Managing for Knowledge: HRs Strategic Role

Chapter 6 discussed at length the importance of re-visiting our assumptions about learning in the knowledge economy and what is needed for organisations to become learning-centric. The key points from that chapter include:

• Work on developing people who are hungry to learn.

• Ensure that there is a balance between formal and informal learning practices and that managers understand and utilise the options that come under each of these categories.

• Ensure that training and development solutions maximise opportunities for knowledge transfer.

• Help people draw out and value the learning that comes from day-to-day experiences.

• Make learning and sharing easy – several organisations have introduced ‘Learn and Share’ sessions as a way of enhancing opportunities for individuals to develop their knowledge base. Often these sessions are held at lunch-times, thus reinforcing the social dimension of learning. In organisations that do not have a restaurant area ‘Learn and Share’ sessions are often one of the few forums where people from different parts of the organisation can physically get together to learn with and from others.

• Make learning and sharing worthwhile.

• Ensure that the organisation taps into every possible learning source, e.g. suppliers, customers, associates, individuals working on short-term contracts, strategic partners, as well as its volunteer workforce.

• Build informal learning spaces (both physical and virtual) where individuals can exchange ideas, share insights and problems.

• Listen to what is getting in the way of the organisation becoming learning-centric and develop joint plans with line managers and their teams to address the blocks and barriers.