^The APQC Blog

A new marvel is sweeping across organizations, promising to positively transform work. It’s called the employee experience and its one of the most talked about developments in human capital management circles today. But, behind this talk, lies a lot of confusion.

What exactly is the employee experience and how can organizations get in on the benefits it promises?  

Talent acquisition is an executive concern as a scarcity of qualified job candidates threatens to limit productivity and innovation. As a result, organizations are going to great lengths to secure top talent:

The finance function continues to evolve and improve in response to the availability of new tools and technologies like RPA and AI, and corresponding changes in roles and responsibilities. APQC has spoken with numerous organizations of late in the process of investigating or implementing digital technologies, for example. While most employees desire to continuously learn and improve their processes, change due to the adoption of new tools and technologies (or due to any other kind of reason, like a change in organization structure) can involve a lot of uncertainty and sometimes fear.

We are constantly re-evaluating things here at APQC, always trying to find the best way to serve our members. We recently created APQC’s Process Classification Framework (PCF)® Office Hours and with two sessions under our belt, we took some time to think about ways to engage even more people. These office hours are exposing some great questions and leading to discussions that you all really seem to value. Everyone is learning and growing.

Getting people to visit virtual communities and repositories and view what’s posted there is hard. Convincing them to answer questions and proactively submit best practices, lessons, and other content is even harder. This is reflected in the classic 90-9-1 rule, which suggests that 90 percent of participants in an online community or collaboration site will be passive, meaning they will read content but will not actively contribute.

I have asked KM leaders what their main objective is for implementing KM.  And, overwhelmingly, the #1 response is to “change the culture of the organization.”  Really?  You want KM to take on culture change?  Some years ago, APQC brought together a group of leading practitioners to think about KM and culture and the big question we asked was “what do you know about your culture?” Maybe before we all start try

AOG is an aviation term meaning Aircraft on Ground. When grounded, commercial aircraft cannot return to service until they’re repaired and inspected. AOGs can happen at any airport for a myriad of reasons every day. But what’s the impact of an intentional temporary grounding of hundreds of aircraft globally at the same time in the wake of several tragic accidents? And on the same day that more than 1,200 flights were already disrupted in the U.S. due to the major #BombCyclone late-winter storm?

Digital transformation is a high priority for many organizations—everyone is talking about it and organizations want to ensure it’s a strategic priority. Approximately three-quarters of process and performance management professionals report their organizations are undergoing a digital transformation.

I recently spoke with Diego Alvarado, process optimization manager at CMI, to discuss buy-in, engagement tactics, success factors, and some lessons learned from his experience with end-to-end process improvement initiatives.

Why should organizations be interested in establishing end-to-end processes?

I recently spoke with Simon Trussler, director of Iknow LLC, to discuss the continuing challenges that many organizations face with findability and usability of enterprise knowledge. Iknow is sponsoring APQC’s 2019 Knowledge Management Conference, and Simon will be speaking as part of our High-Tech Solutions to Knowledge Problems track.