[These are my notes from the KMWorld 2014 Conference. Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]
Session Description: KM coordination may reside in any of several parts of an organization—for example, human resources, research, or IT. At the FTA, part of the U.S. Department of Transportation, KM is tightly integrated with the Learning and Development function in its own group within the Office of Administration, where FTA’s chief knowledge and learning officer is a peer with the director of HR and the director of IT. The powerful synergy of FTA’s integrated Learning, Development and KM strategy supports employees as learners—and also as teachers—from onboarding to exit, throughout every branch of the agency. This dynamic presentation illustrates FTA’s strategy development, describes the major program activities that support FTA as a learning organization, reviews the metrics used to evaluate program effectiveness, and offers a template and process to help participants identify key facets of knowledge related to each business function in their own organizations.
- Not just KM, but LKM: They focus on Learning AND Knowledge Management to enhance individual, team and organizational effectiveness by connecting people with what and how they know, what they need to know and how they can find it.
- Evolution of LKM at the FTA: Initially their KM effort had neither staff nor budget. They started with a knowledge audit, appointed local knowledge coordinators in each of their 20 offices, provided facilitation for meetings across the organization. Then they created an initial KM strategy. When their Training Officer retired, they merged their learning & development organization with their KM organization. This created the Learning, Development and Knowledge Management department. These functions together became a real force multiplier within the organization.
- Learners and Teachers: Their overarching goal is to support all FTA employees as learners and teachers from onboarding to exit. It is those individuals who “manage the knowledge,” not the KM department. (The KM department make manage some information from time to time, but they support individual KM.)
- Initial KM Strategy:
- culture of knowledge and experience sharing
- efficient and effective business processes
- leverage knowledge and experience for decision making and strategic planning
- Current Strategy: They are creating a strategy that integrates learning, development, communications and engagement. All of this needs to be responsive to the agency’s goals (i.e., to the business goals).
- They do regular audits
- Learning and knowledge assessments
- Employee viewpoint survey
- Training evaluations
- Testimonials and success stories
- Increasing course enrollment
- Increasing requests for services.
- Lessons Learned:
- Facilitate and support — It is our job to provide facilitation and support throughout the organization
- Just say yes! — We may sometimes say “later,” but we will never say “no” to any request for help.
- No ask, no get — This is particulary
- Never stop learning! — Ask after every engagement and every interaction, what did I just learn?
- How to Prioritize Resources? Is KM in service to L&D or vice versa? Both are in service to the agency (the business). The department cross-trains its personnel so that they can perform both functions together.