Knowledge Management Processes and Technologies

Question: Discuss about the Knowledge Management for Processes and Technologies. Answer: Introduction Human resource management can be considered as a system of application of various concepts that guides the HRM practices towards a more efficient work performance. The HRM sector of any country plays a very important role in setting out certain working principles guidelines that are needed for a smooth flow of workforces. Moreover, a set of skilled and dedicated employees support their organizations in fulfilling their performance objective (Argote, 2012). Due to certain issues in Singapore, the existing HRM is not capable enough in producing the desired number of workforces. Approximately, 258,000 retirements might occur by 2030 while at the same time, only 171,000 employees would form the new workforce. Another problem is the availability of skilled local employees, which makes this important for the HRM to invite foreign aspirants to fill the gaps created. Foreign aspirants are mainly from the Asian region (Becerra-Fernandez Sabherwal, 2014). Explicit and Tacit forms of knowledge To mitigate the present and the upcoming issues related to the workforce availability, the HRM of the Singapore needs to undergo some kinds of restructuring under the supervision of a governing body. The governing body is required to bring the required changes in the existing face of HR practices. KM and OL principles are those governing body, which can help in restructuring the HRM of Singapore. These principles are solution for several of working domains of HRM such as future recruitment, training for the development retention of skills and inception of reward system to incept motivational thoughts into employees (Dent Whitehead, 2013). Knowledge Management can be referred to a process that helps in managing the learning system in the organization. It works through sharing of knowledge skills that are influenced by various technological cultural environments of an organization. The explicit form of knowledge management refers to the established mode of training and development programme in the organization. On a same note, the tacit type of knowledge management can be defined as a resource to socialization of few activities in the organization. It mainly resembles its familiarities with the succession planning strategy in the organization. The Human Resource Management of Singapore has loads of problems in the form of available number of skilled employees. Nevertheless, different types of knowledge management are extremely helpful in sorting out the created problem (Dent Whitehead, 2013). KM OL Principles The HRM of the Singapore needs to incept the KM principles into its working domains to cater the inclusion of skills sharing. The principle is cooperated with various external internal bodies of an organization, which provides supportive hands to the inclusion of the principle. The probable numbers of retiring workforces need to impart their learned skills to the new employees. It ensures a strong bonding of the fresh employees with the organizational values. Indeed, this is very important for the success of organizational objective (Deshpande, 2012). Imparting the knowledge to the new workers mitigates any risk of knowledge gaps in the fresh workforce. It is not only related to the knowledge and skills sharing but; it also imparts values from one to another. Indeed, an organization needs both the committed and dedicated employees that have values for the organizational objectives. To fill up the gaps created by the unavailability of a sufficient number of local workforces in the Singapore, knowledge management needs to be retained for an improved performance. Organizational Learning (OL) can be referred to a result that is produced because of proper knowledge management in the organization. Organizational learning can only be maintained if a controlled management of knowledge in the organization governs it (Fuller, 2012). KN and OL can be classified as an integral part of organizational practices as it helps in developing skilled and honest employees that are an asset for an organization. However, both the processes need certain strategies that drive the operation of these processes. Training and development are one of such tools that help in the implementation of these principles. Training helps in gaining the necessary knowledge and skills that are a part of knowledge management programme. It also helps in learning the basic skills that helps in justifying the allotted roles responsibilities (Geisler Wickramasinghe, 2015). Incapable face of HRM in Singapore The incapable face of HRM in Singapore needs to work on incepting some training and development programmes into the list of their working domains. The training may include the participation of those employees, which are near to their retirement. Moreover, fresh employees might get to know about something very important, which might not have caught the attention of the HRM and the Management. Nevertheless, a system can only brief the requirement to a particular individual but it may not necessarily guide to the implementation of required techniques. Some of the employees might find few difficulties in justifying their roles; however, a predecessor can efficiently narrate the responsibility. Moreover, the predecessor has practically implemented those techniques during his or her works (Grandori, 2012). The HRM needs to understand the most feasible learning programme for its workforce. The development programme is governed by various factors such as characteristics, culture, personality traits and many more. Those who are experienced in the organization, they generally have an ocean of knowledge with them; however, they lack in memory strength and absorbing speed. On a same note, the fresh and young talents are more energetic, quick absorber of the learning modules and an improved memory. Moreover, the HRM in the Singapore needs to analyse the most feasible mode of training programme rather than implementing the one form of training for all approach (Groff Jones, 2012). Inclusion of culture The HR practices in Singapore need to consider the inclusion of a culture that could act as a supporting hand to the training process. Knowledge management and organizational learning principles help in incepting a culture that drives the HR practices for the inception of a culture that encourages for innovative thoughts. Moreover, it helps in forming an organizational culture that encourages and welcomes new ideas thoughts from employees. It provides such a working environment in the organization that encourages for a collaborative participation of workforces. Moreover, such an environment does also support giving rewards to the deserving employees. Further, intrinsic and extrinsic modes of incentives given to employees are one of the forms of a motivational approach (Hislop, 2013). In the environment led by KM and OL, the HRM in Singapore can efficiently implement monitor various functions that are important for creating maintaining the required workforces. The formal mode of training conduction and development programme can very well guide to the organizational needs. However, for the sharing of knowledge in between the fresh and experienced employees needs to be addressed with the inclusion of proper culture in the HR practices (Kasemsap, 2013). Employees are a valuable asset for an organization and for a country. However, there are shortages of sufficient workforces in Singapore. It needs to be filled up by a quick inclusion of employees either from the local or from the other international countries. The inclusion needs to be accompanied by a proper supplying of training development programme. It is helpful in bringing a competitive spirit into employees, which is required for the execution of innovative ideas to bring the profitability (Levine, Thompson, Messick, 2013). Succession planning is an important tool as discussed earlier in this assignment, which is useful in imparting knowledge sharing in between the predecessor and the existing employees. Under the current circumstances in Singapore, it becomes necessary to incept the succession strategy in the HR practices as it helps in restoring the earned skills of predecessor into the fresh employees. In the absence of this strategy, the HRM might witness a notable gaps created by the departure of experienced employees. Moreover, the successor might not be able to grab its hold on the occupied skills. The HRM of Singapore need to think on seriously implementing the succession technique as it enables the transference of information skills in between the successor and the experienced employees (North Kumta, 2014). Knowledge imparting The best way to incept the execution of succession strategy might be to include the knowledge imparting from the predecessor for a shorter period if possible. The current programme at the time of final contract with the experienced employees does include the collection of all the Company belongings, making of last payroll, conducting a brief discussion and few others. The addition of a training programme from the predecessor for a shorter period might boost the production of skilled employees that could actually fill the gaps created by the one nearing the retirement. However, it all depends on the retiring person. They need not to be forced to undergo the kind of innovative programmes that are best suited to the current circumstances (Paulin Suneson, 2012). With the existing shortage of labour in Singapore, the companies might face a strong challenge ahead of them in terms of knowledge gap. Moreover, in the coming five years, they need to face the consequences of workforce shortages. To be competitive in the market and to incept new ideas to achieve the same, the HRM needs to implement the succession strategies. With the help of KN OL, the HRM can consider induction of this strategy alongside the training the development programme. The HR practices need to analyse the employees that are coming closer to their retirement and their achieved performances. Indeed, this is immensely helpful in short listing the candidates that can become the part of succession planning programme (Rao, 2012). To be competitive in the next five years, the HR practices need to analyse the progress of the incepted fresh talents based on their allotted roles responsibilities. It is necessary for realizing the necessity of incepting the training development programme in the organization. Competition is very high at present, which is only going to be bigger bigger in the coming five years. To respond to the growing competitiveness in the market with a capable workforce, organizations need to develop the multidimensional characteristic in employees. It is only possible if their performance is analysed ion a regular basis (Rollett, 2012). Training Development programme The ageing workforce of Singapore might face the shortages of labour in the next five years. To stay in competition, Singapore needs to restructure its training development programme to respond efficiently to the created urgency. It also needs to consider the succession form of strategy as this is helpful in preventing any knowledge gap with the departure of experienced employees. Moreover, it is helpful in avoiding the loss of vital knowledge as it can happen with the retirement of baby boomers in Singapore. By incepting KM and OL, companies in Singapore can encourage its HR practices for the inclusion of succession planning along with the training the development programme (Wiig, 2012). The above said principle might also help the organization in analysing the feasibility of the hired employees after the exclusion of baby boomers on their retirement. It is helpful in analysing the progress of the hired personal, which enables the HRM in distinguishing the talents pool from the incapable workforce. It is not advisable to fill the gaps created by baby boomers with the incapable workforces. It rather requires filling this up with the skilled and dedicated employees that are responsive to the added programmes in the environment of KM and OL. As per the belief of the Singapore government, the inclusion of added programmes under the governance of organization learning and knowledge management is of utmost urgency (Fuller, 2012). The OL and KM principles can well hold an organization firm strong under the threatening circumstances that is probable to happen after the exclusion of experienced workforce. The next five years in Singapore, might witness a huge shortage in its workforce, which can well be controlled and reduced with the help of knowledge management and organizational learning principles. These principles do support the inclusion of succession plan, which is very important for the imparting of knowledge from the predecessor into the fresh talents. The HR practices in the Singapore needs to incept a continuous development and training programme along with succession strategy to ensure a balanced move of the workforce. It is very important for the sustenance of skills in existing employees (Geisler Wickramasinghe, 2015). Conclusion Training followed by a development programme forms the backbone of an organization or a country. It imparts knowledge sharing into employees of irrespective domains. The ageing labours of Singapore have created an urgency to hire a capable and sufficient number of employees that could well occupy the gaps created by the removal of experienced labour. Moreover, organizational learning and knowledge management plays an important role in such circumstances by assimilating the traditional form of training development programme with the succession strategies. The HRM of Singapore needs to include the OL KM principles into their practices to form an efficient bench of workforce that could fill the probable gaps in the next five years. Bibliography Argote, L. (2012). Organizational learning: Creating, retaining and transferring knowledge. Springer Science Business Media. Becerra-Fernandez, I., Sabherwal, R. (2014). Knowledge management: Systems and processes. Routledge. Dent, M., Whitehead, S. (. (2013). Managing professional identities: Knowledge, performativities and the'new'professional. Routledge. Deshpande, A. (2012). Workplace spirituality, organizational learning capabilities and mass customization: An integrated framework. International Journal of Business and Management, 7(5), 3-18. Fuller, S. (2012). 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