Konsep, Model dan Pengembangan Knowledge Management dan E-Learning di Perusahaan
This document discusses concepts, models, and development of knowledge management and e-learning in companies. It begins with an introduction to the speaker and their background. It then covers topics such as the role of human capital and human resource management, knowledge management processes, learning organizations, and linking knowledge management and e-learning to corporate strategies. Examples of knowledge management initiatives at various companies are also provided.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
The higher education ministry of Malaysia has set forth new initiatives as part of its effort to cultivate holistic, entrepreneurial and balanced graduates to be globally competitive and meet the needs of Industry 4.0. Minister Datuk Seri Idris Jusoh said that the ministry has introduced a range of initiatives such as the integrated cumulative grade point average (iCGPA), in addition to its existing academic-driven CGPA system, the 2u2i Programme and CEO@Faculty Programme, to address the challenges and critical needs of Industry 4.0.
Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting ...Cognizant
A centralized, learner-centric architecture -- based on a strategically-driven technology roadmap -- encompasses the functions, processes, methodologies, systems and tools necessary to provide knowledge when and where needed.
Education4.0 - How Industry 4.0 is going to change the Education SystemWg Cdr Jayesh C S PAI
Education 4.0 is Empowering education to produce innovation. Students will work in peer-to-peer networks or organizations which are open and structurally liquid. They will be hired (and laid off) on demand or work as free agents. They will have to compete for employment on a global market. New skills and competencies will become more important such as non linear thinking, social and intercultural skills, self-management and self-competence. Universities would have to re-calibrate their strategies across all the levers for Edn to remain relevant in the age of Industry 4.0.
Teknologi telah berkembang. Cara kita bekerja, bermain bahkan belajar telah berubah. Begitupun mahasiswa di era industri 4.0 pada abad 21 ini. BERUBAH. IPK 4,2 saja tidaklah cukup. Harus memiliki soft skills yang dipentingkan di abad 21.
Industry 4.0 is changing the Landscape of how we live in this world. And Education is undergoing a Paradigm change to keep up with the changing times. What should India do to change its education system is explained through examples.
Knowledge Temple: A Collaborative Knowledge Sharing Technique for Agile Softw...CSCJournals
In today's economy, enterprises require knowledge more than ever before. Employees are being classified based on their skill set and experience, where the tacit knowledge of individuals is a key factor. The effect of knowledge hunger can be easily seen in agile software development teams. To sustain the quality permanence of software development, it is essential to transform individuals' tacit knowledge to core organizational knowledge. To achieve this goal, every software development process utilizes different knowledge sharing and creation approaches. In this paper, a proposed technique, Knowledge Temple, is introduced as a feasible improvement to well-known knowledge sharing challenges for small agile software development teams. It is a hybrid technique, incorporating knowledge sharing and building models, such as cognitive apprenticeship, on-the-job-training, solo programming, pair programming, parallel peer programming, pair rotation, and knowledge repository creation. The proposed technique has been evaluated in the Innovation in Computing Research (iCORE) at Texas A&M University-Corpus Christi. Experimental results show that this hierarchical approach provides an iterative and incremental solution to sharing and creating knowledge in a collaborative and cooperative fashion.
this presentation discusses the role of the Chief Informatin Officer in Higher Education. This was presented at the 2006 Teaching & Learning Conference.
Learning for digital natives by Lukas Ritzel, SwitzerlandLukas Ritzel
Talk at 4th GERA conference at Khalsa College of Education, Amritsar in November, 2015 on the theme "EDUCATION: WITHIN AND BEYOND THE CLASSROOM" by Honorary Member - 1 Lukas O Ritzel, Accenture, Guest Professor with HWZ, Grenoble Graduate School of Business, Harvard, Speaker TEDx, Lucerne http://thegera.in/
With help of some 3 brightest young India professionals which I am proud to know and call friends > Shweta, Gautam & Kaushal
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
The higher education ministry of Malaysia has set forth new initiatives as part of its effort to cultivate holistic, entrepreneurial and balanced graduates to be globally competitive and meet the needs of Industry 4.0. Minister Datuk Seri Idris Jusoh said that the ministry has introduced a range of initiatives such as the integrated cumulative grade point average (iCGPA), in addition to its existing academic-driven CGPA system, the 2u2i Programme and CEO@Faculty Programme, to address the challenges and critical needs of Industry 4.0.
Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting ...Cognizant
A centralized, learner-centric architecture -- based on a strategically-driven technology roadmap -- encompasses the functions, processes, methodologies, systems and tools necessary to provide knowledge when and where needed.
Education4.0 - How Industry 4.0 is going to change the Education SystemWg Cdr Jayesh C S PAI
Education 4.0 is Empowering education to produce innovation. Students will work in peer-to-peer networks or organizations which are open and structurally liquid. They will be hired (and laid off) on demand or work as free agents. They will have to compete for employment on a global market. New skills and competencies will become more important such as non linear thinking, social and intercultural skills, self-management and self-competence. Universities would have to re-calibrate their strategies across all the levers for Edn to remain relevant in the age of Industry 4.0.
Teknologi telah berkembang. Cara kita bekerja, bermain bahkan belajar telah berubah. Begitupun mahasiswa di era industri 4.0 pada abad 21 ini. BERUBAH. IPK 4,2 saja tidaklah cukup. Harus memiliki soft skills yang dipentingkan di abad 21.
Industry 4.0 is changing the Landscape of how we live in this world. And Education is undergoing a Paradigm change to keep up with the changing times. What should India do to change its education system is explained through examples.
Knowledge Temple: A Collaborative Knowledge Sharing Technique for Agile Softw...CSCJournals
In today's economy, enterprises require knowledge more than ever before. Employees are being classified based on their skill set and experience, where the tacit knowledge of individuals is a key factor. The effect of knowledge hunger can be easily seen in agile software development teams. To sustain the quality permanence of software development, it is essential to transform individuals' tacit knowledge to core organizational knowledge. To achieve this goal, every software development process utilizes different knowledge sharing and creation approaches. In this paper, a proposed technique, Knowledge Temple, is introduced as a feasible improvement to well-known knowledge sharing challenges for small agile software development teams. It is a hybrid technique, incorporating knowledge sharing and building models, such as cognitive apprenticeship, on-the-job-training, solo programming, pair programming, parallel peer programming, pair rotation, and knowledge repository creation. The proposed technique has been evaluated in the Innovation in Computing Research (iCORE) at Texas A&M University-Corpus Christi. Experimental results show that this hierarchical approach provides an iterative and incremental solution to sharing and creating knowledge in a collaborative and cooperative fashion.
this presentation discusses the role of the Chief Informatin Officer in Higher Education. This was presented at the 2006 Teaching & Learning Conference.
Learning for digital natives by Lukas Ritzel, SwitzerlandLukas Ritzel
Talk at 4th GERA conference at Khalsa College of Education, Amritsar in November, 2015 on the theme "EDUCATION: WITHIN AND BEYOND THE CLASSROOM" by Honorary Member - 1 Lukas O Ritzel, Accenture, Guest Professor with HWZ, Grenoble Graduate School of Business, Harvard, Speaker TEDx, Lucerne http://thegera.in/
With help of some 3 brightest young India professionals which I am proud to know and call friends > Shweta, Gautam & Kaushal
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
Climate change e-learning tool - from Mercy CorpsNIDOS
This e-learning course is an introduction to climate change and why it is an important issue in the work of international development organisations such as Mercy Corps. It takes approximately 30-40 minutes to complete.
Cegos training and development survey 2015Cegos UK
The Cegos Observatory conducted this study between April and May 2015, with 2,500 employees (who had all been involved in training courses) and 600 HRDs-Training Managers (all working in private-sector companies with over 50 employees).
In each of the 5 countries, France, Germany, United Kingdom, Spain and Italy, 500 employees and 120 HRDs-Training Managers responded to the survey.
How To Help Leaders Effectively Manage Today’s Human CapitalClearCompany
What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals.
One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance.
Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity.
The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave.
If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent.
Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations.
Here’s a quick look at some of the key findings:
The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits.
Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance.
Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit.
Talent: Respondents are split as to whether the best talent comes from internal or external sources.
Productivity: Just 44% say productivity is on the rise.
Training tentang mengembangkan sistem dan melakukan improve terhadap human capital system di organisasinya dan mengembangkan program human capital di organisasinya
A case study on an Effective Elearning framework Model is presented.
By making the Elearning web site interactive ,Faculty-Student interaction can be made more effective. By using Web Analytics,the browsing behavior of users to the Elearning web site can be captured and the web content can be changed according to the needs of the users.
Dokumen ini adalah opini dari APK Foundation yang disampaikan oleh Aulia Prima Kurniawan saat Workshop Implementasi Kurikulum 2013 di Universitas Negeri Jakarta (UNJ), 4 September 2013 lalu.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
EMPLOYEES CHARACTERISTICS IN KNOWLEDGE TRANSFER AND PERFORMANCEcsandit
While most studies are concerned with the industry, but for non-profit organizations has not
received much attention. Various have highlighted knowledge transfer (KT) for creates value,
however an obstacle from the perspective among employees still exists. The main problem is
still difficult because employees will not share their knowledge. This study investigated factors
and develop that influence KT among employees of non-profit organizations in Indonesia. The
survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and
smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft
reward, and personality of employees motivation are factors which influencing the KT
behaviour. Finally, the findings were discussed.
This presentation from Joe Hilger, Founder and COO of Enterprise Knowledge was presented at the KM Showcase 2020 in Arlington, VA on March 5th. The presentation addresses why knowledge management is the foundation for successful artificial intelligence. Hilger provides reasoning and examples for why taxonomy, content strategy, governance, and KM leadership are foundational requirements for organization's pursuing recommender systems, chat bots, and much more. Lastly, he defines Knowledge Artificial Intelligence and provides a brief overview of knowledge graphs.
Artificial Intelligence & Business Application.pptxShamraoGhodake2
*Artificial Intelligence- Introduction, use of Artificial Intelligence in Management
Machine Learning.
*Knowledge Management: Concept
*KM Strategies – Architecture and Tools – KM Practices.
*Components and Type of Knowledge , Knowledge Building Models
*KM Cycle & KM architecture, KM tools, KM approaches
*VUCA: Introduction to Volatility, Uncertainty, Complexity,
*Ambiguity (VUCA) –Significance – Challenges in Business - digitalization, globalization, and social inclusion,
*Quantum Computing, Big Data, 5G Ecosystem and its Impact,
*Virtual reality (VR) and augmented reality (AR).
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
Pengembangan SDM Pertanian Berbasis TIK Dalam Rangka Mengantisipasi MEA (Masy...Djadja Sardjana
SDM Pertanian telah berperan aktif dalam berbagai peningkatan perekonomian dalam sebuah negara, tidak hanya di Indonesia, akan tetapi juga di negara-negara sedang berkembang.
Berbagai permasalahan sering muncul baik dari luar maupun dari dalam SDM Pertanian itu sendiri. Salah satu masalah internal adalah keterbatasan penguasaan pengetahuan.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
Peningkatan Kemampuan Mahasiswa Muslim Dalam Menghadapi Era GlobalisasiDjadja Sardjana
Globalisasi ==> Sebuah era yang tidak
dapat dihindari:
- Semua bangsa sedang bersaing
untuk menjadi yang terdepan
dalam era persaingan.
- Setiap bangsa dituntut untuk
memiliki daya saing yang tinggi
- Ditandai kemampuan SDM yang andal,
penguasaan pengetahuan yang tinggi,
dan penguasaan perekonomian global
TechnoEduPreneur 30 Mei 2013 Higher Education 21st Century Learning Djadja Sardjana
Future Paradigms in the Education:
- Strong impact of the birth of globalization will result in a change in management strategy of education and training
- For that requires knowledge of education and learning methods are new
- The structure of skills and knowledge to support changing lifelong learning and continuous learning that serves to prepare peoples to meet the demands or institution interests
Seminar TechnoEduPreneur 1 Juni 2013: "Tantangan dan Kesempatan Yang Kita Had...Djadja Sardjana
Untuk dapat bersaing dan cepatnya perkembangan teknologi serta perubahan life style, dibutuhkan tenaga kerja yang berkompeten.
Masalah utama pengangguran ditingkat sarjana atau lulusan perguruan tinggi:
- Rendahnya mahasiswa yang berminat membuka usaha dan mampu menciptakan lapangan pekerjaan.
- Peranan dunia industri/usaha dan UKM dalam melakukan kolaborasi dengan perguruan tinggi masih belum optimal.
- Pengelolaan bisnis UKM masih lemah.
Ethics:
Is the consensusally accepted standards of behavior for an occupation, trade, or profession
Morality:
Is the precepts of personal behavior based on religious or philosophical grounds
.
Law:
- Formal codes that permit or forbid certain behavior
- May of may not enforce Ethics or morality
Code of Ethics:
Specifies how an organization expects its employees to behave while on the job
Basic Concept of Strategy & Strategic Management Djadja Sardjana
“If you don’t know where you are going, any road will take you there.”~The Qur’an
“Management’s job is not to see the company as it is . . . but as it can become.”~John W. Teets
Manajemen Stratejik dan Manajemen Mutu Terpadu Bapinger UniversityDjadja Sardjana
Sesuai dengan tugas pokok dan fungsi, serta wewenang yang dimiliki, BAPINGER UNIVERSITY telah menyusun rencana strategis yang berorientasi pada hasil yang ingin dicapai selama kurun waktu 5 (lima) tahun yaitu tahun 2011 sampai tahun 2015. Rencana Strategis tersebut disusun dengan memperhitungkan potensi
yang dimiliki universitas, kelemahan yang masih dihadapi, tantangan dan peluang yang mungkin timbul. Dokumen ini menguraikan Rencana Strategis yang mencakup visi, misi, tujuan, sasaran serta cara pencapaian tujuan dan sasaran tersebut.
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
Kebijakan Pembelajaran Dengan e-Learning di Lembaga PendidikanDjadja Sardjana
Kebijakan Pengembangan Lembaga Pendidikan:
1. Kebijakan antara Lembaga Pendidikan, masyarakat dan pemerintah didasarkan kepada suatu keinginan proses peningkatan kualitas pendidikan dengan sumber daya yang ada.
2. Lembaga Pendidikan menangkap esensi kebijakan makro pendidikan untuk kemudian melalui proses perencanaan, harus merumuskannya ke dalam kebijakan mikro dalam bentuk program-program prioritas sesuai visi dan misinya
3. Lembaga Pendidikan menjadi mandiri tetapi masih dalam kerangka acuan kebijakan nasional yang memadai, memiliki tanggung jawab terhadap pengembangan sumber daya yang dimilikinya sesuai dengan kebutuhan belajar siswa dan masyarakat.
>>Penerapan Pembelajaran Dengan Media Baru tidak hanya menambahkan sesuatu, tetapi mengubah segalanya. Sistem baru biasanya melawan sistem yang sudah ada. Hal ini bersaing dengan waktu, uang, perhatian, prestise, dan pandangan dunia pendidikan<<
ICBEM2012: Knowledge Management for Small and Medium Enterprises to Win the C...Djadja Sardjana
Small medium enterprises (SMEs ) has been an active part in various improvements in the economy in a country. Globalization is an era that is inevitable. Today, all nations are competing to be the leader in the era of competition. One way is to create competitiveness through the implementation of Knowledge Management in SMEs . To go on such a needed institution building measures approach towards SMEs to understand the problems of the mastery of knowledge to businesses, especially those related to knowledge management efforts.
Management Creativity and Its Form: Lecture on Corporate CreativityDjadja Sardjana
The concept of creativity has been around long before management speak in many disciplines (the term has16th century etymological origins). For example:
# In Mathematics – as the art of making useful combinations from an almost infinite number of possible useless combinations
# In Philosophy – especially connected with serendipity (which is
not pure luck or chance) but results from identifying 'matching
In Philosophy – especially connected with serendipity (which is not pure luck or chance) but results from identifying 'matching pairs' of events that are subsequently put to practical use.
Baudrillard uses the analogy of the billiard game – playing off the cushion – to characterise the rebounding and richocheting nature of actions and ideas.
# Business examples of such a process can be found under the topic “innovation” and include the invention of the Swatch (new combinations or “pairings” of technologies developed in other
industries).
Process of Creative Regeneration: Lecture on Corporate CreativityDjadja Sardjana
Process of Creative Regeneration:
Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
The Creative Manager: Lecture on Corporate CreativityDjadja Sardjana
Frontline workers see a great many problems and opportunities that their managers don’t. Today, most leaders either don’t realize the full power of employee ideas or have never learned power of employee ideas or have never learned
how to tap them effectively. To be truly excellent, innovative, lean or effective at execution, you have to be able to capture and implement large numbers of employee
ideas.
ACFTA Trickle Down Effect: ICT Education Roles on Human Resources Readiness...Djadja Sardjana
• The knowledge-driven economy continues to be
characterized by a rapidly changing and pervasive characterized by a rapidly changing and pervasive
information infrastructure.
• The Internet and its accompanying applications # e-
Business platforms, interactive experiences with new forms of content, sophisticated consumer devices, leading-edge information technology # are all elements of the digital economy.
==> Heavily supported by prominent
ICT Education Institution
Karakteristik online learner pendidikan tinggi dan implikasi pedagogis-nyaDjadja Sardjana
Karakteristik Pembelajar Online (Online Learner) dewasa ini sangat berbeda dengan karakteristik pembelajar pada sistem pendidikan jarak jauh klasik. Pembelajar jarak jauh
dengan memanfaatkan jasa teknologi internet lebih memanfaatkan jaringan komunikasi sosial
(social collaborative network for learning). Pembelajar Online (Online Learner), yang
merupakan karakteristik pembelajar abad 21 juga harus memiliki beberapa keterampilan
diantaranya keterampilan komunikasi sosial, keterampilan dialogis, keterampilan evaluasi diri
maupun kelompok, dan keterampilan refleksi.
Pembiayaan pendidikan dilihat dari manfaat tangible dan intangibleDjadja Sardjana
Secara umum pembiayaan pendidikan adalah sebuah kompleksitas, yang didalamnya akan terdapat saling keterkaitan pada setiap komponen, yang memiliki rentang yang bersifat mikro (satuan pendidikan) hingga yang makro (nasional), yang meliputi sumber-sumber pembiayaan pendidikan, sistem dan mekanisme pengalokasiannya, efektivitas dan efisiensi dalam penggunaannya, akutabilitas hasilnya yang diukur dari perubahan-perubahan yang terjadi pada semua tataran, khususnya sekolah, dan permasalahan-permasalahan yang masih terkait dengan pembiayaan pendidikan
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Konsep, Model dan Pengembangan Knowledge Management & e-Learning di Perusahaan
1. Konsep, Model dan Pengembangan
Knowledge Management
dan E-Learning di Perusahaan
Djadja.Sardjana, S.T., M.M.
Djadja@comlabs.itb.ac.id
www.facebook.com/djadja,
www.slideshare.net/djadja
Enabling the
Knowledge Powered
Enterprise-2m40
21-Aug-14 1
Human Capital, e-Learning & Knowledge
Management
2. About me
2
EDUCATION
Indonesia Education University (www.upi.ac.id)
2011 expected
Doctoral Candidate, Majoring on Education Management
with concentration on Knowledge Management & e-Learning
Telkom Management Institute (www.imtelkom.ac.id)
MBA on Telecommunication Business (Biztel), Cum Laude Graduate
with Theses “Role of Grameen Stakeholder at Bangladesh on Strategic Management”
National Technology Institute (www.itenas.ac.id)
May 30, 1990
Bachelor on Telecommunication Engineering, with Theses “Simulation of Automatic Direction Finder on Airplane”
EXPERIENCE
Council Member | Gerson Lehrman Group
May 2009 - Now
DIVISION HEAD | SAMPOERNA TELEKOMUNIKASI INDONESIA
May 2008 – April 2009
SENIOR MANAGER | MOTOROLA, INC.
November 2002 – April 2008
SENIOR MANAGER | MWEB, INC.
June 2001 – October 2002
IT MANAGER | Ariawest International
January 1997- May 2001
SUPERVISOR, CTS | AT&T/Lucent Technologies Indonesia
JUNE 1994 – JANUARY 1997
Lecturer| Sekolah Tinggi Telekomunikasi Telkom (STTTelkom)
February 1991 – May 199421-Aug-14
Human Capital, e-Learning & Knowledge
Management
3. HUMAN CAPITAL & ROLE OF HRM
Djadja.Sardjana, S.T., M.M.
Djadja@comlabs.itb.ac.id
www.facebook.com/djadja,
www.slideshare.net/djadja
21-Aug-14
Human Capital, e-Learning & Knowledge
Management
3
Never Stop
Learning-3m45
5. Humancapital
concept
Human capital is the knowledge,
skills, abilities, and experience
unique to an individual employee.
21-Aug-14 5
Human Capital, e-Learning & Knowledge
Management
f
o
r
m
s
a unique resource that distinguishes it
from other organizational resources and
provides the basis for other forms of
competitive advantage.
6. Human capital consists of:
Motor skills
Information gathering skills
Information-processing skills
Communication skills
Social skills
Experiences
Knowledge
Values, beliefs, and attitudes
21-Aug-14 6
Human Capital, e-Learning & Knowledge
Management
7. A NEW IMPERATIVE FOR HRM
• BUILD STRATEGIC
CAPABILITY
• EXPAND ITS BOUNDARIES
• MANAGE NEW ROLES
21-Aug-14 7
Human Capital, e-Learning & Knowledge
Management
8. BUILD STRATEGIC CAPABILITY
Strategic capability is the capacity to create value based
on the intangible assets of the firm. It will make the
difference in which firms succeed and which fail.
21-Aug-14 8
Human Capital, e-Learning & Knowledge
Management
Human Capital is the
know-how, skills, and
capabilities of
individuals in an
organization.
Technical skills,
innovativeness,
leadership
competencies.
Cellular structures,
information systems,
organizational cultural,
dec making processes.
Trust, consumer loyalty, co-
production activities, and
licensing agrrement.
Structural Capital is
organizational
architecture and
managerial processes
that enable HC to create
market value.
Relationship Capital is the
interpersonal connections
across members of the
firm and relationships with
others to provide
cooperation/collaboration.
9. • HONESTY
• TRUST
• TRANSPARANCY
• LOYALITY & INTEGRITY
• COMMITMENT
• CONTINUOUS IMPROVEMENT
SPIRIT
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Human Capital, e-Learning & Knowledge
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LEADING
MANAGING
IMPROVING
MOTIVATING
COUNSELING
COACHING
TRAINING
MENTORING
LEARNING
ORGANIZATION
EMPOWERING
HUMAN CAPITAL
C
E
O
E
M
P
L
O
Y
E
E
10. EXPAND BOUNDARIES
Traditional operational focus within the
context of a single organization.
HRM is thought of as an internal
business function.
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Expanding its boundaries beyond the firm to suppliers, distributors,
and customers.
Play new roles to provide superior value for customers and
powerfully leverage strategic resource.
Use their expertise to help their organization influence the behavior
of customers, employees of supplier firms, and individuals in firms
that regulate a firm’s activities.
FROM:
TO GET:
Competitive human resource in
the knowledge economy.
11. New roles for human
resource management
Human
capital
steward
Knowledge
facilitator
Relationship
builder
Rapid
deployment
specialist
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13. Knowledge facilitator
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Current knowledge
Future knowledge
1. Explicit
2. Tacit
TECHNOLOGY
INFORMATION SYSTEM
DECISION MAKING
COMMUNICATION
ORGANIZATIONAL
CULTURE
HUMAN RESOURCE
MANAGEMENT
14. Relationship builder
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Human Capital, e-Learning & Knowledge
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HRM focused on:
having the right people
with the right relationships
in the right place
at the right time
doing the right things right.
•Managing,
•Hiring,
•Training,
•Evaluating,
•Rewarding
employee
Social capital
15. Rapid deployment specialist
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Obtaining the right human talent and ensure
that people are:
in the right place,
at the right time,
able to perform the work that is needed,
and able to achieve the desired outcomes
to rapidly deploy and redeploy human
capital when and where it is needed.
17. Future/strategic focus
Day to day operational focus
process people
Management
of strategic
human
resources
Management of
transformation
and change
Management
of firm
infrastructure
Management
of employee
contribution
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19. Belajar dari pengalaman FedEx (perusahaan
transportasi) yang menetapkan fondasi bisnis
pada: manusia, pelayanan, dan laba.
Terinspirasi oleh pengalaman FedEx di atas,
dapat dikemukakan prinsip dasar MSDM:
1. Memberi jaminan bagi stability of tenure;
2. Jaminan perlakuan yang adil;
3. Promosi (career development);
4. Kebijakan manajemen terbuka
(transparansi);
5. Penelitian, feedback, dan feedforward dalam
tindakan nyata;
6. Pembagian keuntungan yang proporsional.
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21. Learning Organization
“Organization where people continually expand their
capacity to create the result they trully desire, where
new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where
people are continually learning how learn together”
(Senge, 1990)
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22. Learning Organization
• Strategies and initiatives for improving organizational
effectiveness through emphases on developing the
capabilities, capacities and qualities of the staff, and
on approaches based on behaviors and attitudes, as
well as skills, enhancement” (Pettinger, 2002)
• Learning organization can mean an organization which
learns and/or an organization which encourages
learning in its people. It should mean both”
(Robin, 1998)
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23. LEARNING ORGANISATION
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23
KMS &
e-Learning
Link to Corporate
Strategy
BuildingSharing
Culture
Collaborative
Projects
Rewards/
Punishment
24. Structure of Learning organization
Classical Organization Learning Organization
Institutions Routinized; static; maintain
the current organizational
structure
Always in question; fluid;
constantly changing;
innovative
Institutional
Practices
Following directions;
Localized and fragmented
thinking; workers
responsible for own tasks;
managers responsible for
own section; Get the job
done
Explicit and shared mental
modeling; systems thinking;
shared vision; team
learning; dialogue
generatively; personal
mastery; ask: ‘how should
we get the job done?’
Culture All above institutional
practices taken as givens
Principles of the learning
organization routinized to
become unconscious action
Growth and
Change
Static; lack of change Constant and continuous
change
* Adapted from Guthrie(1996)21-Aug-14 24
Human Capital, e-Learning & Knowledge
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25. Five Disciplines
Senge’s (1990) describe five disciplines that enable a
company to become a learning organization
Mental
modeling
Shared
vision
Personal
mastery
Team
learning
System
thinking
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26. Why a Learning Organization
Resource based
perspective: Better
respond the
environment by
dynamic changes.
Keeping up-to-date.
Knowledge based
perspective:
Develop
organizational
memory particularly
firm-specific
knowledge (tacit
knowledge).
Importance of
systems thinking:
Better way to see
wholes and
relationships
between the task
components.
• (Reigeluth, Pershing, &
Park, 1998)
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27. Knowledge Management (KM)
Data: Factual information (measurements or statistics)
Information: Meaningful form of data
Knowledge: Understanding and/or using of information
Knowledge management: A process of creating,
capturing, and using knowledge to enhance
organizational performance (Stacey, 2000)
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28. Knowledge Transformation Process
To
Tacit Knowledge Explicit Knowledge
From
Tacit
Knowledge
Socialization
(Sympathized
Knowledge)
Externalization
(Conceptual
Knowledge)
Explicit
Knowledge
Internalization
(Operational
Knowledge )
Combination
(Systematic
Knowledge)
* Adapted from Nonaka and Konno (1998)
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29. Organization
Target
Value Proposition Approach Technology Results
Chevron Reduce operating
costs
Communities of
Practice (COPs),
facilitate transfer of
Best Practices
Standardized
Microsoft platform,
Plumtree portal
$2 billion reduction
in annual operating
costs
(1991 vs. 1998)
Cap Gemini
Ernst & Young
Faster revenue
growth, lower costs
COPs, central KM
managers, content
management
Microsoft platform
and Exchange
10-fold increase in
revenue with
5-fold increase in
employees
Increased production
from 1500 to 6000
bbl/day for customer
Schlumberger Knowledge in the
hands of employees
and customers
Technical COPs,
intranet & extranet
Web enabled
Source: APQC, 2000
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31
Results from KM & e-Learning leaders
30. KM & e-Learning Should be Linked to
Corporate Strategies
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32
Operational
Middle Mgmt
Top
QCC QCC
QCP QCP
QLP
OrganisationalAlignment
MonitoringResults
Intra-department
Cross-functional
Corporate Initiatives
Vision Org.
Impact
Activity
PlansAction
QCC
31. ALL three elements should be tied up
for all Corporate strategies….
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33
People
Alignment
Management
Systems
Corporate
Objectives
33. Management System
As A Tool
Management System is required to integrate all processes within the
organisation in using their resources to achieve the organisation objectives.
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COMPANY
OBJECTIVES
MAN METHOD
MACHINE MATERIAL
Rp QUALITY MANAGEMENT SYSTEM
34. Collecting – Sharing
knowledge & learning
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Sorting
mechanism
Filter of staff A
Source
X
Source
Y
Source
Z
Filter of staff D
Middle priority
High priority
Filter of staff C
Filter of staff B
Low priority
Rules of the game
(admin, manager)
Resulting in quicker
and more effective
decision making
35. Formally
incorporated into
routine operations
Knowledge sharing driven
by personal motivation and
beliefs
Users recognize the advantages
Utilized long enough to prove its
benefit
Fully implemented and operational
People understand the inherent changes
brought by KMS
Users log on and use KMS regularly
as part of their work
Institutionalization
Internalization
Positive Perception
Recommend to Others
CommitmentL O Y A L T Y
Awareness
Interest
Installation
Repeated UseA D O P T I O N
DegreeofSupport
C O L L A B O R A T I O N
Time
Managing Change Is Key Process
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37
Source : KPMG
36. KM & e-Learning
Deployment Strategy
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38
personal
involvement
situation-based
involvement
stimulus-based
involvement
driven by
activators
(probe/pilot)
driven by
users value
(corporate-wide)
driven by
current needs
(full-fledged systems)
37. IT Dept
Targeted
Division
Company
Mktg Operation etc.
HR Finance
Implementation Scheme
Intensive targetQCC
Dept #2 Dept #nDept #1
QCC QCC
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38. Kendala Penerapan
KM & e-Learning
53%
20%
15%
9%
3%
0%
10%
20%
30%
40%
50%
60%
Culture Immaturity of
technology
Immaturity of
industry
Cost Lack of need
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Human Capital, e-Learning & Knowledge
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40
39. Blend All Processes
to Management Cycle
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Human Capital, e-Learning & Knowledge
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Plan
Check Do
Action
Establish the
objectives and
processes
Implement the
processes
Take action to
improve the
processes
Monitor and
measure the
processes
40. Why?
• To expedite the implementation of company
vision and strategy with precision.
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Human Capital, e-Learning & Knowledge
Management
Corporate Business Operation Process Sub-proc
Plan
Do
Check
Action
Kuesioner KM &
Learning
41. eLearning
“The use of technologies to
create, distribute and deliver
valuable data, information,
learning and knowledge to
improve on-the-job and
organizational performance and
individual development”
(Dublin,2004)
Elearning means the use of new
multimedia technologies and the
internet to improve the quality
of learning”
(European Communities, 2004)
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42. eLearning Plays Role
Acclimate to new job roles
Work with a new product
Adapt to a new corporate
culture
Work on a new project
Learn a new bussiness project
(IDC, 2001)
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Human Capital, e-Learning & Knowledge
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44. eLearning Growth Drivers
Demand-Side
Drivers
• Greater Internet usage
and ecommerce
• Demand and Needs for
continuous education
• Need for flexible
learning options
• Economic turbulence
and competition
Supply-Side Drivers
• Technology advances
• Improved quality and
offerings
• Cost saving
• Convenience time and
place
• Effective training
content
(IDC, 2001)
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45. Comparison eLearning and traditional
classroom
Traditional
Classroom
eLearning
Classroom Pysical, time and
location dependent
Unlimited, anywhere,
anytime
Content Textbook
Video
Projector slides
Simple text, audio,
animation, video,
printed and online
resources,
collaboration
Personalization One learning path Pace and path
determined by
learner
(PrimeLearning, 2001)
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46. Shift from Instructor-Led Training to eLearning
(IDC, 2001)
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47. Conditions for success
Internal
Marketing
• Employees
respond better
to e-learning
when it is
promoted well
in advance,
and they feel
prepared.
Support
• Employees
value and
respond to e-
learning when
they feel they
have the
necessary
technical,
subject matter,
and
managerial
support.
Incentives
• Employees
respond to e-
learning when
they can
clearly see the
value of what
they will learn.
(ASTD, 2001)
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Human Capital, e-Learning & Knowledge
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48. Case: IBM Basic Blue
Challenge:
Train managers
scattered around the
world
(IBM has more than
30,000 managers in
more than 50
countries).
(Lewis & Orton, 2000)
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49. IBM Basic Blue for Managers
Survey:
• Preference for
classroom based
learning over online
learning
Interview:
• Online: Cognitive
based development
• Classroom:
Behavioral skills
Decision:
• Hybrid model
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50. Case: IBM Basic Blue
• Relative advantage
• Compatibility
• Complexity
• Trialability
• Observability (Rogers,
1995)
Conditions
for learner
acceptance
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51. Case: IBM Basic Blue
Advantage:
• Concise and practical
content
• Easy and Instant access
• Allow more higher
order classroom
discussion (experiential
learning, case studies)
Compatibility
• Standard interface
(Just content change)
• Apply same language
(Terminology) and
practices
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52. Case: IBM Basic Blue
Simplicity
• Formative
evaluation on
usability and
navigations
• No plug-ins
• Modular content
chunking
Trialability
• Allow free access
with no personal
tracking (Safe and
comfortable)
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53. Case: IBM Basic Blue
Observability
Initial focus on
everyday practical
skills
Reflection on learner
their own learning
(increase awareness)
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Human Capital, e-Learning & Knowledge
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54. Case: IBM Basic Blue
Strategies used:
Community
of practice
(workshops)
Online
communicati
on &
collaboration
Simple web
design with
allowing self-
pacing
Interactivity
(simulations
& learning-
by-doing)
eMentoring
Online self-
assessments
and feedback
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55. Case: IBM Basic Blue
Results:
• More than 4,000 managers have completed the training
• Basic Blue won a 2000 American Society for Training & Development
"Citation" Award
• The program is expected to save IBM more than $100 million in 2010
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57. Thank you very much
for your attention
Djadja.Sardjana, S.T., M.M.
Djadja@bapinger.web.id
www.slideshare.net/djadja
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Educational
Philosophy-1m48