Dear All, I am working with an IT Company and my MD wants me to come up with a policy for earmarking 5% of CTC of all top mgmt employees earmarked to sharing the information required to create a repository for training/Sales etc. Rewarding team members with extra incentive for active work on the same, but we will retain some portion of CTC & make this a KRA for all top positions.
Request you all to share any policy if you have.
Regards
Swati
From India, Gurgaon
Request you all to share any policy if you have.
Regards
Swati
From India, Gurgaon
Dear Swati,
Your query is not clear. You would like to create a repository of what and to do this why do you wish to deduct the salary of the employees?
Employee training is a part and parcel of the HR process. Why make the internal training chargeable? Secondly, your MD wishes to design KRA for this work. But then does it mean that for doing active work he would like to deduct a portion of the salary, and again measure the work done by them?
Anyway, as stated earlier, please elaborate on your query. It appears that your MD wishes to pull a rabbit out of the hat, however, while doing such illusory activities, please think of the impact on employees' motivation also.
Thanks,
Dinesh Divekar
From India, Bangalore
7879Your query is not clear. You would like to create a repository of what and to do this why do you wish to deduct the salary of the employees?
Employee training is a part and parcel of the HR process. Why make the internal training chargeable? Secondly, your MD wishes to design KRA for this work. But then does it mean that for doing active work he would like to deduct a portion of the salary, and again measure the work done by them?
Anyway, as stated earlier, please elaborate on your query. It appears that your MD wishes to pull a rabbit out of the hat, however, while doing such illusory activities, please think of the impact on employees' motivation also.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear Sir,
My MD wishes to have a central knowledge repository of all training materials and other valuable materials. Hence he requires top managers to contribute and share the knowledge or training materials prepared to be deposited at one single place in company. He requires to earmarked 5% of the CTC to sharing the information, Reward the team members with extra incentive for active work on the same, but he at the same time wishes to retain some portion of CTC & make this a KRA for all top positions.
Hope that clarifies.
Please help.
From India, Gurgaon
My MD wishes to have a central knowledge repository of all training materials and other valuable materials. Hence he requires top managers to contribute and share the knowledge or training materials prepared to be deposited at one single place in company. He requires to earmarked 5% of the CTC to sharing the information, Reward the team members with extra incentive for active work on the same, but he at the same time wishes to retain some portion of CTC & make this a KRA for all top positions.
Hope that clarifies.
Please help.
From India, Gurgaon
Dear Swati,
While the end result of the activity is laudable, the means are not!
Your MD wants to implement the "Knowledge Management" practices in the company. Creating a knowledge repository is important, however, the knowledge has to be extracted from the heads of the employees, it has to be classified according to the subject(s) and then stored in an organised manner. However, knowledge management does not just end here. The stored knowledge has to be used also. Therefore, someone has to go to each department, identify their needs and tell them how to use the knowledge.
To do all this, your company needs to appoint Knowledge Officer (KO). The KO also filters knowledge from simple information. The storage of tidbits of the data is not the objective. Therefore, the KO needs to have the depth to know the difference between the two.
A few top-notch IT companies have Chief Knowledge Officer (CKO). Many KOs report to him. Their duty is constantly to hunt for the knowledge, store it in an organised manner and then market it to the needy departments. You may refer to the following links to get the additional information:
http://www.ipedr.com/vol12/45-C115.pdf
https://jose.carambolamc.com/impleme...an-it-company/
https://www.infosys.com/newsroom/eve...management.pdf
Your MD needs to change his approach to the implementation of the knowledge management practices in the company. The present method has the following risks:
a) Any unwanted deduction from the salary is always resented. The deductions will create disgruntlement or even demotivation also. The cost of demotivation could be more than the 5% deduction from the salary of the employees.
b) What if the Managers/HODs pass off ordinary information as "knowledge"? Is it not akin to passing off ducks as swans?
c) Whether advertently or inadvertently, what if the Managers/HODs pass on the misinformation?
d) Knowledge management means writing down successes or failures in an organised manner. To do this, one needs to have good drafting skills as well. What if the document is poorly worded and is not understood by the user?
As of now, the information provided above is sufficient. There are a few other risks as well. For further information, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
While the end result of the activity is laudable, the means are not!
Your MD wants to implement the "Knowledge Management" practices in the company. Creating a knowledge repository is important, however, the knowledge has to be extracted from the heads of the employees, it has to be classified according to the subject(s) and then stored in an organised manner. However, knowledge management does not just end here. The stored knowledge has to be used also. Therefore, someone has to go to each department, identify their needs and tell them how to use the knowledge.
To do all this, your company needs to appoint Knowledge Officer (KO). The KO also filters knowledge from simple information. The storage of tidbits of the data is not the objective. Therefore, the KO needs to have the depth to know the difference between the two.
A few top-notch IT companies have Chief Knowledge Officer (CKO). Many KOs report to him. Their duty is constantly to hunt for the knowledge, store it in an organised manner and then market it to the needy departments. You may refer to the following links to get the additional information:
http://www.ipedr.com/vol12/45-C115.pdf
https://jose.carambolamc.com/impleme...an-it-company/
https://www.infosys.com/newsroom/eve...management.pdf
Your MD needs to change his approach to the implementation of the knowledge management practices in the company. The present method has the following risks:
a) Any unwanted deduction from the salary is always resented. The deductions will create disgruntlement or even demotivation also. The cost of demotivation could be more than the 5% deduction from the salary of the employees.
b) What if the Managers/HODs pass off ordinary information as "knowledge"? Is it not akin to passing off ducks as swans?
c) Whether advertently or inadvertently, what if the Managers/HODs pass on the misinformation?
d) Knowledge management means writing down successes or failures in an organised manner. To do this, one needs to have good drafting skills as well. What if the document is poorly worded and is not understood by the user?
As of now, the information provided above is sufficient. There are a few other risks as well. For further information, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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