18 Aligning Knowledge Resources and Services with Organisation’s Workflows and Work Processes

Prof I V Malhan

    Introduction

 

Organizations are functioning in a dynamic and turbulent environment where adoption and absorption of new techniques, better technologies and smart way of work performance are the continuing processes. They often face pressures to perform, maintain their competitive positions and innovate to remain at the forefront for performance levels and quality standards. As the competition grows, and pursuit for excellence and better performance are essential for thriving, the learning needs at all levels also grow. To facilitate need based learning, institutions are required to adequately develop and timely upgrade their knowledge infrastructure, scientifically manage their knowledge resources and efficiently organize knowledge based services. Organizations are by and large recognizing that their employees must learn and perform, identify and apply the cutting edge knowledge to maintain their competitive position.

 

Special library is the nerve centre of an institution and is an important component of its knowledge infrastructure. It provides access to relevant knowledge resources and ensures supply of information that is often required in carrying out various activities of the institution. It undertakes need assessment, acquisition, organization and transfer of information in all areas of concern to the organization. Such libraries cater to the information needs of limited number of specialists who are generally full time employees of the organization. The technological developments empower modern libraries to expand their operations and operate both in physical space and virtual environments, enhance communication with users, develop knowledge base and customize services according to the availability of time and requirements of each user.

 

Users’ awareness of existing knowledge resources is limited and their capacity to assimilate available knowledge in their domain is also limited. However, without insights that human derive from available knowledge, imagination and exchange of ideas, generation of new knowledge is not possible. Systemic processes that lead to human coordination, participation in exchange of ideas, focused on pursuits of activities in desired domains and their interface with knowledge resources helps to fulfill organization’s objectives and advances its goals. What can be useful for whom, how to build the knowledge base depending upon the areas of interest of parent organization also involves human judgment and prior knowledge of ongoing projects and mission oriented work? Human resources therefore play a very crucial role in the generation, storage, mobilization and appropriate use of knowledge.

 

For effective knowledge management in any institution, there has to be thoughtful and prudent human resource management strategies. Sharing of knowledge and ideas is more likely to take place when interests are common; people are working in similar domains, share common values and innatequalities. For the successful outcomes of knowledge management strategies, in the first place we should have a right person placed at the right job and assigned a work where one may excel. Tools and technologies are great enabling resources to collect information, share ideas and timely bring integrated knowledge resources at the point of use. As there are variations in every individual’s choice, quantity and use of knowledge resources and experiences gained, there are generally knowledge gaps within the organization. In spite of the sprawling Internet and its fast growing web content, data mining tools and search engines, it is generally not possible to dig and use all relevant existing knowledge resources. Therefore, there may be gaps between the existing knowledge and knowledge that is accessed by individuals for learning and application within the time available to them.

 

3. Knowledge Gaps

 

We have developmental gaps because we experience knowledge gaps. The best practices and useful ideas that exist even in the explicit knowledge form may not be accessible because of lack of awareness of such practices and ideas. Such knowledge gaps may exist at tacit knowledge level also even within the same organization. Lew Platt, the former CEO of Hewlett Packard once said, “If we only knew what we know, we would be three times more profitable” (Michael Stankosky, 2004). Knowledge gaps also exist between enterprises which thus have difference in performance, productivity and profitability. A World Bank report edited by the economist Mark Dutz records that if all enterprises follow the best practices based on the knowledge existing in India, Indian economy can quintuple (Mark Dutz, 2007). Developing systems for making accessible the knowledge of best existing practices can speed up the process of economic development. Knowledge gaps may exist even between two neighboring similar industries or agricultural fields resulting in different level of profitability for them. “I planted the permal variety [of rice] in my fields last year while my neighbor Jasmeet Singh opted for muchhal. While I got a price of Rs.750 per quintal for my produce, Jasmeet Singh’s crop fetched him a rate of Rs.2200,” said Joginder Singh, a farmer from Jeevan Nagar Village of Sirsa (Sushil, 2008). Our economic advancement at individual and enterprise level depends upon our access to knowledge of best practices and subsequently our decisions and actions based on that best existing knowledge. Our economic advancement at the national level depends upon how can we bridge the knowledge gaps and ensure all inclusive development and economic advancement. Bridging the knowledge gaps in a country like India is a huge challenge and complex problem because there is wide range of reasons for existence of knowledge gaps.

 

3.1 Reasons for knowledge Gaps

 

There are several reasons for knowledge gaps such as;

  • Lack of knowledge infrastructure
  • Lack of learning culture
  • Differentials in quality of human resources we employ because we have asymmetric access to high quality higher education
  • Lack of awareness of existing best practices and useful ideas
  • Organizations consider cutting edge knowledge and potential ideas as a strategic resource for competitive advantage and hence don’t share
  • Lack of information literacy
  • Problems of digital divide
  • Different level of motivation of individuals for learning and acquisition of knowledge
  • Individual mind set for knowledge sharing as some individuals consider possession of unique knowledge and ideas may bring more appreciation by over performing and help to have a competitive advantage over a colleague or a neighbor.

   3.2 Implications of knowledge disconnection

 

Even resourceful institutions that continue to disconnect with appropriate explicit and tacit knowledge resources do not thrive for long. What an institution knows is still more important than what it holds. There are numerous instances, where when employees holding unique knowledge and expertise leave or retire from the organization, the latter experience setbacks until the knowledge vacuum created is appropriately filled up. Employees having ivory tower thinking and disconnection with frontline developments in their domain of activities are not able to bring competitive advantage for their organization. Especially business organizations functioning in a hyper competitive environment cannot afford disconnection with knowledge resources. Rather they are constantly looking for new knowledge and ideas for their survival.

 

Exploration of new knowledge and its timely exploitation is essential to keep a sustainable edge over competitors. Having access to relevant and need based knowledge resources is just one thing, making choices of ideas for applications and strategic actions is another important issue. Business organizations that are not wise on time or make wrong choices and moves often experience setbacks. For making right choices and moves, access to relevant knowledge resources and gathering competitive intelligence is very important. Organizations and individual employees can afford knowledge disconnection only at their own peril. Access to relevant external knowledge resources is important as no single organization can rely on its own internal knowledge resources. Knowledge sharing among employees is also important in the interest of parent organization’s advancement. Knowledge management strategies of the organization therefore must encourage it to enhance performance and profitability. The Eureka project of Xerox is a great example of knowledge management delivering a stunning ROI 15,000 service technicians contribute to and search a system containing 50,000 tips and techniques not documented in service manuals. Use of this system resulted in 10% reduction in labour and parts costs. Assuming a 10% profit margin and flat revenue, a 10% reduction in costs would result in a 100% increase in the profitability of Xerox’s service business.” (Inmagic, 2013). Knowledge capturing at all levels for developing appropriate knowledge base and its effective and strategic use has the potential to improve organization’s performance. Knowledge existing in the form of raw ideas and idling in silos may not be very useful in applications. It has to be integrated to create knowledge mashups that may be strategically aligned with workflows and work processes for enhancing performance and achieving institutions objectives and goals.

 

4. Aligning Knowledge Resources and Services

 

Knowledge is of no use if it lies dormant in databases, hides in stacks of a library, remains unused in the mind of a person or is idling in institutional repositories and reports. The real purpose of knowledge management is achieved, if it is captured for a purpose and its choicest use and strategic applications ensure achievement of desired objectives and targets. Aligning knowledge resources with workflows and nurturing organization’s work processes and activities with actionable knowledge helps to increase efficiency, improve performance and leads to adequate utilization of human potential andorganization’s wherewithal. For aligning knowledge resources and putting knowledge to use both parent organization and individuals have obligations and responsibilities and suitable measures are required for facilitating knowledge intensive work practices.

 

4.1 Obligations of Parent Organization

 

This parent organization has obligation to set up knowledge infrastructure for just in time access to need based knowledge. The organization must make investments for setting up a knowledge resource centre, data centre, and intranet and ensure high speed internet connectivity. Adequate facility for knowledge sharing such as delivery of webinars, videoconferencing, electronic brain storming sessions, etc.be also developed. Further the knowledge resource centre must acquire data analytic tools and state of the art knowledge management tools that save time, provide access to desired knowledge and improve quality of decision making and work performance. The organization also has obligations to employ management team of employees that possess diversity of skills for document management, data management, content management, social networking and strategic knowledge management. Theorganization should ensure state of the art information and communication technology applications that facilitate free flow of information and just in time learning. The organization may also put in place a fair recognition and reward system that should incentivize the employees for learning, sharing information and ideas and innovating for enhancing the performance and prestige of the institution.

 

4.2 Obligations of Employees

 

Employees of an organization also have obligations to keep in touch with the latest developments in their domain of work. They need to constantly explore new ideas that may be beneficial for the parent organization and use new knowledge that is externally available or internally generated for improved work performance and creation of better products and services. Learning, continuing education, self-renewal and application of new knowledge in fact should be integrated with the performance management process. If the organization offers opportunities for learning, skill improvement and competency enhancement, the employees also be willing to learn and apply new techniques and innovative work processes for improved performance. Organization must provide adequate opportunities for formal and informal learning and prepare their employees to adapt with changes and align with their organization’s new strategies. As changes are so rapid, innovations and knowledge applications are becoming a way of life, continuing education and lifelong learning is becoming very essential for maintaining necessary work performance levels. Research by CEB’s HR consulting and workforce survey division, CLC Genesee, recently discovered that productivity of the employees that both experienced change and expect more change to come decreased by 66%. Simply put, almost two-third of all employees is 33% as productive as they can be because they don’t understand what they are now asked to do”. (CEB, 2010) Every employee should chart its own learning and development plans to stay competitive. When employees learn and are trained in new techniques and technologies, these automatically get integrated with their work processes and work performance routines.

 

5 Measures for Knowledge Alignment

 

While setting up a new organization, every care is taken that there is free flow of information and the organization’s architecture supports sharing of knowledge. Proximity of various divisions to library and data centre, setting up of discussion rooms and tea and coffee break discussion rooms can make a difference in fostering a knowledge sharing culture in the organization. The organization should also develop and encourage learning culture at the organization both for embracing he better ways of work performance and for acquisition of new knowledge from the existing knowledge resources in the interest of achieving and maintaining competitive position.

 

5.1 Learning Culture

 

Before any organization seeks to become knowledge based organization, it requirestransforming to learning organization. The learning culture helps to integrate knowledge and ideas with work practices and have enormous impact on the individual performance and overall productivity of the organization. Learning culture motivates employees to look at new ideas and explore new possibilities and develops a natural flair for self-learning and seeking new knowledge. This enhances their creativity and constantly upgrades their capacity for generation of new knowledge that can be strategically useful for the parent organization. To create and foster a learning culture,an organization require to recognize a set of values particularly attaching a very high value to what employees know and new ideas they come forward with for advancement of the organization. Learning culture also enhances sharing of knowledge and ideas as employees who constantly learn also possess knowledge to share.

 

To support and promote a learning culture, the organization need to recognize learning as part of its strategy for its growth and advancement and develop processes and practices and set traditions that encourage employees to learn to improve organization’s competence. Besides building self confidence in employees, learning culture creates a fertile field for innovations and prepares employees ahead of times particularly for setting the process of transition to change and adapting to change. Learning culture helps to help colleagues for learning, enhance collaboration and encourage queries in the best interest of the organization. Organization that value learning also codify the experiential knowledge and lessons learnt from their practices e.g. when best of their efforts result in worst outcomes; the causes may be recorded for future record and reference. High impact learning organizations (HILOS) that have a strong learning foundation in place tend to significantly out perform their peers in several areas:

  • They are 32 percent more likely to be first to market.
  • They have 37 percent greater employee productivity.
  • They have a 34 percent better response to customer needs.
  • They have a 26 percent greater ability to deliver quality products.
  • They are 58 percent more likely to have skills to meet future demand.
  • They are 17 percent more likely to be market share leader.

When learning activities have so much of impact, why organizations do not acquire and align knowledge resources that promote learning, lead to innovation and development and use of best practices? Developing a high quality knowledge base that matters and has potential to make a difference for the organization is very important and hence every HILO must set up a research library or knowledge resource and service centre that will play a pivotal role in knowledge alignment.

 

5.2 Knowledge Resource and Service Centre

 

The knowledge resource and service centre has an important responsibility to build high quality knowledge resources related to ongoing projects, work processes and operations of the organization. Such resources should be picked up after evaluation and analysis of requirements and exploring the existence and availability of knowledge resources from all over the globe. Every package of knowledge acquired must have relevance and utility for the organization and facilitate learning for better practices. Core knowledge resources should also be able to trigger innovations. As important is concern of developing core knowledge resources, so important is the issue of contextualizing existing knowledge resources with work processes and projects for ensuring knowledge based work performance. Expert knowledge of what in-house and external knowledge resources exist along with in-depth knowledge of organization’s employees learning requirements, situations and work at hand will help the knowledge management team to identify cutting edge knowledge resources for each employee. The knowledge resource and service centre is desired to take care of the following initiatives for facilitating knowledge alignment with organization’s workflows and work processes:

  • The knowledge management strategy must align with the business strategy of the parent organization and functions of the knowledge resource centre should be in consonance with the vision, mission and goals of the organization.
  •  Undertake content management, customizing and packaging information that is decision ready and action enabled.
  • Outreaching specialists through social networking to bring to their notice the latest knowledge resources that may have potential to improve and accelerate their work.
  • Encourage collaboration, build teams and integrate stakeholders for real time delivery of potentially useful information.
  • Everyone can now find volumes of information spending a lot of time. The role of knowledge resource and service centre is to search and filter worthwhile information and forward it to those for whom it can be potentially useful and is useable in minimum possible time.
  • Knowledge management team members should be members of research teams depending upon their subject expertise and they must get insights form functioning of research teams and collect information, link information with information to create knowledge mashups that are capable of providing research insights.
  • Tailor knowledge resources to learning styles and needs of different employees. For instance employees beyond the age of 50 may have different preference for media and formats of knowledge resources than younger employees.
  • Stream content at place of work and encourage use of tools and technologies that simplify learning and inspire and engage employee for learning.
  • Develop subject gateways for the organization and create portals for ongoing projects, and devise digital personal libraries for each specialist.
  • Besides linking employees with knowledge resources,connecting employees with other persons having relevant knowledge and expertise is equally important for encouraging partnership among specialists having similar interests for knowledge sharing.
  • Building knowledge and expertise and providing prescriptive information and knowledge resource based solutions to current and recurring problems.
  • Providing work centered and project specific information literacy to facilitate more effective use of information resources in one’s domain of work.
  • Create manuals of best practices for work routines and work processes.
  • Develop a framework and mechanisms that facilitate enhancement in knowledge sharing both at formal and informal level. For instance developing a wiki space where employees may share their experiential knowledge. Setting up a Sardapith in the knowledge resource and service centre, where anyone can come and share his/her ideas.
  • Undertake information analysis to identify and perceive opportunities for the organization and share it with management to help create greater value and gain competitive advantage.
  • Develop and continuously ameliorate systematic processes that improve flow of knowledge in alignment to work flows and work processes, encourage learning and enhance creative activities.
  • Motivate employees for self-learning and facilitate need based e-learning.

     6. Summary

 

Special and research libraries are no more confined merely to the role of building knowledge resources that may meet the needs of most users, but are required to personalize,customize and contextualize most appropriate knowledge to meet just in time learning requirements of specialists. Such libraries should transform to their new avatar of knowledge resource and service centres that promote learning culture in the organizations and provide knowledge centric solutions to organization’s problems. The organization must make investments in knowledge infrastructure and have a highly competitive motivated knowledge management team. At the policy level there has to be alignment between the business goals and strategies and knowledge management strategies of the organization. Organization must take initiatives to bridge the knowledge gaps and encourage workers for self-learning and knowledge sharing. Systemic processes be developed that facilitate knowledge alignment with work processes, ensure free flow of knowledge with work flow and encourage knowledge intensive work practices. Organization should put in place technologies and adopt mechanisms that facilitate greater sharing of knowledge and ideas and promote learning in the interest of improving competitive position of organization. Knowledge management team should constantly analyze and identify cutting edge knowledge that is crucial for the organization and promote its use for advancement of mission and goals of the organization.

 

7 References

  • CEB, (2010). Align Employees with the corporate strategy. Available at www.businessweek.com/managing/content/mar2010/ca2010035_940515.htm
  • David, Mallon (2010) High Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise. Oakland, Bersin cited IN Oracle, Human Capital Management;
  • Modern HR in the Cloud. Available at www.oracle.com/us/chro_docs/june_2013_chro_deck4_1961622.pdf
  • Inmagic (2013) Posted by Inmagic on Tuesday, March 12, 2013 at Inmagic, blogspot.in/2013/03/if.onlyhp_knew_what_hp_know_we_would_12.htm
  • MachaelStankosky (2004), Knowledge assets as factors of production in the 21st century economy.INDan Remeny; (Ed) Proceeding of the 5th European Conference on Knowledge Management, Berks Academic Conferences Ltd, 2004. p819
  • Mark A. Dutz, Ed (2007). Unleashing India’ Innovation: Towards Sustainable Inclusive Growth.Washington D C,The World Bank.
  • Sushil, M. (Aug 1, 2008) Farmers dump permal formuchhal, The Tribune, August 1, p7.