or records – I guess we all come in from different elements and meet in the middle – but my view is that learning – including building the ‘learning organisation’ and learning from experience – has poten- tially the biggest value in KM. Applying Learnings from practices worth replicating and avoiding the same mistakes has achieved the biggest benefits for KM, particularly in the Energy, Oil and Gas sectors.
Career and qualifications
Hank did a masters in knowledge man- agement in the financial sector before working for big management consulting names such as Arthur Andersen, PWC, IBM and Deloitte as an advisory and billable consultant in their external client-facing knowledge practices. He led KM Projects globally, including working in the US, Europe, Middle East, and Japan. Later Hank moved onto leading his own KM Teams within the Energy sector including oil, gas, and renewables both in the UK and abroad. So, over his career he has experienced the value of professional qualifications both as an employer and an employee: “I was one of the early KMers to achieve the Certified Knowledge Manager (CKM) status from the Knowledge Management Institute and was bowled over by the inspirational Doug Widner, founder of KMI.
“That was one of the first global KM certifications, and I’ve been looking for other alternative accreditations. So, when I’m looking to hire both Knowl- edge Managers and KM consultants, a globally recognised KM qualification does add some credence, some value.
September 2021
But in the KM world there is a plethora of qualifications and accreditations from both academia and the private sector. It is quite confusing. So, by creating an inter- nationally recognised standard through Chartership, CILIP can really set the foundations for something that is globally recognised. As an employer, if someone had the CILIP KM chartership or the CKM from KMI I would see that as valuable. It shows people have a willingness to commit to professional development and towards career progression.
Because there’s such a multitude of dif- ferent KM training available worldwide, I was very supportive of Paul (Corney) and CILIP’s approach to giving some more standardisation. I was at KM UK in 2019 when Nick Poole presented the very early ideas about CILIP KM Chartership. It attracted my attention because it wasn’t a certification so much as a professional validation – accreditation – and what particularly interested me was that it was based on reflection, self-assessment, and self-evidence rather than an exam or a test.”
Reflection “This is the first time I’ve taken a self-as-
Hank Malik.
sessment accreditation as opposed to an exam. I found it both interesting and chal- lenging. To be reflective you need to be honest with yourself and it’s hard to look at how I could have done things better or be self-critical. The honesty with yourself as a professional, I found that really inter- esting. I thought it was a valuable exercise in itself, even without the accreditation.” Hank described how the process allowed him to apply a “lessons learned and ret- rospective” approach to his own practice, and to situations where, in a fast-moving workplace, he would not have stopped to look.
“Chartership prompted me to look back and reflect. I was finishing off a long-term engagement in Oman which had been a great success and we’d won global awards and recognition. But I also needed to reflect on what did not go so well or could have been approached differently.” He said he was equally challenged and interested by the task of creating the evi- dence base to support this. He also found the focus – one that is less career-based, more organisation-based – helpful, and also that it linked knowledge management with information management, innova- tion, and LEAN Six Sigma.
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