CORE TCM/KM

Knowledge Management Program

The emergence of the idea of knowledge as a key source of competitive advantage has led to a fundamental shift of focus towards people and acceptance of the roles they play in organizational performance.

There is potential for the “people are our greatest asset” annual report rhetoric to become a powerful management strategy but first the organization will need to know what its people are capable of contributing and how to obtain this information.

The building blocks for knowledge management are a knowledge database and a knowledge engine (system) providing the interface to the knowledge database.
Both are important but the strategic potential of knowledge management is dependent on the quality of the database.

Our program is in two parts – a process to build a knowledge database specific to each organization and software to produce a series of strategic reports.
The process is a program called Total Capability Management™
This program identifies the essential tacit and explicit knowledge employees accumulate from the work they do. And this accumulated knowledge, skill and experience is an organisation’s intellectual capital and represents the new currency in the knowledge economy.

Total Capability Management™ brings to the fore that vital background/tacit knowledge that’s in employee’s heads, which contributes most to innovation and is so important for business performance.

It does this by uniquely capturing and codifying the tacit and explicit capability required by your organisation; followed by identifying employee possessed capability, and then importing this information into CORE KM, which is a comprehensive software system developed to produce individual, team and organisational capability analysis reports.

The main features of the integrated Total Capability Management™/ CORE KM program are :-

1. The method of data capture
2. The knowledge and skills library
3. The software system to manage the data
4. The reports this system produces
5. The link to pay (see Evolution Matrix)
6. The benefits achieved

Data Capture

This can be in several forms depending on organization requirements and is designed to guide employees (selected role models) in an in-depth exploration of their role including their interface with the organization environment (processes, procedures, systems, other roles and information sources) and with the extenal environment (customers, suppliers, market and product trends and technology development)

Knowledge And Skills Library

The knowledge and skills identified in data capture are assembled into a library.
A considerable amount of tacit knowledge is captured in the development of the library.

This library becomes the common reference point for all roles and is amended as further knowledge or skills are identified.

Knowledge & Skill Library

CORE KM Software

• Windows based system - easy to learn.
• On-Line documentation and help.
• Warranty & Support for the product are provided on an ongoing basis.
• Can be linked to payroll
• Can be extended by incorporating features from other CORE software Installation & Training is geared to the needs of the client

Once the knowledge and skills library has been loaded into this system the list of knowledge and skills specific to each role can be extracted and the required competency level recorded.

Reports

The initial report produced from the software system is a gap analysis which identifies any gap between the knowledge and skills required.for the role and those possessed by the employee. This gap can be positive (showing surplus knowledge or skills) as well as negative.

Gap Analysis

From this gap analysis the following reports can be produced :-

• Training Needs Analysis – individual, team or organization. This training needs analysis can be extended to record agreed learning or development
• Succession Plans – employees most capable to fill particular roles and any learning or development required
• Career Paths – likely career paths for particular employees
• Capability reports – the extent teams, business units or organizations have the necessary employee knowledge and skills
• The system can also be programmed to produce role statements

Capability Report

Link to pay (see Evolution Matrix)

The scope of the role exploration to capture data on knowledge and skills can be directly linked to the information required to evaluate roles in the role evaluation system, Evolution Matrix©. As this system has been utilized to grade all positions in the national salary surveys of the Australian Institute of Management a considerable database of salaries and remuneration is readily available.

Benefits achieved

The following benefits have been realized from the integrated program of Total Capability Management™/ CORE KM:

• Development of an organization specific knowledge and skills library that is linked to role accountabilities/key result areas and team and organisational goals
• Production of individual, team and organisational capability profiles
• Identification of organisational capability risks
• Identification of the type of training to close capability gaps
• Improved longer term capability planning around recruitment, workforce/team planning, capability-based performance review, career path analysis, succession planning and much more
• Establishment of targeted learning and development programs
• Improvement in role focus/clarity (e.g. roles now focus in more detail on the work that has to be done to meet organisational goals/end to end solutions)
• Development of a consistent framework to describe knowledge and skills within roles (e.g. often a skill in one role is expressed differently in another role limiting a complete understanding of organisational capability.)
• The matching of job applicants against role capability profiles for
  recruitment purposes
• Identification of future role, team and organisational capability
• Management of technical change (e.g. do we have the skills for re-engineered processes/systems, TQM/JIT initiatives etc.?)
• Identification of organisational inefficiencies (e.g. is there duplication of effort across roles or duplicate applications/systems being used? etc.)
• Rewarding role growth, capability and contribution
• Using employee capability profiles to formally recognise an employee’s existing knowledge and experience at a TAFE or University level;