Knowledge Management for RTOs

Knowledge Management in Vocational education & TrainingShashi HodgeDirectorRTO KnowHowMy names Shashi and Im the Director of RTO KnowHow and also RTO Advice Group.Thanks for coming everyone.Todays session is on knowledge management in vet.

Ive been working in the VET sector for about 12 years now, coming from a background of RTO management, administration, compliance and more recently consulting and auditing.

The VET sector, in general, is based on knowledge.

Knowledge that trainers, managers, compliance and administration staff hold personally.But what is often missing from a lot of organisations is a way of connecting this knowledge, learning from it and using it to benefit the organisation as a whole.

With my knowledge that Id built up over the years through my work in and with RTOs, I began to devise systems that would help managers and RTO staff draw on the knowledge, experience and learning of their team and use them to improve their practices and business outcomes, while also maintaining compliance.

Began with a system of policies, procedures, processes and tools that RTOs could use, however I saw there was a gap. A gap in making sure everyone knew the policy, everyone knew the processes to be followed, knew how to contribute to business outcomes without making the process over-arduous.So from there I went on to building an online system for RTOs and other training organisations that helps teams communicate, document their knowledge more efficiently and on a consistent and regular basis.

I want to use today to talk through knowledge management, how knowledge is or could be managed in your organisation and how you might make improvements to KM to benefit your organisation.

1Todays SessionWhat is knowledge and knowledge managementBenefits of KMDifferent types of knowledge to be managedTools and techniques that can be used to manage knowledgeImplementing a knowledge management strategy

So today I will present the key concepts behind knowledge management and some techniques that we can use to go about implementing a knowledge management strategy.I really want this session to draw on the knowledge of everyone here today so well break into groups during the session to brainstorm together.

Knowledge management is a large area and some people focus entirely on it at university, so today will skim over key themes and topics.

2What is knowledge?Knowledge is what we know.Knowledge can be thought of as a map that we build inside our brains. A map that includes data, information, beliefs, expectations and practical know-how.It is on this map that we base our decisions. There are three sources that we use to build this knowledge information, experiences and data.Knowledge is what we know.It is a body of understanding and skills that is constructed by people and increased through interaction with other people and information.

Knowledge can be thought of as a map that we build inside our brains.

It also includes our beliefs, expectations and practical know-how.

It is on this map that we base our decisions.

There are three sources that we use to build this knowledge information, experiences and data.

There are three different kinds of knowledge: explicit, implicit and tacit which I will come back to shortly.

3Difference between Data & KnowledgeData is facts. Data is true whether or not it is written down. Data is used to form our knowledge.

Data is facts. Data is true whether or not it is written down.For example, your height, your address, your job title, this all data, and they are true whether or not it is written down.

Data is used to form our knowledge. 4Difference between Information & KnowledgeInformation contains data which has been put into context and meaning.We can capture data in information, then move it about so that other people can access it at different times.

Information contains data put into context and meaning.

We can capture data in information, then move it about so that other people can access it at different times.

If I take a picture of you,the photograph is information. But what you look like is data.5KnowledgeKnowledgeOur mapDataFactsInformationCaptured data and knowledgeDecisionsInformed actionsAdapted from www.Infogineering.netExperiencesSo the parts that make up our knowledge that can be summarised in this diagram

6What is Knowledge Management?The activities an organisation takes to:manage information and data systematically.manage the knowledge it gains from its own experiences.transform individual knowledge from its people into organisational knowledge.An integrated approach to collecting, recording, managing, sharing and using an organisations knowledge to achieve business objectives.So we know what knowledge is.

What is knowledge management.

It is the activities an organisation takes to:manage information and data systematically.manage the knowledge it gains from its own experiences.transform individual knowledge from its people into organisational knowledge.

An integrated approach to identifying, capturing, managing and sharing an organisations knowledge to achieve business objectives.7Knowledge Management

Knowledge management8How much Knowledge Do we Have?According to Forbes:

Scientists have worked out exactly how much data is sent to a typical person in the course of a year the equivalent of every person in the world reading 174 newspapers every single day

(Derbyshire, 2011, p. 1).An interesting fact.How much knowledge do we have??

According to Forbes:

A typical person in the course of a year receives the data equivalent to every person in the world reading 174 newspapers every single day

Thats a LOT!

So you can really see why if we dont manage our knowledge effectively, we are missing out on gaining from the knowledge of our people. 9Benefits of Managing KnowledgeLearn from expertise and know-how of most experienced individualsKnowledge is retained even if staff leaveHigher efficiencyLessons learned can be sharedBetter insights for improving products and servicesFacilitates decision-making capabilities

Research shows that managing knowledge allows us to

Learn from the expertise and know-how of most experienced individuals (more contact between junior and senior staff, collaboration, mentoring, support, exchange build expertise and then make this expertise serve even more of your team)

Knowledge is retained even if staff leave (invested time, money and energy in training, professional development and continual improvement is not lost more important in todays environment, people move jobs more and more often)

Higher efficiency (No re-inventing the wheel, avoid going over the same thing again and again)

Lessons learned can be shared (Processes and approaches that worked. Those that didnt work. What not-to-do next time. As relevant to VET this might be learning from complaints and appeals, internal and external audits, moderation and validation and so on.)

We gain better insights for improving products and services

Facilitates decision-making capabilities (Relevant information is available when its needed, we can gain a better understanding of how we make decisions and what informs our decisions)

10Benefits of Managing Knowledge contBuilds learning organisations by making learning routineIncreases staff satisfactionSharing of best practicesAndFacilitates continuous improvement!Builds learning organisations by making learning routine (When knowledge management is part of an organisations culture, learning and improvement is part of the job and staff are continually learning from others.)

Increases staff satisfaction

Sharing of best practices that can be implemented across the board (Best practice approaches can be shared from one branch or office to the other, one department to the other, again, saves re-inventing the wheel and quality practices across the organisation.

And

Facilitates continuous improvement! As I think Ive demonstrated above. All of these benefits have an outcome of quality and improvement. Using our knowledge that is captured and stored, can contribute to true improvement that really is continuous, ongoing and part of every day practice.11types of KnowledgeExplicit knowledgeImplicit knowledgeTacit knowledgeSo now we know about the benefits, how do we do it?

In order to manage knowledge we first need to know about the different types of knowledge that we need to manage.

Explicit knowledgeImplicit knowledgeTacit knowledge

12Explicit knowledgeExplicit knowledge is that which has been articulated and stored and can be readily transmitted to others. Can easily be portrayed in documents.Documented work procedures and policiesDirectories and how-to-guidesDiagrams and process chartsContacts for a supplier or customerInformation in a databaseRecords Details of complaints received and their resolutionsExplicit knowledge is that which has been articulated and stored and can be readily transmitted to others. Can easily be portrayed in documents.

Examples of explicit knowledge include: Directories (how-to-contact someone), manuals, written procedures and how to videos

With explicit knowledge, once the information is read and the instructions are followed, they are known.

13Implicit knowledgeInformation or knowledge that is not set out in tangible form but could be made explicit.

Implicit knowledge

Information or knowledge that is not set out in tangible form but could be made explicit.

So, the things in our minds that we havent yet written down but we could.14Tacit knowledgeThe kind of knowledge that is difficult to transfer by means of writing it down or verbalising. Hands on skillsSpecial know-how and experiences of individuals that have been learnt over timeApproaches to dealing with difficult situationsBest practices of the most prolific trainer/assessor or sales personTacit knowledge

The kind of knowledge that is difficult to transfer to another person by means of writing it down or verbalising.

Usually relates to expertise and knowledge within people/ learnt over a period of time. Highly experiential.

Example: Learning to speak a language we can write it down but it doesnt mean that someone can know it easily.

Another good example we can tell someone the approaches to effective RTO management, but that does not mean that they know how to do it easily.

15In groups, discuss the different kinds of knowledge you have in your organisationSo now Id like to get everybody involved - break into group work and conduct some brainstorming together.

What Id like you to do in your groups is discuss the different kinds of knowledge you have in your organisation considering explicit, implicit and tacit knowledge.

You will have been given a coloured card from Danielle as you walked in. This indicates the group you are in. Weve created the groups to mix everyone up and promote sharing between different organisations or departments.

So 5 minutes to brainstorm. Then well come back and share with the group.

Handout to be passed around. One sheet per group.

16Examples of EXPLICIT KnowledgePolicies and proceduresProcess chartsStaff details skills and experienceContacts for staff, leads and suppliersCompliance informationImprovement plans, registersRecords of professional developmentSurvey responses of students, staff, stakeholders, industry17Examples of Implicit KnowledgeUnwritten procedures or processesInformal processesImprovements to be made that havent yet been suggestedOpinions of students, staff, stakeholders, industryContent learnt in professional development sessions

18Examples of Tacit KnowledgeKnowledge and experiences of:Trainers, assessorsManagementAdministration etc

Approaches to dealing with difficult situationsTechnical know-howSkills-based knowledgeCulture

19For effective knowledge managementExplicit knowledge needs to beEasily accessible Easy to follow and understandImplicit knowledge needs to be transferred to explicit knowledge Tacit knowledge needs to be shared and accessible when required. So now we know the kinds of knowledge we have in an organisation, how do we effectively manage our knowledge?

For effective knowledge management

Explicit knowledge needs to beEasily accessible when and by whom it is requiredEasy to follow and understand

Implicit knowledge needs to be transferred to explicit knowledge as much as possible

Provide opportunities for tacit knowledge (from our people) to be shared. Making people with knowledge and expertise accessible when required.

So, organisations need to find a way to share existing knowledge better and

Promote innovation making the transition from ideas to implementation more effective.

20Tools and TechniquesNeeds effective tools and techniques to Collect, store and re-use knowledge Improve organisational learningEncourage collaboration

In order to do this, we need effective tools and techniques to manage our knowledge.

Our tools and techniques need to help us:collect, store and re-use knowledgeImprove organisational learningEncourage collaboration and sharing

Some examples of tools and techniques that may be used includedocument management systems, communities of practices or networking groups, strategies for collecting information from staff when they leave an organisation and so on.

21Looking through the Knowledge LENSImplementing knowledge management involves looking at the organisation through the knowledge lens.

(Australian Standards: Knowledge Management)Implementing knowledge management involves looking at the organisation through the knowledge lens.

A senior manager of a large firm has just resigned. This event can be viewed from a number of lenses:

Technology lens Confirm finish date, ensure all passwords and system accesses have been restricted.Finance lens prepare final pay and leave balancesHR lens Consider exit interview, prepare recruiting processKnowledge lens a potential knowledge loss and/or acquisition of new knowledge with the replacement. An opportunity to learn from the departing staff member.

22In groups, discuss tools &/ or techniques that could be used to help manage the knowledge in your organisationThinking about the knowledge that you have in your organisation, what tools and techniques do you think could be used to help manage the knowledge 23Tools & Techniques for Capturing Explicit KnowledgeWritten policies and proceduresDocument management Shared system drivesStaff profile pages experience, skillsStaff directories Bookmarks and directoriesHow-to-guidesIntranet, portals, softwareCRMStudent management systemShared email accounts24Tools & Techniques for capturing Implicit KnowledgeMechanisms for recording suggestions and feedback continuallyStaff surveysStudent surveysDiscussion boardsSocial networking tools

25Tools & Techniques for Capturing TACIT KnowledgeCommunities of practice and networking groupsStaff exit interviews that capture experience, knowledge, know-howAbility to liaise with experts when neededDiscussion boards Training for new staffMentoring programsOngoing training26Developing a Knowledge Management StrategySuccessful knowledge management strategies usually include:A knowledge leader or champion A range of tools and techniques including knowledge sharing mechanisms and technologyManagement supportTraining, culture

Successful knowledge management strategies usually include:A range of tools and techniques including knowledge sharing mechanisms and technologyManagement support we need our top people to believe in the value of KM, talk about it and make it part of the business objectivesA knowledge leader or champion It needs to become part of our culture through training, expectations that we set and so on

27To develop a KM strategyAustralian Standards: Knowledge ManagementSo now that we know about the different types of knowledge and what makes effective knowledge management, we need to know how to go about developing a knowledge management strategy.

281. MappingLooking at where you currently areSetting priorities Knowing what knowledge needs to be managedWho knows what?What is the knowledge flow?What are the gaps?

Consider people, process, technology and content.People Process Technology Content

Looking at where you currently areSetting priorities for knowledge managementKnowing what knowledge needs to be managedWho knows what?What is the knowledge flow?

Consider:People how individuals and teams work together

Process are processes documented, how does continuous improvement occur, do we learn from our mistakes?

Technology how is technology used, are there collaborative tools, CRM systems, portals, intranets, shared email accounts.

Content what knowledge is valuable to the organisation, what content do we have, how is it stored, how is information shared and is it easy to access.292. BuildTaking action on the priorities identified in mapping phaseDeveloping a plan for knowledge managementKnowledge champions or leadersDeveloping products, processes and servicesDeveloping a knowledge management team or support peopleExperimenting with ideas Training staff2. Build

Taking action on the priorities identified in mapping phase

Developing a plan for knowledge management

Knowledge champions or leaders - Someone who is passionate about the cause and the outcomes and benefits of KMSenior management support

Developing products, processes and servicesDeveloping a knowledge management teamEnsuring you can create a culture that supports innovation, feedback, learning and knowledge sharing

Experimenting with ideas

Training staff

303. OperationaliseOperationalising is about making it routinePutting the tools and techniques into actionMaking it part of every day workAcceptance of knowledge managementOperationalising is about making KM routinePutting the tools and techniques into actionMaking it part of every day workAcceptance of knowledge management processes by the whole team

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RTO KnowHow is an online system, kind of set up like an intranet, but it is on the internet.

Its an online hub that staff can interact with every day to:Access messagesView company newsEngage in discussion through the discussion boardMake suggestions for improvement that are automatically and instantaneously sent to the right person to act on.View or add to validation and moderation or industry consultation recordsUpdate their own profile and professional development activitiesGive feedback through surveys or invite a student to complete a surveyView student records and classesView documents they need

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Snapshot of the discussion board that we have.

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Staff profile where staff can update their own profile for use by management, including their qualifications, certificates, experience, Biography.34

Update their skills matrix as required35

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Access documents that they are given access to37

38ReferencesAS 5037-2005: Australian Standards: Knowledge ManagementHead Start: ECLKC What is Knowledge Management http://eclkc.ohs.acf.govKM World Magazine: www.kmworld.com.auLisa Quast, Why knowledge management is important to the success of your company Forbes: www.forbes.com.auOle Markus, Barely Sufficient Strategies for managing knowledge www.barelysufficient.org Public Sector Commission, Government of Western Australia Knowledge Management - A Guide to Managing Knowledge: Turning information into capability

39If an old man dies, it is a library that burns down.Amadou Hampt B

Knowledge is the only treasure you can give entirely without running short of it.African proverbThats the end of todays workshop. I want to thank everyone for coming today and participating. I hope youre able to take something away from todays workshop to implement in your organisation.

I wanted to leave you with these quotes. 40Thank You for ComingShashi HodgeRTO KnowHowwww.rtoknowhow.com.au

Tel: 1300 676 870Email: shodge@rtoadvice.com.auOrenquiries@rtoknowhow.com.au

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