One of the dangers in any organization is that the hard-won know-how of our experts remains locked in their brains and is not shared. To beat this tendency, knowledge management should be a continuous activity in any quality system. So why not start by documenting your own knowledge as an expert?
Answer these Questions
Things to clarify
What reference materials do you use?
How do you track technical trends?
Should a knowledge recipient own any of these reference materials? What are the best websites? Are there particular journals that you fi nd useful? What about associations?
What kinds of problems do people come to you to solve?
What are the biggest risks in the project, process, or system you manage?
Can you describe a problem brought to you recently? What technical mistakes is a novice likely to make in that project or process?
Whom do you ask about technology trends and innovation?
Whom do you contact for information about government regulations?
What is this go-to person’s complete contact information? What medium does he or she prefer (email versus telephone)? What is his or her background? How do you know this person?
Who are the major stakeholders in the project, process, or system you manage?
What are the biggest mistakes newcomers make in trying to get projects going here?
What are the positions of the major stakeholders? Where are there competing priorities? Can you give me an example of a newcomer mistake and suggest how to avoid such mistakes?
Regarding team leadership, what criteria do you use to select team members?
How do you ensure the team is connected to the overall business strategy?
On a general level, how do you motivate people who report to you?
Why do you use these particular criteria? Have you ever chosen unwisely? What communication strategies are most effective? Can you give an example of what has really helped?
Once you’ve documented this knowledge, identify who else needs to know it, and then ensure the knowledge is transferred.
Competence is the set of demonstrable characteristics and skills that enable, and improve the efficiency of, performance of a job. There are a ton of different models out there, but I like to think in terms of three or four different kinds of competences: professional and methodological skills; social competence; and self-competence which includes personal and activity- and implementation-oriented skills. Another great way to look at these are competencies for inter-personal (maps to social competence), intrapersonal (maps to self-competence), and cognitive (maps to professional and methodological skills).
The ongoing digital transformation (Industry 4.0) leads to changing competence requirements which means new ways of life-long teaching and learning are necessary in order to keep up.
We can look at the 4 competencies across three different categories: Human, Organization and Technology:
Soft/hardware understanding Cyber-physical system understanding Usability Human-machine interfaces
Social Competence (Inter-personal)
Inter-disciplinary thinking Managerial competence Ability to work as a team Conflict management Communication Empathy
Employee satisfaction Human centering
Lifelong learning Personal initiative Innovativeness Independent work Sense of responsibility Readiness for change
When it comes to the professional competencies there is a large spread depending on what our industries requires. As a pharmaceutical quality professional I have different professional expertise than a colleague in the construction industry. What we do have in common is the methodological expertise I listed above.
Understanding competencies is important, it allows us to determine what skills are critical, to mentor and develop our people. It also helps when you are thinking in terms of body of knowledge, and just want communities of practice should be focusing on.