Knowledge Management Succession Plan Strategy Essay

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SAMPLE EXCERPT . . .
According to Bagorogoza & Waal (2010), an effective KM strategy is realized when an organization is able to make use of its knowledge resources ad intellectual capital to achieve high performance. Therefore, since technical forms the basis of KBR's engineering and construction business section, it should be a major transferable competent or knowledge in the KM strategy. The succession strategy for technical knowledge can entail training workshops for recruits, supervisory programs for new and upcoming leaders, consultants and engineers by outgoing senior staff. The KM and succession strategy must also involve the management and development of the intellectual capital of the firm, which entails a comprehensive development of its human capital's expertise, skills and knowledge levels Bagorogoza & Waal (2010). Adding these dynamics to its KM succession strategy, KBR will achieve a higher competitive advantage since its employees will have the capacity and sense to capture opportunities and to manage the firm's resources effectively. These combined with the HR activities of training and development in communication, empowerment, strategic process thinking, business process thinking, leadership, commercial, and quality, health, safety and environment, will lead KBR to meet its goal of knowledge transfer and effective succession planning.Download full Download Microsoft Word File
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Essay on Knowledge Management Succession Plan Strategy Assignment

This analysis also finds that KBR's succession strategy based on performance management initiatives and career paths is founded on a job level foundation. Employees are divided into five job levels, these are: lowest to 15, 20-30, 35-55, 60-75 and 90 plus. At each level, KBR's HR strategy focuses on the training and development of employees with the different types of knowledge found from the main knowledge categories identified in the KM plan as communication, empowerment, strategic process thinking, business process thinking, leadership, commercial, and quality, health, safety and environment. The succession strategy entails the training of technical and management programs to create innovative leaders for the future. While the training of employees in preparation for a leadership position or succession to a higher level is a noble strategy, KBR needs to incorporate a talent management plan.

This plan identifies the right number of employees with the right experience, skills, competencies for the right jobs, at the right cost and time for the organization (Vaibhav, 2010). Talent management involves the carrying out of workforce profiling, where HR can map out patterns of movement of labor, in and out of an organization. This strategy entails the assessment of internal transfers, redundancy, promotions, and temporary withdrawals like maternity leave, secondment, sabbaticals and dismissals. This can reveal employee volume from the internal supply, in terms of proportion predicted to leave and the number of employees required by company in a given period (Vaibhav, 2010). This will allow KBR to train and develop employees based on future needs. A talent management plan will also incorporate a demand forecast, which indicates KBR's expansion projects that may require additional workforce. In addition, KBR should factor in an external supply dynamic which entails factors like labor supply, economy like unemployment rates, labor unions, demographics, and geographic movement of labor, growth in business and markets and strength of competitors that affect the demand and supply of human resource in the company.

References

Bagorogoza, J. & Waal, A de (2010). The Role of Knowledge Management in Creating and Sustaining High Performance Organizations: The Case of Financial Institutions in Uganda. World Journal of Entrepreneurship, Management and Sustainable Development, 6(4), 307-324.

Banham, H.C., McDonald, J. And Wisner, R., (2007). Australian Small and Medium Sized Enterprises (SMEs): A Study of High Performance Management Practices. Journal of Management and Organization, 13(3), 227-248.

Halliburton Corporate Sustainability Report, (2006). Corporate Sustainability Report 2006. Halliburton Corporate Sustainability Report. Retrieved 2nd Oct, 2012 from http://www.halliburton.com/public/about_us/pubsdata/sd/flash/csr_report.pdf

Vaibhav, G. (2010). The Process of Human Resource Planning, Munich, GRIN Publishing… [END OF PREVIEW] . . . READ MORE

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