Dominique Poole-Avery
ent ways and at Arup Dominique says that they connect their people within skills- based communities, known as Skills Net- works. She said: “One of the tools actively used by our Skills Networks to connect people, to share information and expe- rience in specific topics is our in-house discussion forums. Their widespread use and integration within our Skills Networks mean that people feel comfortable openly discussing issues and offering advice. Col- leagues have commented that the advice received in a friendly and constructive manner in response to questions posed on the forum is invaluable.” She adds: “When I’ve talked about our forums with other organisations they’ve said ‘How do we get people to use them because we’ve tried these things and we
Chartership for Knowledge Management
For the first time, knowledge managers will be able to seek professional registra- tion backed by Royal Charter. Following work with leading international KM practi- tioners, CILIP is piloting the new scheme with plans to open it to members later in the year – including a route for existing chartered members working in KM.
Chartership involves a self-directed CPD journey including self-assessment of knowledge and skills using CILIP’s online Professional Knowledge and Skills Base (PKSB) for Knowledge Management which is aligned to the new BSI ISO knowledge management requirements.
Submissions, assessed by CILIP’s Pro- fessional Registration and Accreditation Board, will include:
l A 1,000 word evaluation statement, written as a reflective KM practitioner, answering three criteria focusing on: personal performance, organisational context, wider professional context.
l Supporting evidence to the statement showing your self-development journey as a KM practitioner
l Your personal PKSB assessment l Your CV l Your job description.
For more details on the scheme visit
https://www.cilip.org.uk/page/KnowledgeManage- mentChartership
March 2019
struggle to get engagement.’ The success of our discussion forums is attributed to our highly collaborative culture and the tool we use was designed to support this culture and facilitate these exchanges.”
Attraction Dominique sees chartership’s potential to bring KM together as a selling point for new KM professionals too, giving them direction and freedom. “I have a graduate in my team with a background in computer science and business strategy. She’s bright and she’s starting out in her career which could develop in several different directions. The appeal of KM chartership is that it addresses some fundamental skills that I believe will support her both in her current role and in a number of different career paths going forwards. Specific examples include transferable skills in stakeholder engagement, leadership and advocacy and developing strategic thinking. Ultimately having a professional home and opportunities for networking and ongoing development are valuable for continued professional development.”
KM lessons learnt at Arup “There’s often a common misconception that if we write it down then it’s providing value. It’s not. People have to know what questions to ask and have the mindset to search and discover. The development of a culture of enquiry is equally important in making the most of our collective knowl- edge. We recently undertook a pilot project to address knowledge transfer from retirees. This senior colleague had held a role as a global Skills Leader and through the process was able to convey lessons learned to the
next Skills Leader, as well as identify oppor- tunities for colleagues to nurture external relationships that he’d initially established. To identify the critical areas for knowledge transfer involved a series of exploratory questioning discussions spanning his career, which was fascinating and a valuable expe- rience. One significant lesson from this pilot was a recognition of the value in having the potential recipients of the knowledge involved in the process from the earliest stage.”
Next Generation
Chartership may also prove timely as the pro- fession meets the needs of new generations. “Generational diversity is an area that really interests me. There’s such a difference in the way that different generations con- sume, transfer and interact with knowledge coupled with a world that is ever increasing in complexity and speed. As a business we need to be agile to respond to complex challenges. We recognise that there’s a gen- eration for whom the rate of consumption of knowledge and information is fast. “They expect corporate systems and pro- cesses to work with the same speed and ease of use as those used outside of work. We have a great opportunity to engage with this generation if, as an organisation, we can use their experience and insights to help shape new ways of doing things and get them involved when we’re looking to improve a system. It’s part of the fabric of everyday life now – consuming information about peers, about their interests and in a way that’s so rapid and ubiquitous – our challenge is to enable everyone to find and share knowl- edge and information related to their skills and projects in the same easy way.”IP
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