Lots of organizations provide tools and approaches to support knowledge management, but only a few have figured out how to integrate KM into their cultures and get employees excited about sharing what they know. If you’re interested in best practices for increasing KM participation rates, check out APQC’s new content collection, which contains 31 pieces based on our 2011 “Engagement and Participation for Knowledge Sharing and Collaboration” study.
The collection includes materials from the study, 22 articles on best practices and emerging trends, and six case studies of leading organizations. Click the links below to learn more.
Nonmembers: Look through the free study overview or purchase the full report or any of the case studies today.
Study Overview, Report, and Slides
- Study Overview
- Engagement and Participation for Knowledge Sharing and Collaboration best practices report
- Knowledge Transfer Session presentation
Laying the Foundation for KM Engagement
- Determine the KM Value Proposition for the Organization and Employees
- Allow Strategic Design Decisions to Guide the Development of Your KM Program
- Adopt a Standard, Enterprise Approach to KM
- Configure Your KM Program to Mirror Existing Structures and Workflows
Change Management
- Designate Executive Role Models for KM
- Deploy a Targeted Communication Plan for KM
- Pilot New KM Programs and Develop Advocates
- Clearly Define Roles and Responsibilities for KM
- Use Rewards and Recognition to Acknowledge Employee Knowledge Contributions
- Brand Knowledge-Sharing Approaches and Tools Creatively
Training
- Introduce KM Offerings as Part of New-Hire Onboarding
- Provide Training to Support New and Existing KM Approaches
- Teach Employees Which KM Tool to Use in Which Situation
Competency Development/Career Progression
- Capitalize on the Visibility and Career Development a KM Role Can Provide
- Make Career Progression a Payoff for Employees Who Participate
- Showcase and Leverage Subject Matter Experts
Measuring Engagement and Participation
- Align the KM Program to Key Business Processes
- Use a Variety of Measures to Assess KM Engagement and Impact
- Use Stories to Link KM Participation to Business Outcomes
Emerging Capabilities
- Emerging Practices That Drive KM Engagement and Participation
- External Collaboration: An Emerging Trend
- KM as a Competitive Differentiator
Case Studies
- Baker Hughes
- Computer Sciences Corporation (CSC)
- ConocoPhillips
- Federal Reserve Bank of Cleveland
- Fluor
- MITRE