Next Generation HR

First Generation HR functions

• Recruitment & orientation
• Payroll, leave & attendance
• Performance review coordination
• Employee asset management
• Training & little bit elearning
• Exit management

Need for Next Generation HR

Am sure you have heard enough on lack of quality in education, talent scarcity and high people cost. Some reference from McKinsey:

• Dearth of HR talent – European companies must redefine the skills of the HR team. http://www.mckinseyquarterly.com/A_dearth_of_HR_talent_1618
• Expertise can be surprisingly difficult to find, even in institutions that have spent millions to attract and retain world-class experts. https://www.mckinseyquarterly.com/Organization/Talent/Do_you_know_who_your_experts_are_1358
• The adroit management of small variations in their preferences and skills can make a marked difference in their productivity. https://www.mckinseyquarterly.com/Organization/Talent/Matching_people_and_jobs_1304
• War for talent – https://www.mckinseyquarterly.com/Organization/Talent/The_war_for_talent_305

Moving to the Next Orbit

The mission of next generation HR is to become an integral part of the business and manage and empower workforce from entry to exit instead of knowing them only at entry and exit.

Deploy innovative workforce transformation systems to:

• Smartly manage the HR process from recruitment, training, job profiling, job match to performance appraisal.
• Systematic talent acquisition and development plan towards building collaborative teams
• Drive personalized learning & establish platform for easily reaching out
• Define jobs, map skills and spot the right talent for the tasks on hand
• Monitor the workforce performance using scorecard & self-assessment during the entire work cycle
• Manage orientation, information delivery, mentoring and experts interaction through knowledge connect

Conclusion

Future HR must be perceived as transformer and performance drivers. Transform HR to accelerate recruitment and bring down people management cost & talent scarcity. Empower the team through continuous learning platform and empower managers & team leaders to drive progress and achieve complete workforce transformation.

Solution:

If you need an innovative workforce transformation and effective human capital management system, check out Smipio Talent Connect.

The KM Dilemma

Introduction

We say that knowledge resides only in people but in reality the artefacts is always at the center stage of knowledge management (KM). We count the number of artefacts (explicit knowledge) created and frequently used to measure the success of KM. Tacit, implicit, explicit and embedded knowledge are important but we cannot give too much importance only for the explicit knowledge. Sometimes, we completely ignore the explicit knowledge that is necessary for scalable communication and learning.

The School of Thoughts on KM

A decade ago, there were only two schools of thoughts. One is technology driven and other one people-driven. People cannot replace technology and vice versa. It is essential to understand the role of these two and align them towards KM success.

The Objective of KM

KM is all about harnessing and institutionalizing the collective intelligence towards delivering organizational excellence. It is about improving quality, innovation and productivity by effectively leveraging the knowledge resources and put to work through best possible approaches.

The Current State of KM

Not sure how many schools of thoughts are there now. Some focus on the collaboration part of KM. They measure the value of KM by counting the number of discussions initiated, number of responses and so on. While this is important, we need to bring in the other vital components of KM such as systematic innovation, learning and execution.

Even after a decade of hard work in the KM space, the four blind people and the elephant story is still applicable. We get trapped in our own thinking instead looking at the value in what others think.

Food for Thoughts

Can we really manage knowledge without addressing learning? Only through the process of learning we bring knowledge in. Can we just equate reading and viewing content library to learning? Self learning from the content is good but it would be just a part of our complete learning.

Can there be perfect learning without personal talent management? How do we decide what to learn and when? Only the talent management provides visibility into what we know and don’t know. Can we measure the value of knowledge without measuring the business outcomes? Can improve business without aligning right talent and right knowledge to the activities and without scientifically managing?

The Bigger Picture of KM

Am sure you are able to look at the bigger picture of KM. Unfortunately or fortunately there is no body of knowledge for KM. While, it gives freedom for many to bring new thinking, it confuses the beneficiaries of KM. To get to know about the holistic picture, you should open up your mind and listen to see all the possibilities.

The Pillars of KM

People, process and platform are the pillars of KM. If we undervalue anyone of them, KM will definitely lead to failure. Instead of triggering a debate on which is the best, we should combine these complimentary things for maximum benefits.

Conclusion

It is time we connect the dots and put an end to the dilemma by completely understanding what it is and what it can do. KM is pretty much about creating a learning environment and making the workplace for smart, effective and efficient work.

The complete KM is the one that can address the following:

• Access to right enterprise knowledge
• Collective knowledge creation
• Convergence of collective thinking
• Accelerated and complete knowledge acquisition
• Smart and systematic application of collective knowledge
• Scientific management of intellectual capital
• Smart people management
• Knowledge deployment and measurable actions
• Visibility on progress, gap and issues

Still Confused?

Focus on the problems and see how the XYZ solution will address them. If Wiki can solve your business problem, please go for it. If Web 2.0 is the answer, please embrace it. But don’t expect wonders by just downloading the basic tools. Your decision making process should be sensible and it is completely based on your own needs. Communicate your expectations very clearly.

In the name of strategic marketing, vendors might use some terminologies for their solution! What matters to you is the real solution. As someone told me, you call it donkey or monkey. Business entities should focus on how the problem is addressed but not how it is named. Let vendors use their creativity to name their solutions and you can use your capability to take the right decision.

Need Help?

If you need help on understanding KM and choosing the right way to institutionalize knowledge in your organization, contact us at greatwork@lpcube.com.