InternetWeek Knowledge Mgm't Crosses Company Lines Texaco has been experimenting with ways to reduce the amount of employee effort required to participate in its knowledge-management initiatives. The directory lets managers and line workers who need help find people within the company with relevant experience. But getting workers to take the time to keep their profiles fresh has been difficult. So the company recently installed software from Tacit Knowledge Systems Inc., which uses key words gleaned from outbound E-mail to update those profiles automatically. Most managers say they try to build a company culture that's conducive to knowledge sharing and make it clear that knowledge sharing is a condition of employment.
Managers emphasize knowledge sharing during new-hire interviews.
Employee evaluations, raises, and promotions are based in part on such criteria as how many training courses people have designed or taught, documents or white papers they have written, and new employees they have mentored. Personal recognition can be used to motivate employees, too. That's a big motivator. Occasionally, however, more overt incentives are required. A Philadelphia pharmaceutical company tried to get its sales personnel to contribute their tips on closing a sale to a new knowledge-management system, according to an IT manager.