Essays on Human Resources Commonwealth Government Agency Case Study

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The paper "Human Resources Commonwealth Government Agency" is a great example of a human resources case study. A Knowledge Management System refers to the creation of deposits of knowledge, improvement of access to and sharing of knowledge and as well as communication through collaboration, developing the knowledge environment and managing knowledge as an asset for an organisation to meet its objectives (Gottschalk, 2007, p. 27). The system can either be technology-based or non-technical. It can constitute a part of a knowledge management initiative or strategy to augment the utility of an organisation’ s intellectual capital. Components of the Knowledge Management System A knowledge management system is made up of a number of components, including people, infrastructure, software, hardware, and information (Durant-Law).

These and others are highlighted in the chart below. Component Description 1. Strategy The KMS is aimed at developing a means to improve recruitment and staffing. The KMS should facilitate the assessment of current staff members in terms of their skills, strengths, and weaknesses. To achieve this, the KMS should focus on accomplishments within the organisation so as to identify areas of weakness. Importantly, it is worthwhile to highlight the skills of the current staff who were responsible for the listed accomplishments.

From here one can then determine the type of expertise being sought; whether different expertise is required or whether more of the existing skills are required. The idea is to have a system that focuses on the real work that the organisation in question performs (Cohen, Eimicke & Heikkila, 2008) 1.1. Problem The problem, in this case, is that there was an unsuccessful drive to recruit 130 new employees to support a new government initiative.

The recruitment process was hampered by failure to clarify the skills required in the organisation and in engaging the various stakeholders involved. As a result, there was widespread resistance to the recruitment drive by the managers, and some unsuitable staff were recruited. The KM system that is to be designed should thus specifically help to solve this problem, and this emphasises the significance of having a KMS. 1.2. Purpose / objective The KMS to be designed should facilitate stakeholder collaboration in a matter pertaining to recruitment. The aim is to ensure that everyone is involved in identifying the required skills and recruiting based on these needs. 1.3.

Policy The Knowledge Management System should be designed in such a manner that it meets the needs of the government as per its new policy initiative. In the current case, the strategy that was used in the recruitment process was not in line with the policy. Further, no audit was done to determine the skills available in the organisation and hence the skills that were required for the newly formulated policy programme. The KMS to be designed must thus fit the current policy initiatives of the government to enhance success. 1.4.

Governance It is important for the KMS to have measures that guarantee that Knowledge Management is about shifting culture and behaviour. Hence, the KMS should facilitate changes in the roles of those involved in the identification of staffing needs to promote effective governance and collaboration. 1.5. Culture It is evident that the approach that was taken in the recruitment exercise went against the organisation culture as only one manager was involved. Hence, the KMS should focus on the organisation culture and the changes that are necessary.

Ideally, the KMS should introduce a forum for deliberation prior to any recruitment to avoid events such as those witnessed after the recruitment that was done in the case study. 1.6. Risk The risks involved in the case study are the changes associated with the KMS as it is apparent that changes may not be received well by all the stakeholders. 2. Actors All managers in different departments should be involved in the design of the KMS to capture the interests of the stakeholders, thereby increasing the acceptability of the KMS as regards staffing needs. 2.1.

Owner The government and the CGA are the main players in this case study. 2.2. Source The knowledge currently resides among the top management only, hence the need to spread it by having an effective KMS. 2.3. Clients Beneficiaries of the KMS are all the stakeholders involved in the organisation. The only losers are those managers who are used to making decisions without consulting as is evident in the current case study. 2.4. Managers Managers at all levels are responsible for implementing the KMS, as opposed to the case where only the senior manager was involved in organising the recruiting process. 2.5.

Enablers HR support staff and IT administrators should work hand in hand in ensuring that processes involved in recruitment are successful. Such processes include evaluation tests as created by HR support staff, aptitude tests developed by IT administrators and so forth. 2.6. Boundary Spanners The boundary spanners in this case study are various managers in various departments of the organisation. 3. Infrastructure   Some of the infrastructures required include conference rooms, telephone lines, reliable internet connections to facilitate teleconferencing and so forth. 3.1. Facilities Large spacious rooms, telephone lines 3.2.

Equipment Computers, telephones, tables, chairs, printers, photocopiers 3.3. Repositories Information will be stored in computers on the organisation’ s intranets and the internet. This requires a human-based asset to appropriately manage the knowledge in the intranets (Hopkins & Markham, 2003, p. 132). 3.4. Instruments Directories and taxonomies or ontologies. 3.5. Software Databases, aptitude test software, word processors, and spreadsheets. 3.6. Networks Mainly intranets within the organisation as well as the internet 3.7. Hardware Need for extra hardware corresponds with the number of computers required to facilitate the KMS design as pointed out above 4. Functionality This KMS is designed to enhance the gathering of information about staffing needs and disseminating the same to facilitate identification of the skills required by the organisation based on those which are already available.

The knowledge that is available if-then worthwhile in developing appropriate recruitment guidelines. 4.1. Logic The KMS is based on meeting staffing needs appropriately 4.2. Business rules Ensuring that everyone is involved in the consultation stage 4.3. Transformation Socialisation - Transfer/sharing of information organisation-wide Externalisation - Knowledge capture from the potential new employees Combination – Business Intelligence through more informed recruitment procedures Internalisation – enhanced knowledge delivery within the organisation 4.4. Integration The KMS should be integrated into the intranet of at all departments of the organisation so that managers can review it and assess it. 4.5.

Tailoring The system should enable interaction between the owners as well as applicants to increase interaction 4.6. Administration HR staff is required to assess the suitability of the system; IT support is required to facilitate the working of the system 4.7. Reporting Managers in different departments should file a report on the applicability of the system to senior HR staff 4.8. Procedures What processes need to be documented into procedures to be able to apply appropriate controls and guidance to support the KMS? 4.9.

Content Management Enabling many people to contribute to and retrieve stored information Controlling access to data in line with user roles Use of devices that facilitate faster and easier compiling of reports Facilities that improve communication 5. Delivery The aim is to deliver a system for identifying job applicants with the appropriate level of knowledge, abilities, skills, and other requirements required for successful performance in their capacity. 5.1. Mode Asynchronous Technique (AT) will be used in the different departments to check for the efficiency of the departments at different times 5.2. Facilitation Through conferences, teleconferences, video conferences and use of interactive software 5.3.

Style The KMS will be introduced progressively, enabling collective decision making as opposed to the current style of communication. 5.4. Techniques Training of staff to comply with the new requirements Having the information in computers where managers and other alike can follow current events 5.5. Access Control They have to register with their email addresses and create a password. These details are first authenticated before access is allowed. 5.6. Accessibility There are conference rooms were those are unable to use computers listen to the lectures. Braille services availed for those who are visually impaired. 5.7.

Personalisation Achieved through the use of registration 6. Content Some KMS will hold content to enable the system to function. 6.1. Lifespan Permanent in hard disks at the organisation 6.2. Authoring The information available through readable databases, word processor and spreadsheets 6.3. Publishing Publishing will be done every two years upon deliberation at the annual general meeting 6.4. Validation and referencing of Source Sources of information include books and journals on knowledge management and knowledge management systems 6.5. Stewardship of the content The information is to be owned by the HR department, who are reliable for maintaining it. 6.6.

Review and update Review every two years along with publishing new content 6.7. Security All information in hard disks is password protected. All information on paper is stored in a strong room 6.8. Taxonomy Files will be coded for ease of identification. Different colours of files to be used for different information. Information in colours will have codes for ease of retrieval 6.9. Catalogue Catalogues to shoe when particular information was stored, when it was reviewed and so forth. 6.10. Version Control Any content held by a KMS should be subject to version control. Different reviews of information to be regarded as the “ versions” of the stored information 6.11.

Disposal Information deemed irrelevant on hard disks will be deleted during every review. Obsolete files will also be destroyed 7. Continuous improvement Improvement to be done as necessary during every review 7.1. Feedback Feedback expected from managers in different departments every three months. They will report on what has improved as well as the area that is wanting within their departments as regards the KMS. The feedback must incorporate all employees’ points of view to ensure that their pints are included and accommodated in the review process. 7.2.

Performance management Indicators: Changes in the staffing needs, evaluation of skills at certain intervals; assessments what new skills are to incorporated to enhance innovation/efficiency Levels/Measures: Assessments in at all levels of the departments Collection process: Gathering feedback from all stakeholders Analysis and reporting: Based on heads of department reports 7.3. Review and Audit It may be necessary to engage a third-party organisation to review and audit performance from a neutral point of view. 7.4. Benefits Realisation Mapping knowledge and information resources both on-line and off-line; Training guiding and equipping users with knowledge access tools; improved monitoring outside news and information (Rubanju, 2007, p.

201).

References

Cohen, S. Eimicke, W. & Heikkila, T. 2008, The Effective Public Manager: Achieving Success in a Changing Government (4th edition), John Wiley and Sons, New York.

Durant-Law, G., “The Essential Components of a Knowledge Management System Knowledge Matters.” Available at: http://www.durantlaw.info/essential-components-of--knowledge-management-system.

Gottschalk, P. 2007, Knowledge Management Systems: Value Shop Creation, Idea Group Inc (IGI), Hershey, PA.

Hopkins, B. & Markham, J. 2003, E-HR: using intranets to improve the effectiveness of your people, Gower Publishing, Ltd., New York.

Jennex, M. E. 2007, Knowledge Management In Modern Organizations, Idea Group Inc (IGI), Hershey, PA.

Petrides, L.A. 2004, “Knowledge Management, Information Systems, and Organisations,” Educause Centre for Applied Research, Vol. 28, Issue 20 September 2008.

Rao, M. 2005, Knowledge management tools and techniques: Practitioners and experts evaluate KM solutions, Butterworth-Heinemann, London.

Rubanju, A.C.G. 2007, “Knowledge Management Technologies and Organizational Business Processes: Integration for Business Delivery Performance in Sub Saharan Africa,” Advances in Systems Modelling and ICT Applications. p. 198-214.

Wilde, S. 2010, Customer Knowledge Management: Improved Customer Relationship through Knowledge Application, Springer, New York.

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