'Tacit Knowledge' is important for organizations -- the coin first tossed by Michael Polanyi in 1958. Since then a long debate has been done over its importance in organizatoin. However, very little has been materialized in terms of proper process management and knowledge capturing. In fact, if there would be enough konwledge present, indeed there wouldn't be enough power of analysis in past. Through 'Tacit Knowledge' we may revealed several important knowledge regarding talent management, gap anlaysis (helpful for recruitment), change management, leadership profiling, and HR performance metrics.
In our model for dealing with 'Tacit Knowledge' we grab communication pahtways, coordination/support networks and many more for C level executives. For us, recriutement, talent management/retention, gap analysis are all spiral in nature. It is a continuous process and have to be in 'treck' all the time. However, the issue arises how? how to transrform basic information into valuable konwledge and generate results.
Here I share our experience of dealing with a support network in an organization. Different colors show different groups, in this graph each node represent an employee and edge represents the relation among them i.e. physical support over here. We can comprehend following entities from the support network, apart form the numeric analytics just depiction over here is also valuable and offer insightful details such as:
-- gaps among groups for eg. production vs testing, production vs marketing.
None of the organization can generate optimal results while having gaps among departments like here
-- we certainly answers that 'whom you cannot move without backup'
-- why some groups are in isolation?
-- do you need leadership profiling?
these are just few of the results, what you percieved from it.
Thanks
-RM
In our model for dealing with 'Tacit Knowledge' we grab communication pahtways, coordination/support networks and many more for C level executives. For us, recriutement, talent management/retention, gap analysis are all spiral in nature. It is a continuous process and have to be in 'treck' all the time. However, the issue arises how? how to transrform basic information into valuable konwledge and generate results.
-- gaps among groups for eg. production vs testing, production vs marketing.
None of the organization can generate optimal results while having gaps among departments like here
-- we certainly answers that 'whom you cannot move without backup'
-- why some groups are in isolation?
-- do you need leadership profiling?
these are just few of the results, what you percieved from it.
Thanks
-RM
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