Date   

Re: Business Case for KM #value

Aaron Buchsbaum
 

@Stephen – do you have any references / templates for RROI matrix calculators? Don’t know that I’ve ever heard of one (ROI yes, “RROI” not ringing a bell…)

 

Thank you!

Aaron

 


Re: Business Case for KM #value

James Lewis
 

I agree with Stephen.  You need to articulate the "why" before the "how".

It may help to break it down into parts:
*  Here is our problem ...
*  The result of this problem is ....
*  We can solve for this problem by ...
*  The expected outcomes of this project are ...

If you are really stuck, I'd suggest holding an hour-long "problem statement" workshop with your key stakeholders.  It will help get down on paper what you are trying to do and has the side benefit of aligning various points of view.  Get them to collectively agree to the following (sticky notes work great here):
The problem of ...
Affects ...
The importance of which...
A successful solution would ...

If you do the problem statement workshop, spend a full hour and really press your stakeholders to dig deep.  It's time well spent and can set direction for your project, as well as give you insight into scope and scale.

Best,

Jim Lewis
Principal Consultant, KM & Collaboration
Paragon (now part of CGI)


Re: Business Case for KM #value

Stephen Bounds
 

Hi sry,

Have you got a set of identified business problems that the KM project is, or is likely to, help to solve? And is the scope of the activities of the KM project well-known, or is that still speculative as well?

You can use a RROI matrix calculator to show linkages between activities with diffuse benefits and business outcomes. This same activity prioritises your KM activities in the event that you have to operate within a constrained budget.

Cheers,
-- Stephen.

====================================
Stephen Bounds
Director & Principal Consultant
knowquestion Pty Ltd
E: sb@...
M: 0401 829 096
====================================
On 14/12/2017 6:46 AM, sry204@... [sikmleaders] wrote:

 

I am new to an organization who is looking at a potential KM Project in the upcoming year and have asked me to write a business case with only very broad direction that would help them evaluate whether it becomes an approved project. I am a little "stuck" given the magnitude of the initiative, any advice on getting a good start on the planning stage?


Business Case for KM #value

sry204@...
 

I am new to an organization who is looking at a potential KM Project in the upcoming year and have asked me to write a business case with only very broad direction that would help them evaluate whether it becomes an approved project. I am a little "stuck" given the magnitude of the initiative, any advice on getting a good start on the planning stage?


KM for today & Tomorrow - Presentation to University Graduates : Do you have any presentation #state-of-KM

Vijayanandam VM
 

Team


Later this week i will be making a presentation to "University Graduates (Engineering Discipline)" about "Need for Knowledge management for Today and Tomorrow". 


Ask to you :

1. If you have any content you have presented recently/found in public domain, could you please share the presentation to "vijayanand@...". 


     - as part of the presenation wanted to share KM references, like URLs for Stans' nuggets and few others to university graduates. 

  

These kind of university connects, probably would help more people to take KM profession in coming years :-)

Thanks in advance for your pointers.


Regards

Vijay






BCG Job Openings #jobs

Stan Garfield
 

Mark Zoeckler is looking for a Project Coordinator in Madrid, Spain and for rock stars for a new knowledge product team at The Boston Consulting Group (BCG), in Boston or Chicago, including:

Please submit your interest via the links provided in the postings above.


Re: Global Knowledge Management Head / Software Delivery - Looking out for Job : 20+ years experience Hewlett Packard (Microfocus), Accenture, Infosys #jobs #personal

Julie Langford
 

Hi Vijay,

I am so sorry to hear of the reorg. That is most certainly never easy (we just went through a major overhaul this summer). I have reached out to an amazing colleague of mine who moved back to India this past summer to see if he might have any leads. Should he have any, I will most certainly share.

Julie

On Mon, Nov 27, 2017 at 4:47 PM, 'Vijayanandam V.M.' vijayanand@... [sikmleaders] <sikmleaders@...> wrote:
 

Dear all

This is Vijay, working as Global Knowledge Management Head for Microfocus Professional Services. Due to changing business context our KM program is downsized significantly and employees were let go off with severance package. One of the roles impacted is mine.

I am looking out for new role in Knowledge Management or Global Software Delivery from India or abroad. If you have any pointers please share the same to me.  https://www.linkedin.com/in/vijayanand/

Brief about me 
Global Software Business Leader with 20+ years’ experience generating up to $100+ million revenue, and exceeded expectations in delivering profitability. Built and lead global, cross functional teams from 10 to 600+ distributed team members in Global Delivery. Lead enterprise wide change management programs for about 3000+ employees across Americas, Europe and Asia-Pacific. Specialized expertise in turning around struggling programs, and improving processes in Global delivery, Knowledge Management (KM), Delivery Excellence. Recognized for building award winning KM Function & thought leader in KM.

Thanks a lot for your support, and appreciate the same.

regards
Vijay
 
Vijayanandam V M |  Micro Focus Software | +91 98868 38923 | vijayanand@...




--
Kindest Regards,
Julie


Julie Langford
303-888-0361


Global Knowledge Management Head / Software Delivery - Looking out for Job : 20+ years experience Hewlett Packard (Microfocus), Accenture, Infosys #jobs #personal

Vijayanandam VM
 

Dear all

This is Vijay, working as Global Knowledge Management Head for Microfocus Professional Services. Due to changing business context our KM program is downsized significantly and employees were let go off with severance package. One of the roles impacted is mine.

I am looking out for new role in Knowledge Management or Global Software Delivery from India or abroad. If you have any pointers please share the same to me.  https://www.linkedin.com/in/vijayanand/

Brief about me 
Global Software Business Leader with 20+ years’ experience generating up to $100+ million revenue, and exceeded expectations in delivering profitability. Built and lead global, cross functional teams from 10 to 600+ distributed team members in Global Delivery. Lead enterprise wide change management programs for about 3000+ employees across Americas, Europe and Asia-Pacific. Specialized expertise in turning around struggling programs, and improving processes in Global delivery, Knowledge Management (KM), Delivery Excellence. Recognized for building award winning KM Function & thought leader in KM.

Thanks a lot for your support, and appreciate the same.

regards
Vijay
 
Vijayanandam V M |  Micro Focus Software | +91 98868 38923 | vijayanand@...


Faculty Opening for the Goodyear Professor in Knowledge Management at Kent State University #jobs #learning

Thomas J. Froehlich
 

The Kent State University (KSU) School of Information (the iSchool), nationally ranked in the Top 20 by U.S. News and World Report, seeks a senior level colleague for appointment as distinguished Goodyear Professor in Knowledge Management. The appointment is endowed by generous support from the Goodyear Tire and Rubber Company. The position reports to the director of our collegial, dynamic and growing school, which is part of the larger College of Communication and Information (CCI). CCI is unique in that it includes schools in communication studies, digital sciences, information, journalism and mass communication, and visual communication design. The iSchool offers four master's degrees in health informatics, knowledge management, library and information science, and user experience design, as well as various related certificate programs. The iSchool also offers courses in a data science concentration in the School of Digital Sciences. iSchool programs are offered primarily online and attract students from across the U.S. and internationally.

The Goodyear Professorship offers the opportunity to combine the strengths of an established program with vision for the development of new leaders in professional practice. The ideal candidate will bring a sustained track record of scholarship, collaboration, and funding in the knowledge management area of information science. We define knowledge management broadly. We seek a colleague who complements our current strengths in library and information science, digital sciences, health informatics, information interaction, knowledge organization systems, and usability design. We are particularly interested in candidates who seek to build bridges between the academy and professional practice in industry, government, and other institutions.

The Goodyear Professor may have a primary focus in research or program development, or in both areas. In the research area, priorities include research grant writing; active collaboration across synergistic research areas within KSU and with industry; and enrichment of the CCI interdisciplinary PhD program in communication and information. In the program development area, priorities include grant writing; student-focused industry partnerships; attracting top students; and program initiatives with allied units across the iSchool, CCI, and the larger university.

Kent State provides outstanding support in both areas through our Division of Research and Sponsored Programs, the Center for Teaching and Learning, the Office for Online and Continuing Education, and across CCI and the iSchool. iSchool facilities include labs for digital preservation, interaction and usability studies, museum studies, and The Reinberger Children's Library Center, as well as offices in the State Library of Ohio in Columbus.

Qualifications for the position include: an earned Ph.D. in a discipline relevant to the information sciences; a sustained track record of substantial grant and/or contract funding for research and/or program development; and a teaching and research record commensurate with an appointment as full Professor with tenure. Highly exceptional candidates with equivalent experience but without the terminal degree or senior rank may also be considered.

Salary is competitive and benefits are excellent. School faculty are expected to engage in research, teaching, and service. The position is located in Kent Ohio with a starting date in August 2018.  Review of applications will begin December 15, 2017 and will run through January 15, 2018.

Applications will be accepted starting December 1, 2017 at https://jobs.kent.edu Inquiries about the position should be sent to:
     Catherine Smith and Yin Zhang, Co-chairs, Search Committee
     School of Information
     Kent State University
     P.O. Box 5190
     Kent, Ohio 44242-0001
     Phone: (330) 672-2116
     Fax: (330) 672-7965
     Email: csmit141@... or yzhang4@...

Kent State University supports equal opportunity, affirmative action and diversity in education and employment.  We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law.

More information about the KSU iSchool is available at: https://www.kent.edu/iSchool


SENAME from Togo #personal

Atsu Sename
 

Hello all,

I'm Atsu SENAME from Togo. I'm knowledge manager at ETD (NGO) based at Lomé.


Kind regards


November 2017 SIKM Call: Dan Ranta on Collaboration at GE #collaboration #monthly-call

Stan Garfield
 
Edited

TO: SIKM Leaders Community

Today we held our 147th monthly call. Here are the details:
Thanks to Dan for presenting, to Catherine Shinners and Mary Abraham for live tweeting, and to the members who participated in the discussion. Please continue the discussion by replying to this thread.


KM proven practices for small to medium-sized businesses (SMB) #survey

Katarina Wajda <katarina@...>
 

Hello KM Leaders,

My company (Shelf) is conducting a knowledge management survey in order to learn about KM best practices for small to medium-sized businesses and organizations. We've learned that there is less data and insight specifically related to SMB's, and we hope to help close the knowledge gap.


I would really appreciate it if you could take 3-5 minutes to complete our survey. The answers will be used to glean findings about best practices and the state of KM in SMB's. 

We are also offering $5 Starbucks eGift cards for those who complete the survey.

Please let me know if you have any questions or feedback as you go through this quick survey. You can direct any additional comments to me via LinkedIn. I look forward to hearing from you soon!

Katarina Wajda


November 2017 SIKM Call: Dan Ranta on Collaboration at GE #collaboration #monthly-call

Stan Garfield
 

This is a reminder of tomorrow's monthly call from 11 am to 12 noon EST.
Nov 21 SIKM Call: Dan Ranta: Collaboration at GE
Slides https://www.slideshare.net/SIKM/collaboration-at-ge https://www.slideshare.net/SIKM/collaboration-at-ge For online chat, visit http://www.tchat.io/rooms/kmers http://www.tchat.io/rooms/kmers and sign in with your Twitter account, or use the #KMers hashtag in Twitter.
SIKM Leaders Community Monthly Call
When: Tuesday, November 21, 2017, 11:00 AM-12:00 PM Eastern Time Where: (712) 770-4035 passcode 178302
You can join online using your computer’s speakers and microphone at http://join.freeconferencecall.com/stangarfield http://join.freeconferencecall.com/stangarfield If you have problems connecting, see the options listed at the end of this post https://groups.yahoo.com/neo/groups/sikmleaders/conversations/messages/5400
Occurs the third Tuesday of every month from 11:00 AM to 12:00 PM Eastern Time (USA) Community Site http://tech.groups.yahoo.com/group/sikmleaders/ http://tech.groups.yahoo.com/group/sikmleaders/ Slides http://www.slideshare.net/SIKM/favorites http://www.slideshare.net/SIKM/favorites Previous Calls (click the arrow next to Date): http://groups.yahoo.com/neo/groups/sikmleaders/database/1/records http://groups.yahoo.com/neo/groups/sikmleaders/database/1/records Future Calls (click the arrow next to Date): http://groups.yahoo.com/neo/groups/sikmleaders/database/2/records http://groups.yahoo.com/neo/groups/sikmleaders/database/2/records Calendar http://groups.yahoo.com/neo/groups/sikmleaders/events http://groups.yahoo.com/neo/groups/sikmleaders/events Dialin https://www.freeconferencecall.com/wall/stangarfield/#/ https://www.freeconferencecall.com/wall/stangarfield/#/ Dial-in Number: United States and Canada (712) 770-4035
Access Code: 178302
You can join online using your computer’s speakers and microphone at http://join.freeconferencecall.com/stangarfield http://join.freeconferencecall.com/stangarfield
If you have problems connecting, see the options listed at the end of this post https://groups.yahoo.com/neo/groups/sikmleaders/conversations/messages/5400.
International Dial-in Numbers https://www.freeconferencecall.com/wall/stangarfield/#international
Afghanistan +93 72 989 0503
Albania +355 4 454 1712



Algeria +213 98 221 05 03



Argentina +54 11 5031-9546



Australia +61 2 4783 7110



Austria +43 1 2650541



Bahrain +973 6500 9124



Belgium +32 9 324 29 21



Brazil +55 11 3042-5290



Bulgaria +359 2 495 1721



Cambodia +855 96 696 7883



Chile +56 2 3210 9944



Colombia +57 6 7334209



Costa Rica +506 4090 1334



Croatia+385 1 8000 131



Cyprus +357 77 788687



Czech Republic +420 225 852 083



Denmark +45 78 77 36 33



Dominican Republic +1 829-239-8014



Estonia +372 634 6274



Finland +358 9 74791032



France +33 7 55 51 17 45



Georgia +995 706 777 583



Germany +49 209 88294442



Guatemala +502 2458 1450



Hungary +36 1 999 0542



Iceland +354 539 0352



India +91 7400 130 503



India +91 172 519 9044



Ireland +353 1 907 9721



Israel +972 55-966-1103



Italy +39 06 8997 1654



Japan +81 3-5050-5114



Kenya +254 20 7653281



Kosovo +381 38 413923



Latvia +371 67 881 973



Lithuania +370 661 05790



Luxembourg +352 20 30 16 53



Malaysia +60 11-1146 0074



Mexico +52 899 274 8860



Netherlands +31 6 35205063



New Zealand +64 7-974 6530



Nigeria +234 1 440 5024



Norway +47 73 79 03 14



Pakistan +92 21 37132323



Panama +507 833-6910



Poland +48 22 116 85 63



Portugal +351 21 114 3163



Romania +40 31 780 7054



Russian Federation +7 812 383-96-23



Slovakia +421 2/333 252 03



Slovenia +386 1 828 08 74



South Africa +27 87 825 0172



South Korea +82 70-7737-3405



Spain +34 872 50 31 53



Sweden +46 8 124 109 76



Switzerland +41 44 595 90 43



Tanzania +255 41 120 1004



Turkey +90 212 988 1774



Ukraine+380 94 710 5941



United Kingdom +44 330 998 1261



United States +1 712-770-4035


Re: "Good Practice" KM Recognition #motivation

Aaron Buchsbaum
 

Chris --- this is great!! Thank you for your points. Super helpful. 


Re: "Good Practice" KM Recognition #motivation

Chris Collison
 

Hi Aaron,

It’s a good list – it spreads beyond the boundaries of KM, but that’s not a bad thing - it’s helpful to recognise the Knowledge contribution to Improvement, Social Reporting and Change Leadership.

 

 

I know some organisations place the emphasis (and recognition) more on behaviours – and celebrating where a particular barrier has been overcome. 

So by way of example, ConocoPhillips used to run with an annual award - the 4Gs awards – Give (proactively sharing), Grab (curiosity, asking, overcoming not-invented-here), Gather (curating, taking ownership for a theme), Guts (proactively talking about failure).

Syngenta borrowed ad adapted this to make the TREE awards, (Transfer, Reuse, Embed, [share a difficult] Experience).  I know Syngenta are still running with these awarding around 30 out every quarter via their communities of practice.  So over 7 years now, they should be approaching nearly 1000 stories of positive KM behaviours. 

If you have a copy of the WBG’s ‘Gardeners Guide to Communities of Practice’, there’s a short piece about the Syngenta approach in there.

 

So I guess my learning here is, for long-term sustainability, align the recognition with the behaviours you want to amplify (rather than a specific initiative), and ensure that your recognition process is on from which stories can be harvested.

 

Hope this helps…

Chris

 

chriscollison.com

@chris_collison

+44 7841262900

 

 

From: <sikmleaders@...> on behalf of "Aaron F Buchsbaum abuchsbaum@... [sikmleaders]" <sikmleaders@...>
Reply-To: "sikmleaders@..." <sikmleaders@...>
Date: Tuesday, 14 November 2017 at 22:40
To: "sikmleaders@..." <sikmleaders@...>
Subject: [sikmleaders] "Good Practice" KM Recognition

 

 

Hi all you wondering SIKM-ers!!

 

I was asked recently to do some good ‘ol thinkin’ on “good practice recognition in KM”. I generated a rough list, based on what I see in my institution that I appreciate as a KM Officer, and also based loosely on the concept of ‘Ba’ proposed by Japanese researchers Nonaka and Konno in 1998. (article here). And by “loosely”, I mean thinking through the idea of generating, sharing, evangelizing, and applying knowledge.

 

So --- here’s what I have! Curious about peoples’ reflections. From here I’d start to delve into details about what to look for in a “good practice” in each area, such that they can be identified and highlighted across the organization (globally dispersed, app. 18k employees & consultants).

 

(one area I might pull out in addition, is around application of new technology . . .)

 

Major Initiatives Already

Knovember (+ Knowbel Awards)

Big Data Challenge (+ report)

Knowledge and Solutions Ideabook 3.0

Areas of Knowledge Work to Recognize

1.       Creation of original research with operational impact

Broad VP or unit applicability

Niche technical advances

"Innovative" or "creative" thinking outside usual frameworks

2.       Peer Support --- Just-in-time / on-demand

Peer-to-peer connections

Knowledge sharing (resources, data, etc.)

Inside Org

Outside Org

3.       Resource Sharing

E.G. Colleague’s weekly safety net syntheses

E.G. Colleague’s CoP webinars, newsletters, resource sharing

4.       Social reporting

E.G. Colleague’s – specific CoP activity summaries

E.G. Colleague’s – social platform activity summaries

5.       Business process improvement

E.G. institution of Agile concepts

Quality control

6.       Championing

E.G. Institutionalizing a new, effective idea/process

 


"Good Practice" KM Recognition #motivation

Aaron Buchsbaum
 

Hi all you wondering SIKM-ers!!

 

I was asked recently to do some good ‘ol thinkin’ on “good practice recognition in KM”. I generated a rough list, based on what I see in my institution that I appreciate as a KM Officer, and also based loosely on the concept of ‘Ba’ proposed by Japanese researchers Nonaka and Konno in 1998. (article here). And by “loosely”, I mean thinking through the idea of generating, sharing, evangelizing, and applying knowledge.

 

So --- here’s what I have! Curious about peoples’ reflections. From here I’d start to delve into details about what to look for in a “good practice” in each area, such that they can be identified and highlighted across the organization (globally dispersed, app. 18k employees & consultants).

 

(one area I might pull out in addition, is around application of new technology . . .)

 

Major Initiatives Already

Knovember (+ Knowbel Awards)

Big Data Challenge (+ report)

Knowledge and Solutions Ideabook 3.0

Areas of Knowledge Work to Recognize

1.       Creation of original research with operational impact

Broad VP or unit applicability

Niche technical advances

"Innovative" or "creative" thinking outside usual frameworks

2.       Peer Support --- Just-in-time / on-demand

Peer-to-peer connections

Knowledge sharing (resources, data, etc.)

Inside Org

Outside Org

3.       Resource Sharing

E.G. Colleague’s weekly safety net syntheses

E.G. Colleague’s CoP webinars, newsletters, resource sharing

4.       Social reporting

E.G. Colleague’s – specific CoP activity summaries

E.G. Colleague’s – social platform activity summaries

5.       Business process improvement

E.G. institution of Agile concepts

Quality control

6.       Championing

E.G. Institutionalizing a new, effective idea/process

 


Seeking a benchmark buddy for Knowledge Transfer #knowledge-transfer

bamaster@...
 

Good day all,

 

It was great to meet many of you at KMWorld last week. I had a few fantastic chats about the topic of my presentation, Knowledge Transfer. I recall there was casual interest in benchmarking on KT programs.

 

I'm representing my company, Saudi Aramco here in the Middle East. I'm looking for another large organization that also has a KT program who would be interested in benchmarking with us.  Our specific interests are in KT needs assessment, transfer approaches, and measurement.  If you’d like to discuss about this more, please contact me directly at bernard.melendez@....  Thanks!

 

Tony Melendez


Re: Calculating KM employees' productivity #value #metrics

Stephen Bounds
 

Hi Soha,

One other thought. Just on Friday I was talking to a Chief Information Security Officer who was also lamenting the difficulty of both determining and assigning the value of security activities to particular service lines of their company.

Since the work of security is in many ways quite analogous to that of KM (albeit couched as risk avoidance rather than productivity gains), I thought I would share their novel approach to dealing with the problem. They are developing a four stage process that goes like this:

  1. Identify and (optionally) categorise the interventions you are doing as part of your security program and estimate % of effort on each
  2. Establish to what extent each intervention supports the mitigation of risks for each project or service line that the security program supports
  3. Estimate the total accrued value for the organisation due to avoided risk
  4. Assign and report two ways:
    • business value associated to each project / service line based on calculated security intervention impact
    • business value of each security initiative based on the calculated intervention alignment

This is easily adapted to a KM program evaluation. Just replace "security" with "KM" and "risk" with "benefit". Since hearing of this approach, I have been working on developing a method to apply this systematically to KM programs as a full-blown RROI calculator.

I have so say it is showing some real promise. While there inevitably still some subjective judgements involved, it makes assumptions clearer and helps to meaningfully allocate KM benefits across an organisation.

Happy to discuss further online or offline if this is of interest.

Cheers,
-- Stephen.
====================================
Stephen Bounds
Director & Principal Consultant
knowquestion Pty Ltd
E: sb@...
M: 0401 829 096
====================================
On 12/11/2017 5:17 PM, soha radwan soharadwan@... [sikmleaders] wrote:

 
Hi Stephan,

I liked the concept, and it can be applied internally as KPIs for KM activities. But not sure how HR can think about it in terms of calculating employees productivity (Given that they want to assign number of hours to each activity, same as in production lines  related measurements )



From: "Stephen Bounds km@... [sikmleaders]"
To: sikmleaders@...
Sent: Tuesday, 7 November 2017, 16:28
Subject: Re: [sikmleaders] Calculating KM employees' productivity

 
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






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.  
 



















Re: Calculating KM employees' productivity #value #metrics

Murray Jennex
 

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.  
 
















4501 - 4520 of 9974