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Scooped by Deb Nystrom, REVELN!

Knowledge Management Failure Factors

Knowledge Management Failure Factors | Agile Learning |

Alan Frost provides an introduction to his collection of the most widespread failure factors in knowledge management including:

 Causal Failure Factors:

  • Lack of performance indicators and measurable benefits
  • Inadequate management support
  • Improper planning, design, coordination, and evaluation

Resultant Failure Factors:

  • Lack of widespread contribution
  • Lack of relevance, quality, and usability
  • Overemphasis on formal learning, systematisation, and determinant needs
  • Improper implementation of technology
  • Improper budgeting and excessive costs
  • Lack of responsibility and ownership
  • Loss of knowledge from staff defection and retirement

The full reference, using the author's 2013 & 2014 research is here. 

Deb Nystrom, REVELN's insight:

This site has many tools to help explore knowledge management as a field.  It's worth a look as well as a few thoughts about how the KM field compares to other approaches including action research and role of experience in scholarship and learning.  ~  D

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Scooped by Deb Nystrom, REVELN!

HR is ripe for social disruption. Peer sharing & learning within HR structures to support innovative organizations

HR is ripe for social disruption.  Peer sharing & learning within HR structures to support innovative organizations | Agile Learning |

Is it finally Time for Social HR? What's out there that uses social systems to revitalize how people are recruited and learn, grow and develop within organizations?

If organizations tend to be hidebound against change, Human Resources (HR) is even more so, in spite of the trendy strategic HR spin of the early 2000's . Consider HR's roots, which persists: labor relations, compensation, employment/personnel and the number of lawyers on staff.

Here's some fresh thinking about injecting social into HR systems.

Excerpted, adapted:

Knowledge Sharing: Forget the idea of databases acting as “repositories” of knowledge, internal social networks can capture employees work activity as social intranets – and team members can follow what others are doing on their activity streams. Newer tools like Opzi and MindQuilt can also emerge as a enterprise version of Quora, the popular Q&A site.

Recruitment:  HR has been quick to leverage social media to “Broadcast” vacancies. The next level would be actively creating and nurturing communities of practice shaped around skills where hiring managers can gauge level of skills of people and also develop them (Disclaimer: The author works with BraveNewTalent, a platform that helps organizations do that)

HR policies: Using a social tool which leverages crowdsourcing ideas from employees can help HR in co-creating processes and policies – and raise acceptability when they are finally rolled out. Dell’s EmployeeStorm is a great example by which employees give ideas on everything in the company.

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