The analyst must stretch to contribute to a place that treasures its intellectual capital, encourages sharing, not hoarding, and teams more than individual stars. Signing up for knowledge management stimulates new expectations of sources, such as the ones presented below. The analyst turned knowledge manager is looking beyond the classroom or the individual counseling session to assuring an organization and workforce that is collecting, maintaining, honoring and martialing its smarts in service to its customers. There is a system for making knowledge readily accessible. The system makes both explicit and tacit knowledge available.
Employees generously contribute to each other and the knowledge base.
Managers understand that knowledge workers can't be coerced, that they must play a role in determining the meaning of what they do. While knowledge management is the right thing to do, for individuals and the organization, it demands a strategic perspective from training and human resources professionals, one that is manifested when the analyst plans and executes. As we know, that's easier said than done. A Handbook for Performance Analysis and visit the website affiliated with this book, click here . A Handbook for Performance Analysis right now, click here .