Effective HRM Strategies to Smoothen and Sweeten the Downsizing and the Layoff Process
Exits, Whether Voluntary Or Involuntary, are Inevitable Organizations let go of employees for a variety of reasons. While voluntary exits or those employees who leave organizations to seek greener pastures elsewhere are at one of the spectrum in terms of process and the HR (Human Resource) strategies used, involuntary exits where employees are made to […]
Human Resource Management in the Age of Acceleration
Welcome to the Age of Acceleration We live in times when speed is of the essence, and the ability to be ultra fast (in any sphere of life and business as well as work and society) is the defining characteristic of success. Indeed, the times have speeded up so much that responses to events are […]
Job Enrichment – Meaning and its Benefits
Organizations are increasingly facing the heat of attrition, which is not good to health of the same. Money and resources are spent into training an individual for a particular job and when he/she leaves the return on that investment equals null. Often it is not for the money that people leave; that may be the […]
Evolution of Performance Management
The term performance management gained its importance from the times when the competitive pressures in the market place started rising and the organizations felt the need of introducing a comprehensive performance management process into their system for improving the overall productivity and performance effectiveness. The performance management process evolved in several phases. First Phase: The […]
The Relevance of 360 Degree Feedback
While Jack Welsh may deserve his fair share of credit for implementing the 360 Degree Feedback mechanism for the first time in his pioneering initiative at GE, the history of this feedback mechanism dates back all the way to the first world war and to the American Army. While the Americans did not think the […]
For those who manage knowledge management portals for their organization, business, or in personal capacities, they need to be aware of the different sources of knowledge acquisition and retention especially in the internet age when we are literally drowning in a sea of information.
For instance, there is a difference between content aggregators like Google that cull content from all over the internet and the knowledge that individual experts, organizations, and businesses have.
In other words, content aggregators whether it is Google or other portals merely pull the content from all over the internet based on a unique ranking system of public choice, user reviews, SEO or Search Engine Optimization, and pure commercial considerations.
On the other hand, individual research and consultancy portals are those that have acquired the expertise and store the knowledge gained from extensive research by them or their partners based on in depth field studies and empirical and practical experiments.
The point we are trying to make here is that those who are either looking for knowledge or are in the process of setting up a Knowledge Management (KM) portal need to understand the fact that there is a difference between search results returned by content aggregators and the individual pieces of research that specialized websites of consultancies and research institutions.
Continuing in the same vein, the critical aspect here is that most of the search results returned by Google are those in the public domain. While we are not saying that such research is not valid for KM portals, the fact remains that managers of KM portals should also go in for copyrighted and subscription based research and reports that would be fact checked and consistent as well as backed by solid research and impeccable credentials.
Of course, in these times where most research is being put up in the public domain without copyright, it makes sense to refer to Google or other content aggregators for culling information.
However, the caveat or the note of caution is that it is better to check the KM artifacts returned by Google for veracity and reliability before publishing it on your KM site. This would greatly enhance your KM portal’s prestige and reputation as being worthy of referring. This is the reason why many experts caution against relying too much on Wikipedia as the accuracy of the content in that site is under question in many cases.
Talking about Google and Wikipedia, the distinction needs to be made whereas the former is merely a content aggregator; the latter is a full-fledged reference portal.
Therefore, if you want your Knowledge Management (KM) portal to be like Wikipedia and at the same time, be considered more accurate and reliable than it, you must invest substantial time and energy as well as devoted effort to make your KM portal on par with the leading research websites.
Moreover, it would be good if you can follow a subscription-based model instead of a laissez faire model that sometimes leads to too much free flowing format of presentation of the knowledge and too little fact checking and consistency checking. However, if you are against copyright and associated models, then you can consider contributions to substitute for subscriptions.
Of course, you still need to vet the submissions before placing them on your portal. The clear implication of this is that whichever model you choose, you must ensure that adequate time and effort are spent in developing your KM portal.
Finally, we have considered how content aggregators work and how subscription based research and consultancy websites work. We have also discussed how you can go about building your KM portal and the business model to be followed.
The clear conclusion that one arrives at is that the process of building a KM portal must be methodical and elaborate and you must not take shortcuts to save time or money.
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