is an impressive KM initiative in the organization that gave me an opportunity to embrace its potential in the dev't and humanitarian sector. I would appreciate if you connect me with the relevant folks in SC and other organizations.

I didn't think about having a graduate degree in KM. My thought was on filling the knowledge gap I have with respect to conflict resolution and peacebuilding. However, I also considered the chance of not catching up with the evolving KM field during the study period. For this, I was looking for having additional courses on the topic during the period. Now, it looks like this is the main driving force for me to post here and I appreciate your's and others guidance on the topic(how to maintain professional growth in KM field while conducting a conventional graduate degree in international development and peacebuilding with ultimate focus on applying the KM skills in the field of study).

I will definitely share my endeavors as  I progress..

Thanks again,
Yared 


Re: Adapting KM skill sets in peace-building field #roles

Peter Hobby
 

Yared,

Here's a link to the PCDN team page (I had dropped the "D" in my shorthand note): https://pcdnetwork.org/the-pcdn-team/

Craig listed top of page is the contact I am aware of - he does list his Twitter handle to available via direct message I assume. The rest of the site and all it offers is also available via the link.

Best,

Peter

On Wed, Nov 1, 2017 at 10:24 AM, yaredlema@... [sikmleaders] <sikmleaders@...> wrote:
 


Thanks so much Peter. Your comments are well received-will share the post on KM4Dev. I am particularly interested in PCN Network and your suggestion of their contact person will be very helpful. Thanks again!

---In sikmleaders@..., wrote :

Hello! 

I don’t have a single quick answer but do have a coupe of suggestions. There is a community devoted to KM in development (KM4Dev). If you haven’t polled them yet please drop me a note off the list and I can dig up contact info. 

There is also the PCN Network - focused on peace building in development that may be a good resource. Also a connection I can dig up when not on a bus on an iPhone. 

I have worked in KM and development myself for quite awhile and happy to connect and bounce around ideas. I currently lead the Knowledge Driven Ag Development project for USAID’s Bureau for Food Security. 

Hope some of this helps. 

Peter Hobby
Phobby@...


On Oct 27, 2017, at 4:18 PM, yaredlema@... [sikmleaders] <sikmleaders@...> wrote:

 

Hi all. I served in the KM field in development projects in Ethiopia for about the last five years. In the future, I plan to join a graduate school in the US to study international dev't with a concentration in conflict and peacebuilding. My plan is to adapt the KM experience I halve already acquired on the peacebuilding field which could be for instance designing an online platform that can serve as a reliable information source and a capacity building services dedicated to the cause in my country and the region. Alternatively, I also aspire to serve a KM expert on peacebuilding initiatives in international organizations after completing the graduate study. The main reason I wanted to make this transition is that I wanted to make greater societal contribution. Obviously, the skill gap I wanted to fill is more of the conflict management aspect. However, I am a little bit unsure about the feasibility of this career transition and I wanted to bring it to you to get your advice.

Thanks in advance for your comment and discussion,



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