SlideShare a Scribd company logo
Knowledge Management Assessment of an Organisation - Importance, Types and Timing
By Dr. G C Mohanta, Professor, Al-Qurmoshi Institute of Business Management,
Hyderabad, India
The Knowledge Management Assessment is a systematic analysis of the organization's current
knowledge management capabilities. It assesses the current performance against world-class
practice and identifies critical areas for applying knowledge management. The Knowledge
Management Assessment provides a diagnosis of the current practices and a benchmark for
improvement.
Importance of KM assessment
Through Knowledge Management Assessment, one can achieve the following benefits:
 identification of areas where KM initiatives should be focused
 a better understanding of the scope of a successful knowledge initiative
 insights into world-class knowledge management practice
 identification of the existing activities that are good exemplars of KM practice
 an independent evaluation of the capability and quality of the existing KM activities
 identification of opportunities to exploit organizational knowledge
 a clear indication of areas needing management attention.
Timing of KM Assessment
KM assessment can be done:
 at the start of a knowledge initiative e.g. following the creation of a knowledge team or
teams
 following a corporate restructuring or strategic review
 after an initial phase of knowledge management activities where the benefits anticipated
have not materialized
 during the integration phase of a merger or joint venture, where an overview of relevant
capabilities is required
 for an annual independent review of an existing knowledge programme
Types of KM Assessment
The following are the two types of KM assessment:
(i) Qualitative KM assessments and
(ii) Quantitative assessments
Qualitative KM assessments aim to develop a basic understanding of whether the KM efforts are
working.
Quantitative assessments of KM produce specific numerical scores indicating how well an
organization, an organizational subunit, or an individual is performing with respect to KM.
How KM Assessment Is Done
For KM Assessment of an organisation, KM Assessment tool is used. KM Assessment tool is a
survey questionnaire designed to help organizations conduct an initial and rapid assessment of its
readiness for Knowledge Management (KM). The assessment is carried out in the beginning of
the KM program. Before starting on the KM journey, the organization needs to know its
strengths and opportunities for improvements. The organization can then focus on its KM
programs to address the gaps identified through the assessment.
The KM Assessment Tool is based on the KM Framework as shown in Figure below. The
questions in the tools are based on seven of the elements in the Framework.
Figure: KM Framework
The starting point of the KM Framework is the understanding of the organizational vision,
mission, business goals, and strategic directions. These help the organization to identify and
analyze core competencies and capabilities that it has and need to develop. The four accelerators
(people, processes, technology, leadership) can help the organization understand to what extent
these drivers and enablers are prevalent in the organization, enabling a successful KM
implementation. The five core knowledge processes (identify, create, store, share, apply) provide
an initial assessment of existing practices related to KM that can be leveraged on during
implementation.
Organizations, sometimes, can already be practicing KM without realizing it. The outcomes of
KM efforts measure the effectiveness of the knowledge processes supported by the critical
success factors (accelerators, vision, and mission). The outcomes must be able to demonstrate
enhancement of learning and innovation that build individual, team, organizational, and societal
capabilities and, ultimately, lead to improvements in the quality of products and services,
productivity, profitability, and growth.
There are seven audit categories in the KM Assessment Tool based on the key elements of the
Framework:
1. KM Leadership
This category evaluates the organization’s leadership capability to respond to the challenges of a
knowledge-based economy. The KM leadership is assessed in terms of KM policies and
strategies that are in place within the organization. The leadership is also assessed in terms of
efforts to initiate, guide, and sustain KM practices in the organization.
2. Process
The process category assesses how knowledge is used in managing, implementing, and
improving the organization’s key work processes. It also assesses the extent to which the
organization continually evaluates and improves its work processes to achieve better
performance.
3. People
In the people category, the organization’s ability to create and sustain an organizational
knowledge-driven and learning culture is assessed. The organization’s effort to encourage
knowledge sharing and collaboration is evaluated. The development of knowledge workers is
also assessed.
4. Technology
The technology category reviews the organization’s ability to develop and deliver knowledge-
based solutions, such as collaborative tools and content management systems. The reliability and
accessibility of these tools are also assessed.
5. Knowledge Processes
The organization’s ability to identify, create, store, share, and apply knowledge systematically is
evaluated. Sharing of best practices and lessons learned to minimize reinventing of the wheel and
work duplications is also assessed.
6. Learning and Innovation
This category determines the organization’s ability to encourage, support, and strengthen
learning and innovation via systematic knowledge processes. Management’s efforts to inculcate
values of learning and innovation and provide incentives for knowledge sharing are also
assessed.
7. KM Out comes
The KM outcomes category measures the organization’s ability to enhance value to customers
through new and improved products and services. The organization’s ability to increase
productivity, quality, and profitability, and sustain growth through the effective use of resources
and as a result of learning and innovation is evaluated.
There are a total of 42 questions covering the seven audit categories with a maximum score of
210 points. Each category has a maximum score of 30 points. Each of the questions can be rated
from 1 (Doing poorly, or none at all) to 5 (Doing very well).
Importance of KM Assessment
The KM Assessment Tool provides a means to identify areas the organization should focus its
KM initiatives. The assessment results highlight the organization’s strengths and areas for
improvement. Specifically, the objectives of the KM Assessment Tool are to:
□ Determine if KM is already being practiced in the organization and to what degree it is being
applied;
□ Determine if the organization has the right conditions for building and sustaining systematic
KM processes; and
□ Identify the organization’s strengths and opportunities for improvement in managing
knowledge.
How is This Tool Used?
The assessment questionnaire is to be answered by 70%–80% of employees in the organization,
covering all levels and all departments. Respondents should be in employment with the
organization for at least 6 months. This is to ensure that respondents are familiar with the
organization and thus are able to answer most of the questions in the questionnaire. The average
score for each category is then tabulated and presented in the form of a radar chart.
Radar Chart of KM Assessment shows the actual scores obtained for each category versus the
maximum score for that category. The scores show categories that are healthy and those that
require improvements. Based on the assessment results, the areas of strengths and opportunities
for improvement are identified. The opportunities for improvement highlight the areas where the
KM initiatives should focus.
The chart shows the actual scores obtained for each category versus the maximum score for that
category. The scores show categories that are healthy and those that require improvements.
Based on the assessment results, the areas of strengths and opportunities for improvement are
identified. The opportunities for improvement highlight the areas where the KM initiatives
should focus.

More Related Content

What's hot

Defining Internal Alignment.pptx
Defining Internal Alignment.pptxDefining Internal Alignment.pptx
Defining Internal Alignment.pptx
Jerome Formalejo
 
Work Stress Management - Organisational Behaviour
Work Stress Management - Organisational BehaviourWork Stress Management - Organisational Behaviour
Work Stress Management - Organisational Behaviour
Jithin Omanakuttan
 
Comprehensive interventions
Comprehensive interventionsComprehensive interventions
Comprehensive interventions
gaurav jain
 
Learning ( organisational behaviour)
Learning ( organisational behaviour) Learning ( organisational behaviour)
Learning ( organisational behaviour)
JYOTI CHADHA
 
Human Resource Information System
Human Resource Information SystemHuman Resource Information System
Human Resource Information System
licensedcoffeejunkie
 
Factors Influencing Knowledge Management
Factors Influencing Knowledge ManagementFactors Influencing Knowledge Management
Factors Influencing Knowledge Management
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Knowledge Management Lecture 4: Models
Knowledge Management Lecture 4: ModelsKnowledge Management Lecture 4: Models
Knowledge Management Lecture 4: Models
Stefan Urbanek
 
Methods of Management Development
Methods of Management Development Methods of Management Development
Methods of Management Development
PrinzzzElizzz
 
Importance of compensation management - compensation management - Manu Melwi...
Importance of compensation management  - compensation management - Manu Melwi...Importance of compensation management  - compensation management - Manu Melwi...
Importance of compensation management - compensation management - Manu Melwi...
manumelwin
 
High performance work system (hpws)
High performance work system (hpws)High performance work system (hpws)
High performance work system (hpws)
Manvi Thanai
 
360 degree final ppt
360 degree final ppt360 degree final ppt
360 degree final ppt
Abhijeet Talapatra
 
Role of hr in knowledge management final ppt
Role of hr in knowledge management final pptRole of hr in knowledge management final ppt
Role of hr in knowledge management final ppt
Tanuj Poddar
 
Human resource management (mba)
Human resource management (mba) Human resource management (mba)
Human resource management (mba)
City Union Bank Ltd
 
Management Information System (Full Notes)
Management Information System (Full Notes)Management Information System (Full Notes)
Management Information System (Full Notes)
Harish Chand
 
Knowledge management and learning organization
Knowledge management and learning organizationKnowledge management and learning organization
Knowledge management and learning organization
Rajan Neupane
 
E-HRM presentation.pptx
E-HRM presentation.pptxE-HRM presentation.pptx
E-HRM presentation.pptx
PavaniPrabhaTanaji
 
Human resource philosophy
Human resource philosophyHuman resource philosophy
Human resource philosophy
iaemedu
 
Organisational impacts of Knowledge Management on People, Processes, Products...
Organisational impacts of Knowledge Management on People, Processes, Products...Organisational impacts of Knowledge Management on People, Processes, Products...
Organisational impacts of Knowledge Management on People, Processes, Products...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Hrd matrix
Hrd matrixHrd matrix
Hrd matrix
Neha Yadav
 
Structural od intervention - Organizational Change and Development - Manu Me...
Structural od intervention -  Organizational Change and Development - Manu Me...Structural od intervention -  Organizational Change and Development - Manu Me...
Structural od intervention - Organizational Change and Development - Manu Me...
manumelwin
 

What's hot (20)

Defining Internal Alignment.pptx
Defining Internal Alignment.pptxDefining Internal Alignment.pptx
Defining Internal Alignment.pptx
 
Work Stress Management - Organisational Behaviour
Work Stress Management - Organisational BehaviourWork Stress Management - Organisational Behaviour
Work Stress Management - Organisational Behaviour
 
Comprehensive interventions
Comprehensive interventionsComprehensive interventions
Comprehensive interventions
 
Learning ( organisational behaviour)
Learning ( organisational behaviour) Learning ( organisational behaviour)
Learning ( organisational behaviour)
 
Human Resource Information System
Human Resource Information SystemHuman Resource Information System
Human Resource Information System
 
Factors Influencing Knowledge Management
Factors Influencing Knowledge ManagementFactors Influencing Knowledge Management
Factors Influencing Knowledge Management
 
Knowledge Management Lecture 4: Models
Knowledge Management Lecture 4: ModelsKnowledge Management Lecture 4: Models
Knowledge Management Lecture 4: Models
 
Methods of Management Development
Methods of Management Development Methods of Management Development
Methods of Management Development
 
Importance of compensation management - compensation management - Manu Melwi...
Importance of compensation management  - compensation management - Manu Melwi...Importance of compensation management  - compensation management - Manu Melwi...
Importance of compensation management - compensation management - Manu Melwi...
 
High performance work system (hpws)
High performance work system (hpws)High performance work system (hpws)
High performance work system (hpws)
 
360 degree final ppt
360 degree final ppt360 degree final ppt
360 degree final ppt
 
Role of hr in knowledge management final ppt
Role of hr in knowledge management final pptRole of hr in knowledge management final ppt
Role of hr in knowledge management final ppt
 
Human resource management (mba)
Human resource management (mba) Human resource management (mba)
Human resource management (mba)
 
Management Information System (Full Notes)
Management Information System (Full Notes)Management Information System (Full Notes)
Management Information System (Full Notes)
 
Knowledge management and learning organization
Knowledge management and learning organizationKnowledge management and learning organization
Knowledge management and learning organization
 
E-HRM presentation.pptx
E-HRM presentation.pptxE-HRM presentation.pptx
E-HRM presentation.pptx
 
Human resource philosophy
Human resource philosophyHuman resource philosophy
Human resource philosophy
 
Organisational impacts of Knowledge Management on People, Processes, Products...
Organisational impacts of Knowledge Management on People, Processes, Products...Organisational impacts of Knowledge Management on People, Processes, Products...
Organisational impacts of Knowledge Management on People, Processes, Products...
 
Hrd matrix
Hrd matrixHrd matrix
Hrd matrix
 
Structural od intervention - Organizational Change and Development - Manu Me...
Structural od intervention -  Organizational Change and Development - Manu Me...Structural od intervention -  Organizational Change and Development - Manu Me...
Structural od intervention - Organizational Change and Development - Manu Me...
 

Viewers also liked

Questionnaire in knowledge management
Questionnaire in knowledge managementQuestionnaire in knowledge management
Questionnaire in knowledge management
girish_rohra
 
Top 10 knowledge management officer interview questions and answers
Top 10 knowledge management officer interview questions and answersTop 10 knowledge management officer interview questions and answers
Top 10 knowledge management officer interview questions and answers
tonychoper3006
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
Sehar Abbas
 
Questionnaire
QuestionnaireQuestionnaire
Questionnaire
annurevathy
 
Introduction to Knowledge Management
Introduction to Knowledge ManagementIntroduction to Knowledge Management
Introduction to Knowledge Management
Miera Idayu
 
3P's: People, Process, Product
3P's: People, Process, Product3P's: People, Process, Product
3P's: People, Process, Product
Arya Setiadharma
 
Impact of knowledge management processes on organizational performance
Impact of knowledge management processes on organizational performanceImpact of knowledge management processes on organizational performance
Impact of knowledge management processes on organizational performance
Alexander Decker
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
Priyanka Velvijayan
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overview
surulinathi
 
Knowledge Management Presentation
Knowledge Management PresentationKnowledge Management Presentation
Knowledge Management Presentation
kreaume
 
Workshop on Knowledge Retention Strategies and Skills for Knowledge Workers
Workshop on Knowledge Retention Strategies and Skills for Knowledge WorkersWorkshop on Knowledge Retention Strategies and Skills for Knowledge Workers
Workshop on Knowledge Retention Strategies and Skills for Knowledge Workers
2016
 
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONKNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
IAEME Publication
 
Chunking
ChunkingChunking
Chunking
Lauren Mendoza
 
Municipal GIS Capability Maturity Model Questionnaire
Municipal GIS Capability Maturity Model QuestionnaireMunicipal GIS Capability Maturity Model Questionnaire
Municipal GIS Capability Maturity Model Questionnaire
Greg Babinski
 
Building Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C MohantaBuilding Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsSymposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
PMI-Montréal
 
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
Hiba shaikh & Varda shaikh
 
Orange in the applications ecosystem
Orange in the applications ecosystemOrange in the applications ecosystem
Orange in the applications ecosystem
Orange Dev
 
Institutional IT Security
Institutional IT SecurityInstitutional IT Security
Institutional IT Security
CRISIL Limited
 
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting ServicesCase 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
Aya Wan Idris
 

Viewers also liked (20)

Questionnaire in knowledge management
Questionnaire in knowledge managementQuestionnaire in knowledge management
Questionnaire in knowledge management
 
Top 10 knowledge management officer interview questions and answers
Top 10 knowledge management officer interview questions and answersTop 10 knowledge management officer interview questions and answers
Top 10 knowledge management officer interview questions and answers
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
 
Questionnaire
QuestionnaireQuestionnaire
Questionnaire
 
Introduction to Knowledge Management
Introduction to Knowledge ManagementIntroduction to Knowledge Management
Introduction to Knowledge Management
 
3P's: People, Process, Product
3P's: People, Process, Product3P's: People, Process, Product
3P's: People, Process, Product
 
Impact of knowledge management processes on organizational performance
Impact of knowledge management processes on organizational performanceImpact of knowledge management processes on organizational performance
Impact of knowledge management processes on organizational performance
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overview
 
Knowledge Management Presentation
Knowledge Management PresentationKnowledge Management Presentation
Knowledge Management Presentation
 
Workshop on Knowledge Retention Strategies and Skills for Knowledge Workers
Workshop on Knowledge Retention Strategies and Skills for Knowledge WorkersWorkshop on Knowledge Retention Strategies and Skills for Knowledge Workers
Workshop on Knowledge Retention Strategies and Skills for Knowledge Workers
 
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONKNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATION
 
Chunking
ChunkingChunking
Chunking
 
Municipal GIS Capability Maturity Model Questionnaire
Municipal GIS Capability Maturity Model QuestionnaireMunicipal GIS Capability Maturity Model Questionnaire
Municipal GIS Capability Maturity Model Questionnaire
 
Building Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C MohantaBuilding Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C Mohanta
 
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsSymposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three Kinds
 
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
SELECT AN ORGANIZATION & GET THEIR FEEDBACK ON HOW MUCH THEY ARE AWARE OF KM,...
 
Orange in the applications ecosystem
Orange in the applications ecosystemOrange in the applications ecosystem
Orange in the applications ecosystem
 
Institutional IT Security
Institutional IT SecurityInstitutional IT Security
Institutional IT Security
 
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting ServicesCase 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
Case 5.3 - Knowledge Management and Collaboration at Tata Consulting Services
 

Similar to Knowledge management assessmenton People, Processes, Products and Organisational Performance

Business Excellence
Business ExcellenceBusiness Excellence
Business Excellence
Anjoum .
 
Business Excellence
Business ExcellenceBusiness Excellence
Business Excellence
Anjoum .
 
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent ManagementInstitutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent Management
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Understanding Business Excellence
Understanding Business ExcellenceUnderstanding Business Excellence
Understanding Business Excellence
Seta Wicaksana
 
Reemi,
Reemi, Reemi,
Reemi,
Reemi Maurya
 
Performance Management and Personal Development Plans
Performance Management and Personal Development PlansPerformance Management and Personal Development Plans
Performance Management and Personal Development Plans
MIT
 
Organizational maturity model pcmm
Organizational maturity model pcmmOrganizational maturity model pcmm
Organizational maturity model pcmm
Daniel Oskooei
 
Hrm
HrmHrm
Efqm. excellence model and knowledge management implications
Efqm. excellence model and knowledge management implicationsEfqm. excellence model and knowledge management implications
Efqm. excellence model and knowledge management implications
Richard Huaman Durand
 
Definition of performance management
Definition of performance managementDefinition of performance management
Definition of performance management
Nitesh Verma
 
Human Resources Management
Human Resources ManagementHuman Resources Management
Human Resources Management
parth06
 
Improve business practice
Improve business practiceImprove business practice
Improve business practice
Jaleto Sunkemo
 
Unlocking the Power of Performance Appraisal Evaluation.pdf
Unlocking the Power of Performance Appraisal Evaluation.pdfUnlocking the Power of Performance Appraisal Evaluation.pdf
Unlocking the Power of Performance Appraisal Evaluation.pdf
CirurgiaPlasticaReci
 
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
Qandle
 
TraresJordanK_M7_A3
TraresJordanK_M7_A3TraresJordanK_M7_A3
TraresJordanK_M7_A3
Kimberly Jordan
 
PPT.pdf
PPT.pdfPPT.pdf
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
pratik negi
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
pratik negi
 
Stategic human resource management
Stategic human resource managementStategic human resource management
Stategic human resource management
POOJA UDAYAN
 
Enterprise performance-management
Enterprise performance-managementEnterprise performance-management
Enterprise performance-management
Omair Mustafa
 

Similar to Knowledge management assessmenton People, Processes, Products and Organisational Performance (20)

Business Excellence
Business ExcellenceBusiness Excellence
Business Excellence
 
Business Excellence
Business ExcellenceBusiness Excellence
Business Excellence
 
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent ManagementInstitutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent Management
 
Understanding Business Excellence
Understanding Business ExcellenceUnderstanding Business Excellence
Understanding Business Excellence
 
Reemi,
Reemi, Reemi,
Reemi,
 
Performance Management and Personal Development Plans
Performance Management and Personal Development PlansPerformance Management and Personal Development Plans
Performance Management and Personal Development Plans
 
Organizational maturity model pcmm
Organizational maturity model pcmmOrganizational maturity model pcmm
Organizational maturity model pcmm
 
Hrm
HrmHrm
Hrm
 
Efqm. excellence model and knowledge management implications
Efqm. excellence model and knowledge management implicationsEfqm. excellence model and knowledge management implications
Efqm. excellence model and knowledge management implications
 
Definition of performance management
Definition of performance managementDefinition of performance management
Definition of performance management
 
Human Resources Management
Human Resources ManagementHuman Resources Management
Human Resources Management
 
Improve business practice
Improve business practiceImprove business practice
Improve business practice
 
Unlocking the Power of Performance Appraisal Evaluation.pdf
Unlocking the Power of Performance Appraisal Evaluation.pdfUnlocking the Power of Performance Appraisal Evaluation.pdf
Unlocking the Power of Performance Appraisal Evaluation.pdf
 
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...
 
TraresJordanK_M7_A3
TraresJordanK_M7_A3TraresJordanK_M7_A3
TraresJordanK_M7_A3
 
PPT.pdf
PPT.pdfPPT.pdf
PPT.pdf
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
 
Stategic human resource management
Stategic human resource managementStategic human resource management
Stategic human resource management
 
Enterprise performance-management
Enterprise performance-managementEnterprise performance-management
Enterprise performance-management
 

More from Al-Qurmoshi Institute of Business Management, Hyderabad

Seniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C MohantaSeniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Person Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C MohantaPerson Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C MohantaLinking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C MohantaIncentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Establishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C MohantaEstablishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
System of compensating
System of compensatingSystem of compensating
Role of compensation in organisation
Role of compensation in organisationRole of compensation in organisation
Role of compensation in organisation
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Non financial compensation system
Non financial compensation systemNon financial compensation system
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Concept of reward and total reward system
Concept of reward and total reward systemConcept of reward and total reward system
Concept of reward and total reward system
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Concept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation contextConcept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation context
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Compensation for Indian Central Government Employees
Compensation for Indian Central Government EmployeesCompensation for Indian Central Government Employees
Compensation for Indian Central Government Employees
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Compensation dimensions
Compensation dimensionsCompensation dimensions
3 p compensation concept
3 p compensation concept3 p compensation concept
Building market competitive compensation system
Building market competitive compensation systemBuilding market competitive compensation system
Building market competitive compensation system
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans
Al-Qurmoshi Institute of Business Management, Hyderabad
 

More from Al-Qurmoshi Institute of Business Management, Hyderabad (20)

Seniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C MohantaSeniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C Mohanta
 
Person Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C MohantaPerson Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C Mohanta
 
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C MohantaLinking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
 
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C MohantaIncentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C Mohanta
 
Establishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C MohantaEstablishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C Mohanta
 
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
 
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
 
System of compensating
System of compensatingSystem of compensating
System of compensating
 
Role of compensation in organisation
Role of compensation in organisationRole of compensation in organisation
Role of compensation in organisation
 
Non financial compensation system
Non financial compensation systemNon financial compensation system
Non financial compensation system
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
 
Concept of reward and total reward system
Concept of reward and total reward systemConcept of reward and total reward system
Concept of reward and total reward system
 
Concept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation contextConcept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation context
 
Compensation for Indian Central Government Employees
Compensation for Indian Central Government EmployeesCompensation for Indian Central Government Employees
Compensation for Indian Central Government Employees
 
Compensation dimensions
Compensation dimensionsCompensation dimensions
Compensation dimensions
 
3 p compensation concept
3 p compensation concept3 p compensation concept
3 p compensation concept
 
Building market competitive compensation system
Building market competitive compensation systemBuilding market competitive compensation system
Building market competitive compensation system
 
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
 
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
 
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans
 

Recently uploaded

Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Satta Matka Dpboss Kalyan Matka Results
 
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdfPDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
HajeJanKamps
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
hello960827
 
Efficient PHP Development Solutions for Dynamic Web Applications
Efficient PHP Development Solutions for Dynamic Web ApplicationsEfficient PHP Development Solutions for Dynamic Web Applications
Efficient PHP Development Solutions for Dynamic Web Applications
Harwinder Singh
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
➑➌➋➑➒➎➑➑➊➍
 
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
IPLTech Electric
 
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
ISONIKELtd
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: IntroductionEnhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
Cor Verdouw
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
msthrill
 
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
taqyea
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
pavelborek
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip
 

Recently uploaded (20)

Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
 
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdfPDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
PDT 99 - $3.5M - Seed - Feel Therapeutics.pdf
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
 
Efficient PHP Development Solutions for Dynamic Web Applications
Efficient PHP Development Solutions for Dynamic Web ApplicationsEfficient PHP Development Solutions for Dynamic Web Applications
Efficient PHP Development Solutions for Dynamic Web Applications
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
 
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
 
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: IntroductionEnhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
 
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
 

Knowledge management assessmenton People, Processes, Products and Organisational Performance

  • 1. Knowledge Management Assessment of an Organisation - Importance, Types and Timing By Dr. G C Mohanta, Professor, Al-Qurmoshi Institute of Business Management, Hyderabad, India The Knowledge Management Assessment is a systematic analysis of the organization's current knowledge management capabilities. It assesses the current performance against world-class practice and identifies critical areas for applying knowledge management. The Knowledge Management Assessment provides a diagnosis of the current practices and a benchmark for improvement. Importance of KM assessment Through Knowledge Management Assessment, one can achieve the following benefits:  identification of areas where KM initiatives should be focused  a better understanding of the scope of a successful knowledge initiative  insights into world-class knowledge management practice  identification of the existing activities that are good exemplars of KM practice  an independent evaluation of the capability and quality of the existing KM activities  identification of opportunities to exploit organizational knowledge  a clear indication of areas needing management attention. Timing of KM Assessment KM assessment can be done:  at the start of a knowledge initiative e.g. following the creation of a knowledge team or teams  following a corporate restructuring or strategic review  after an initial phase of knowledge management activities where the benefits anticipated have not materialized  during the integration phase of a merger or joint venture, where an overview of relevant capabilities is required  for an annual independent review of an existing knowledge programme Types of KM Assessment The following are the two types of KM assessment: (i) Qualitative KM assessments and (ii) Quantitative assessments Qualitative KM assessments aim to develop a basic understanding of whether the KM efforts are working.
  • 2. Quantitative assessments of KM produce specific numerical scores indicating how well an organization, an organizational subunit, or an individual is performing with respect to KM. How KM Assessment Is Done For KM Assessment of an organisation, KM Assessment tool is used. KM Assessment tool is a survey questionnaire designed to help organizations conduct an initial and rapid assessment of its readiness for Knowledge Management (KM). The assessment is carried out in the beginning of the KM program. Before starting on the KM journey, the organization needs to know its strengths and opportunities for improvements. The organization can then focus on its KM programs to address the gaps identified through the assessment. The KM Assessment Tool is based on the KM Framework as shown in Figure below. The questions in the tools are based on seven of the elements in the Framework.
  • 3. Figure: KM Framework The starting point of the KM Framework is the understanding of the organizational vision, mission, business goals, and strategic directions. These help the organization to identify and analyze core competencies and capabilities that it has and need to develop. The four accelerators (people, processes, technology, leadership) can help the organization understand to what extent these drivers and enablers are prevalent in the organization, enabling a successful KM implementation. The five core knowledge processes (identify, create, store, share, apply) provide an initial assessment of existing practices related to KM that can be leveraged on during implementation. Organizations, sometimes, can already be practicing KM without realizing it. The outcomes of KM efforts measure the effectiveness of the knowledge processes supported by the critical success factors (accelerators, vision, and mission). The outcomes must be able to demonstrate enhancement of learning and innovation that build individual, team, organizational, and societal capabilities and, ultimately, lead to improvements in the quality of products and services, productivity, profitability, and growth. There are seven audit categories in the KM Assessment Tool based on the key elements of the Framework: 1. KM Leadership This category evaluates the organization’s leadership capability to respond to the challenges of a knowledge-based economy. The KM leadership is assessed in terms of KM policies and strategies that are in place within the organization. The leadership is also assessed in terms of efforts to initiate, guide, and sustain KM practices in the organization. 2. Process The process category assesses how knowledge is used in managing, implementing, and improving the organization’s key work processes. It also assesses the extent to which the organization continually evaluates and improves its work processes to achieve better performance. 3. People In the people category, the organization’s ability to create and sustain an organizational knowledge-driven and learning culture is assessed. The organization’s effort to encourage knowledge sharing and collaboration is evaluated. The development of knowledge workers is also assessed. 4. Technology The technology category reviews the organization’s ability to develop and deliver knowledge- based solutions, such as collaborative tools and content management systems. The reliability and accessibility of these tools are also assessed. 5. Knowledge Processes
  • 4. The organization’s ability to identify, create, store, share, and apply knowledge systematically is evaluated. Sharing of best practices and lessons learned to minimize reinventing of the wheel and work duplications is also assessed. 6. Learning and Innovation This category determines the organization’s ability to encourage, support, and strengthen learning and innovation via systematic knowledge processes. Management’s efforts to inculcate values of learning and innovation and provide incentives for knowledge sharing are also assessed. 7. KM Out comes The KM outcomes category measures the organization’s ability to enhance value to customers through new and improved products and services. The organization’s ability to increase productivity, quality, and profitability, and sustain growth through the effective use of resources and as a result of learning and innovation is evaluated. There are a total of 42 questions covering the seven audit categories with a maximum score of 210 points. Each category has a maximum score of 30 points. Each of the questions can be rated from 1 (Doing poorly, or none at all) to 5 (Doing very well). Importance of KM Assessment The KM Assessment Tool provides a means to identify areas the organization should focus its KM initiatives. The assessment results highlight the organization’s strengths and areas for improvement. Specifically, the objectives of the KM Assessment Tool are to: □ Determine if KM is already being practiced in the organization and to what degree it is being applied; □ Determine if the organization has the right conditions for building and sustaining systematic KM processes; and □ Identify the organization’s strengths and opportunities for improvement in managing knowledge. How is This Tool Used? The assessment questionnaire is to be answered by 70%–80% of employees in the organization, covering all levels and all departments. Respondents should be in employment with the organization for at least 6 months. This is to ensure that respondents are familiar with the organization and thus are able to answer most of the questions in the questionnaire. The average score for each category is then tabulated and presented in the form of a radar chart. Radar Chart of KM Assessment shows the actual scores obtained for each category versus the maximum score for that category. The scores show categories that are healthy and those that require improvements. Based on the assessment results, the areas of strengths and opportunities for improvement are identified. The opportunities for improvement highlight the areas where the KM initiatives should focus. The chart shows the actual scores obtained for each category versus the maximum score for that
  • 5. category. The scores show categories that are healthy and those that require improvements. Based on the assessment results, the areas of strengths and opportunities for improvement are identified. The opportunities for improvement highlight the areas where the KM initiatives should focus.