HR IN KNOWLEDGE ERA

KNOWLEDGE MANAGEMENT HR IN VIRTUAL ORGANISATIONS HR IN MERGERS AND ACQUISITIONS

WHAT IS KNOWLEDGE ???

KNOWLEDGE IS THE CAPACITY TO ACT
IT IS ABOUT ISSUES AND CONTEXT

TYPES OF KNOWLEDGE
TACIT KNOWLEDGE
PERSONAL KNOWLEDGE GAINED THROUGH EXPERIENCE AND IS SHARED THROUGH DIRECT AND FACE TO FACE CONTACT

EXPLICIT KNOWLEDGE
IS A FORMAL KNOWLEDGE THAT CAN BE PACKAGED AS INFORMATION
FOUND IN THE DOCUMENTS OF ORGANISATION REPORTS , ARTICLES AND MANUALS.

KNOWLEDGE MANAGEMENT
IS A SYSTEMATIC , EXPLICIT AND DELIBERATE BUILDING , RENEWAL,AND APPLICATION TO MAXIMISE ORGANISATIONS KNOWLEDGE RELATED EFFECTIVENESS AND RETURN FROM KNOWLEDGE ASSETS

KNOWLEDGE MANAGEMENT
A PROCESS WHEREBY DATABASE IS MAINTAINED TO ENSURE THAT RIGHT INFORMATION REACHES TO THE RIGHT PERSON AT RIGHT TIME.

WHY WE NEED IT
INDUSTRIAL ECONOMY TO DECENTRALIZED GLOBALIZED ECONOMY.
INFORMATION DRIVEN ECONOMY KNOWLEDGE OF LOCAL AREA

 CROSS CULTURAL DIMENSIONS

SHIFTING FOCUS FROM CONSUMPTION OF MATERIAL THINGS TO THE CONSUMPTION OF INFORMATION.

FOUR COMPONENTS OF KM
DEVELOPING NEW KNOWLEDGE SECURING NEW AND EXISTING INFORMATION DISTRIBUTING KNOWLEDGE COMBINING AVAILABLE INFORMATION

THE WORK OF FOLLOWING IS TOTALLY KNOWLEDGE BASED

CUSTOMER SERVICE INFORMATION SYSTEM FINANCE HR/ ADMINISTRATION MANAGEMENT

PROCESS OF KNOWLEDGE MANAGEMENT

IDENTIFY

COLLECT

SHARE AND APPLY CREATE AND SELL

SELECT

STORE

CHALLENGES OF KM
PAST EXPER.

BOUNDED RATIONA LITY

KM

RULES& NORMS

TUNNEL VISION

ADVANTAGES
INCREASE IN PRODUCTIVITY IMPROVES QUALITY LEADS TO BETTER COORDINATION IMPROVES WORK ENVT CREATIVE THINKING

CONCLUSION
NECESSARY TO MAKE ORGANIZATIONS INNOVATIVE AND COMPETITIVE
ROLE OF HR MANAGER TO TAKE UP THIS CHALLENGE AND TO CREATE AND MANAGE KNOWLEDGE

VIRTUAL ORGANISATIONS
IT IS A SOCIAL NETWORK IN WHICH ALL HORIZONTAL AND VERTICAL BOUNDARIES ARE REMOVED. INDIVIDUALS WORKING AT DIFFERENT WORKSPACES

 CREATION OF NETWORK RELATIONSHIP THAT ALLOWS FOR CONTRACTING , MANUFACTURING , DISTRTIBUTION, MARKETING, OR ANY OTHER BUSINESS FUNCTION

CHARACTERSTICS
POWER FLEXIBILITY INFORMAL COMMUNICATION FLAT ORGANISATION GOAL ORIENTATIONS DYNAMICS HOME WORK NO ORG. BOUNDARIES CUSTOMER ORIENTATION

FEAURES OF VIRTUAL ORGANISATIONS

TECHNOLOGY E-MAIL INTEGRATION (EXPRESS WAY) OFFICE SYSTEMS INTEGRATION VOICE MAIL ALERT MOBILE DATA

ADVANTAGES
SAVES TIME, MONEY ELIMINATES LACK OF ACCESS TO EXPERTS PROXIMITY NOT REQUIRED FOR ORGANISATION EXPANSION BALANCE PERSONAL AND PROFESSIONAL LIFE

HR ISSUES IN VIRTUAL ORGANISATIONS

CAREER DYNAMICS 1. RECRUITMENT IS CONDUCTED UNDER HIGH PRESSURES 2. HIGH PERFORMANCE IS EXPECTED 3. NETWORKING AND SKILLS BECOME CRITICAL 4. STABILITY IN RELATIONS IS NOT REQUIRED 5. NEED OF MOBILITY IS HIGH 6. HEAVY INVESTMENT

PERFORMANCE MANAGEMENT
DEFINE PERFORMANCE FACILITATE PERFORMANCE ENCOURAGE PERFORMANCE

 COMMUNICATION SELECTION PROCESS

GO BACK

HR IN MERGER AND ACQUISITIONS

MERGER --- TWO COMPANIES COME TOGETHER TO CREATE A NEW IDENTITY ACQUISITION-ONE COMPANY BUYS OTHER AND APPLIES ITS OWN RULES AND REGULATIONS

WHY M &A FAIL

EXPECTATIONS ARE UNREALISTIC TALENT IS LOST OR MISMANAGED REQUIRES AN IMPOSSIBLE DEGREE OF SYNERGY CULTURAL DIFFERENCES UNDER ESTIMATION OF COST ILL CONCEIVED HR INTEGRATION STRATEGIES

STAGES

POST UNION

PRE UNION

IN PROCESS UNION

KEY TO SUCCESS
WELL THOUGHT GOALS KEY TALENT RETAINED PLANNING AND TIMELY ACCOMPLISH
DUE DILLIGENCE ON ISSUES WELL MANAGED TEAM EFFECTIVE LEADERSHIP

SKILLS AND COMPETENCIES

STRATEGIC KNOWLEDGE EFFECTIVE COMMUNICATION MOTVATING SKILLS ANALYTICAL SKILLS GOOD TRAINOR AND FACILITATOR GOOD MEDIATOR GOOD LEADER

CONCLUSION
HR DEPARTMENT SHOULD PLAY PRO-ACTIVE ROLE TO ANCHOR THE WHOLE PROCESS AND TO MINIMISE THE REASONS OF FAILURE