dear frnds
please help me out with this. my desertation topic is on knowledge management and i would like to know about it and how can human resource manager can help out in this issue. please do send me any material regarding this, tat would be of my use.
thanks and njoy.......
From India, New Delhi
please help me out with this. my desertation topic is on knowledge management and i would like to know about it and how can human resource manager can help out in this issue. please do send me any material regarding this, tat would be of my use.
thanks and njoy.......
From India, New Delhi
Hi smriti here is some stuff regarding knowledge management....hope it will be of some use to u. i am sending it as attachment. Regards Padmaja :D
From India, Bharat
1From India, Bharat
Hi,
One of my students is finishing some work looking at how the People Capability Maturity Model (P-CMM) provides the frameowrk and develops capabilities in the organization that support, enable and encourage KM.
One of my students is finishing some work looking at how the People Capability Maturity Model (P-CMM) provides the frameowrk and develops capabilities in the organization that support, enable and encourage KM.
hello sir,
i know only this much about P-CMM, but it would be really good if this can be substatiated with some enriching experiences
The People Capability Maturity Model (People CMM) framework, maintained by the Carnegie Mellon SEI, helps organizations in developing the maturity of their workforce, and in addressing their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, P-CMM can guide organizations in improving their processes for managing and developing their workforces. P-CMM helps organizations to characterize the maturity of their workforce practices, to establish a program of continuous workforce development, to set priorities for improvement actions, to integrate workforce development with process improvement, and to establish a culture of excellence.
People CMM provides a roadmap for implementing workforce practices that continuously improve the capability of an organization's workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, P-CMM takes a step by step approach. Each progressive level of the P-CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, P-CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization's business objectives, performance, and changing needs.
Ten principles of People CMM. Philosophy
1. In mature organizations, the capability of the workforce is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the strategic business objectives of the organization.
4. Knowledge-intense work can shift the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels. Including individuals, workgroups, workforce competencies, and the organization.
6. An organization should invest in improving the capability of those workforce competencies that are critical for its core competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
The People Capability Maturity Model consists of five maturity levels that establish successive foundations:
· For continuously improving individual competencies.
· For developing effective teams.
· For motivating improved performance.
· For shaping the workforce the organization needs to accomplish its future business plans.
Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
Source:www.12management.com
these are some of the links and may be useful for smriti also
www.intel.com/it/digital-office/people-cmm.pdf
www.sei.cmu.edu/cmm-p/ - 20k
cmu.edu
Regards
Padmaja :D
From India, Bharat
i know only this much about P-CMM, but it would be really good if this can be substatiated with some enriching experiences
The People Capability Maturity Model (People CMM) framework, maintained by the Carnegie Mellon SEI, helps organizations in developing the maturity of their workforce, and in addressing their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, P-CMM can guide organizations in improving their processes for managing and developing their workforces. P-CMM helps organizations to characterize the maturity of their workforce practices, to establish a program of continuous workforce development, to set priorities for improvement actions, to integrate workforce development with process improvement, and to establish a culture of excellence.
People CMM provides a roadmap for implementing workforce practices that continuously improve the capability of an organization's workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, P-CMM takes a step by step approach. Each progressive level of the P-CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, P-CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization's business objectives, performance, and changing needs.
Ten principles of People CMM. Philosophy
1. In mature organizations, the capability of the workforce is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the strategic business objectives of the organization.
4. Knowledge-intense work can shift the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels. Including individuals, workgroups, workforce competencies, and the organization.
6. An organization should invest in improving the capability of those workforce competencies that are critical for its core competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
The People Capability Maturity Model consists of five maturity levels that establish successive foundations:
· For continuously improving individual competencies.
· For developing effective teams.
· For motivating improved performance.
· For shaping the workforce the organization needs to accomplish its future business plans.
Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
Source:www.12management.com
these are some of the links and may be useful for smriti also
www.intel.com/it/digital-office/people-cmm.pdf
www.sei.cmu.edu/cmm-p/ - 20k
cmu.edu
Regards
Padmaja :D
From India, Bharat
Hi!
hope u hv got the material looking for ur dissertation on KM. really it is a very interesting and creative field. let us know the result of ur course and further I need ur help as i m doing PhD in the field of knowledge management. my topic is 'Knowledge management and the HRD implications'. Though i hv acquired enough material and resources but i request u to pl. send some relevant material on the above topic as u hv already worked in this area and want to share ur experience on the same.
pardon me to thrusting upon u.
with best regards
alok
From India, Bharat
hope u hv got the material looking for ur dissertation on KM. really it is a very interesting and creative field. let us know the result of ur course and further I need ur help as i m doing PhD in the field of knowledge management. my topic is 'Knowledge management and the HRD implications'. Though i hv acquired enough material and resources but i request u to pl. send some relevant material on the above topic as u hv already worked in this area and want to share ur experience on the same.
pardon me to thrusting upon u.
with best regards
alok
From India, Bharat
Hi, i would send u my project if u want....its about the linakge between KM and HRD.... Regards, Padmaja :D
From India, Bharat
From India, Bharat
Hi! padmaja
i would be highly grateful, if u pl. send me ur project as it totally aligns with my topic "knowledge management and HRD implications".
it would be a real help and at the right time as i m in the process of finalizing the things. i m felling very fortunate to be fellow member of citehr.com
please keep in touch. i want to interact on certain points of my thesis once i got ur report. ppl actually working on knowledge management are very rare and i found only few persons in Malasia who r doing some related work on KM but their focus of study is different while i m doing my research on Km from the HR perspective. I need ur help.
waiting for your response.
with best regards
alok goel
From India, Bharat
i would be highly grateful, if u pl. send me ur project as it totally aligns with my topic "knowledge management and HRD implications".
it would be a real help and at the right time as i m in the process of finalizing the things. i m felling very fortunate to be fellow member of citehr.com
please keep in touch. i want to interact on certain points of my thesis once i got ur report. ppl actually working on knowledge management are very rare and i found only few persons in Malasia who r doing some related work on KM but their focus of study is different while i m doing my research on Km from the HR perspective. I need ur help.
waiting for your response.
with best regards
alok goel
From India, Bharat
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Knowledge Management.PPT
Personal Knowledge management.pdf