Konsep, Model dan Pengembangan Knowledge Management & e-Learning di Perusahaan

Konsep, Model dan Pengembangan
Knowledge Management
dan E-Learning di Perusahaan
Djadja.Sardjana, S.T., M.M.
Djadja@comlabs.itb.ac.id
www.facebook.com/djadja,
www.slideshare.net/djadja
Enabling the
Knowledge Powered
Enterprise-2m40
21-Aug-14 1
Human Capital, e-Learning & Knowledge
Management

About me
2
EDUCATION
Indonesia Education University (www.upi.ac.id)
2011 expected
Doctoral Candidate, Majoring on Education Management
with concentration on Knowledge Management & e-Learning
Telkom Management Institute (www.imtelkom.ac.id)
MBA on Telecommunication Business (Biztel), Cum Laude Graduate
with Theses “Role of Grameen Stakeholder at Bangladesh on Strategic Management”
National Technology Institute (www.itenas.ac.id)
May 30, 1990
Bachelor on Telecommunication Engineering, with Theses “Simulation of Automatic Direction Finder on Airplane”
EXPERIENCE
Council Member | Gerson Lehrman Group
May 2009 - Now
DIVISION HEAD | SAMPOERNA TELEKOMUNIKASI INDONESIA
May 2008 – April 2009
SENIOR MANAGER | MOTOROLA, INC.
November 2002 – April 2008
SENIOR MANAGER | MWEB, INC.
June 2001 – October 2002
IT MANAGER | Ariawest International
January 1997- May 2001
SUPERVISOR, CTS | AT&T/Lucent Technologies Indonesia
JUNE 1994 – JANUARY 1997
Lecturer| Sekolah Tinggi Telekomunikasi Telkom (STTTelkom)
February 1991 – May 199421-Aug-14
Management

HUMAN CAPITAL & ROLE OF HRM
21-Aug-14
Management
3
Never Stop
Learning-3m45

Economic
growth
Human
capital
Education:
Knowledge
& Skills
Human
resource
BASIC CONCEPT NEW
CHALLENGES
NEW
IMPERATIVES
LENGNICK - HALL:
”HRM IN THE KNOWLEDGE ECONOMY”
21-Aug-14 4
Management

Humancapital
concept
Human capital is the knowledge,
skills, abilities, and experience
unique to an individual employee.
21-Aug-14 5
Management
f
o
r
m
s
a unique resource that distinguishes it
from other organizational resources and
provides the basis for other forms of
competitive advantage.

Human capital consists of:
Motor skills
Information gathering skills
Information-processing skills
Communication skills
Social skills
Experiences
Knowledge
Values, beliefs, and attitudes
21-Aug-14 6
Management

A NEW IMPERATIVE FOR HRM
• BUILD STRATEGIC
CAPABILITY
• EXPAND ITS BOUNDARIES
• MANAGE NEW ROLES
21-Aug-14 7
Management

BUILD STRATEGIC CAPABILITY
Strategic capability is the capacity to create value based
on the intangible assets of the firm. It will make the
difference in which firms succeed and which fail.
21-Aug-14 8
Management
Human Capital is the
know-how, skills, and
capabilities of
individuals in an
organization.
Technical skills,
innovativeness,
leadership
competencies.
Cellular structures,
information systems,
organizational cultural,
dec making processes.
Trust, consumer loyalty, co-
production activities, and
licensing agrrement.
Structural Capital is
organizational
architecture and
managerial processes
that enable HC to create
market value.
Relationship Capital is the
interpersonal connections
across members of the
firm and relationships with
others to provide
cooperation/collaboration.

• HONESTY
• TRUST
• TRANSPARANCY
• LOYALITY & INTEGRITY
• COMMITMENT
• CONTINUOUS IMPROVEMENT
SPIRIT
21-Aug-14 9
Management
 LEADING
 MANAGING
 IMPROVING
 MOTIVATING
 COUNSELING
 COACHING
 TRAINING
 MENTORING
LEARNING
ORGANIZATION
EMPOWERING
HUMAN CAPITAL
C
E
O
E
M
P
L
O
Y
E
E

EXPAND BOUNDARIES
 Traditional operational focus within the
context of a single organization.
 HRM is thought of as an internal
business function.
21-Aug-14 10
Management
 Expanding its boundaries beyond the firm to suppliers, distributors,
and customers.
 Play new roles to provide superior value for customers and
powerfully leverage strategic resource.
 Use their expertise to help their organization influence the behavior
of customers, employees of supplier firms, and individuals in firms
that regulate a firm’s activities.
FROM:
TO GET:
 Competitive human resource in
the knowledge economy.

New roles for human
resource management
Human
capital
steward
Knowledge
facilitator
Relationship
builder
Rapid
deployment
specialist
21-Aug-14 11
Management

INVESTASI
FLEKSIBILITAS
PRODUKTIVITAS
OPTIMUM
HUMAN
CAPITAL
STEWARD
Bagaimana pembelajaran membantu
semua potensi manusia agar bisa
tumbuh total dan optimal (termasuk
watak, nilai, karakternya).
21-Aug-14 12
Management

Knowledge facilitator
21-Aug-14 13
Management
Current knowledge
Future knowledge
1. Explicit
2. Tacit
TECHNOLOGY
INFORMATION SYSTEM
DECISION MAKING
COMMUNICATION
ORGANIZATIONAL
CULTURE
HUMAN RESOURCE
MANAGEMENT

Relationship builder
21-Aug-14 14
Management
HRM focused on:
 having the right people
 with the right relationships
 in the right place
 at the right time
 doing the right things right.
•Managing,
•Hiring,
•Training,
•Evaluating,
•Rewarding
employee
Social capital

Rapid deployment specialist
21-Aug-14 15
Management
Obtaining the right human talent and ensure
that people are:
 in the right place,
 at the right time,
 able to perform the work that is needed,
 and able to achieve the desired outcomes
to rapidly deploy and redeploy human
capital when and where it is needed.

Professionals
Human
Resource
Management
developing
Competencies
Committment
EMPLOYEES
THE STUFF INSIDE
EMPLOYEE’S HEADS
GETTING THE
BEST MINDS AND
THINKERS
ENGAGED
achieving
COMPETITIVE
ADVANTAGES
STRATEGIC
VISION
21-Aug-14 16
Management

Future/strategic focus
Day to day operational focus
process people
Management
of strategic
human
resources
Management of
transformation
and change
Management
of firm
infrastructure
Management
of employee
contribution
21-Aug-14 17
Management

K-1
TINGGI
KEMAMPUAN,
RENDAH MOTIVASI
(counseling,
motivating)
K-2
TINGGI
KEMAMPUAN,
TINGGI MOTIVASI
(promoting,
empowering)
K-4
RENDAH
KEMAMPUAN,
RENDAH MOTIVASI
(counseling,
couching, training)
K-3
RENDAH
KEMAMPUAN,
TINGGI MOTIVASI
(couching, training,
mentoring)
MOTIVASI
KEMAMPUAN
T
R T
K
A
R
A
K
T
E
R
M
A
N
U
S
I
A
P
E
K
E
R
J
A
21-Aug-14 18
Management

Belajar dari pengalaman FedEx (perusahaan
transportasi) yang menetapkan fondasi bisnis
pada: manusia, pelayanan, dan laba.
Terinspirasi oleh pengalaman FedEx di atas,
dapat dikemukakan prinsip dasar MSDM:
1. Memberi jaminan bagi stability of tenure;
2. Jaminan perlakuan yang adil;
3. Promosi (career development);
4. Kebijakan manajemen terbuka
(transparansi);
5. Penelitian, feedback, dan feedforward dalam
tindakan nyata;
6. Pembagian keuntungan yang proporsional.
21-Aug-14 19
Management

Corporate Knowledge Management
& e-Learning
21-Aug-14
Management
20
Knowledge Management -
Managing Tacit and Explicit
Knowledge-4m

Learning Organization
 “Organization where people continually expand their
capacity to create the result they trully desire, where
new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where
people are continually learning how learn together”
(Senge, 1990)
21-Aug-14 21
Management

Learning Organization
• Strategies and initiatives for improving organizational
effectiveness through emphases on developing the
capabilities, capacities and qualities of the staff, and
on approaches based on behaviors and attitudes, as
well as skills, enhancement” (Pettinger, 2002)
• Learning organization can mean an organization which
learns and/or an organization which encourages
learning in its people. It should mean both”
(Robin, 1998)
21-Aug-14 22
Management

LEARNING ORGANISATION
21-Aug-14
Management
23
KMS &
e-Learning
Link to Corporate
Strategy
BuildingSharing
Culture
Collaborative
Projects
Rewards/
Punishment

Structure of Learning organization
Classical Organization Learning Organization
Institutions Routinized; static; maintain
the current organizational
structure
Always in question; fluid;
constantly changing;
innovative
Institutional
Practices
Following directions;
Localized and fragmented
thinking; workers
responsible for own tasks;
managers responsible for
own section; Get the job
done
Explicit and shared mental
modeling; systems thinking;
shared vision; team
learning; dialogue
generatively; personal
mastery; ask: ‘how should
we get the job done?’
Culture All above institutional
practices taken as givens
Principles of the learning
organization routinized to
become unconscious action
Growth and
Change
Static; lack of change Constant and continuous
change
* Adapted from Guthrie(1996)21-Aug-14 24
Management

Five Disciplines
Senge’s (1990) describe five disciplines that enable a
company to become a learning organization
Mental
modeling
Shared
vision
Personal
mastery
Team
learning
System
thinking
21-Aug-14 25
Management

Why a Learning Organization
Resource based
perspective: Better
respond the
environment by
dynamic changes.
Keeping up-to-date.
Knowledge based
perspective:
Develop
organizational
memory particularly
firm-specific
knowledge (tacit
knowledge).
Importance of
systems thinking:
Better way to see
wholes and
relationships
between the task
components.
• (Reigeluth, Pershing, &
Park, 1998)
21-Aug-14 26
Management

Knowledge Management (KM)
Data: Factual information (measurements or statistics)
Information: Meaningful form of data
Knowledge: Understanding and/or using of information
Knowledge management: A process of creating,
capturing, and using knowledge to enhance
organizational performance (Stacey, 2000)
21-Aug-14 28
Management

Knowledge Transformation Process
To
Tacit Knowledge Explicit Knowledge
From
Tacit
Knowledge
Socialization
(Sympathized
Knowledge)
Externalization
(Conceptual
Knowledge)
Explicit
Knowledge
Internalization
(Operational
Knowledge )
Combination
(Systematic
Knowledge)
* Adapted from Nonaka and Konno (1998)
21-Aug-14 29
Management

Organization
Target
Value Proposition Approach Technology Results
Chevron Reduce operating
costs
Communities of
Practice (COPs),
facilitate transfer of
Best Practices
Standardized
Microsoft platform,
Plumtree portal
$2 billion reduction
in annual operating
costs
(1991 vs. 1998)
Cap Gemini
Ernst & Young
Faster revenue
growth, lower costs
COPs, central KM
managers, content
management
Microsoft platform
and Exchange
10-fold increase in
revenue with
5-fold increase in
employees
Increased production
from 1500 to 6000
bbl/day for customer
Schlumberger Knowledge in the
hands of employees
and customers
Technical COPs,
intranet & extranet
Web enabled
Source: APQC, 2000
21-Aug-14
Management
31
Results from KM & e-Learning leaders

KM & e-Learning Should be Linked to
Corporate Strategies
21-Aug-14
Management
32
Operational
Middle Mgmt
Top
QCC QCC
QCP QCP
QLP
OrganisationalAlignment
MonitoringResults
Intra-department
Cross-functional
Corporate Initiatives
Vision Org.
Impact
Activity
PlansAction
QCC

ALL three elements should be tied up
for all Corporate strategies….
21-Aug-14
Management
33
People
Alignment
Management
Systems
Corporate
Objectives

Roll-Down
The Objectives
21-Aug-14 34
Management
Top
Management
Middle
Management
Supervisory
Management
Employees /
Workers
Company
Goals/Budget
Department /
Division Planning
Section Planning/
Target
Operational
Target
Annual /
Bi-Annual
Quarterly /
Monthly
Weekly /
Monthly
Daily /
Hourly
Reports
Reports
Reports
Review Mtg
Review Mtg
Review Mtg

Management System
As A Tool
Management System is required to integrate all processes within the
organisation in using their resources to achieve the organisation objectives.
21-Aug-14 35
Management
COMPANY
OBJECTIVES
MAN METHOD
MACHINE MATERIAL
Rp QUALITY MANAGEMENT SYSTEM

Collecting – Sharing
knowledge & learning
21-Aug-14 36
Management
Sorting
mechanism
Filter of staff A
Source
X
Source
Y
Source
Z
Filter of staff D
Middle priority
High priority
Filter of staff C
Filter of staff B
Low priority
Rules of the game
(admin, manager)
Resulting in quicker
and more effective
decision making

Formally
incorporated into
routine operations
Knowledge sharing driven
by personal motivation and
beliefs
Users recognize the advantages
Utilized long enough to prove its
benefit
Fully implemented and operational
People understand the inherent changes
brought by KMS
Users log on and use KMS regularly
as part of their work
Institutionalization
Internalization
Positive Perception
Recommend to Others
CommitmentL O Y A L T Y
Awareness
Interest
Installation
Repeated UseA D O P T I O N
DegreeofSupport
C O L L A B O R A T I O N
Time
Managing Change Is Key Process
21-Aug-14
Management
37
Source : KPMG

KM & e-Learning
Deployment Strategy
21-Aug-14
Management
38
personal
involvement
situation-based
involvement
stimulus-based
involvement
driven by
activators
(probe/pilot)
driven by
users value
(corporate-wide)
driven by
current needs
(full-fledged systems)

IT Dept
Targeted
Division
Company
Mktg Operation etc.
HR Finance
Implementation Scheme
 Intensive targetQCC
Dept #2 Dept #nDept #1
QCC QCC
21-Aug-14 39
Management

Kendala Penerapan
KM & e-Learning
53%
20%
15%
9%
3%
0%
10%
20%
30%
40%
50%
60%
Culture Immaturity of
technology
Immaturity of
industry
Cost Lack of need
21-Aug-14
Management
40

Blend All Processes
to Management Cycle
21-Aug-14 41
Management
Plan
Check Do
Action
Establish the
objectives and
processes
Implement the
processes
Take action to
improve the
processes
Monitor and
measure the
processes

Why?
• To expedite the implementation of company
vision and strategy with precision.
21-Aug-14 42
Management
Corporate Business Operation Process Sub-proc
Plan
Do
Check
Action
Kuesioner KM &
Learning

eLearning
“The use of technologies to
create, distribute and deliver
valuable data, information,
learning and knowledge to
improve on-the-job and
organizational performance and
individual development”
(Dublin,2004)
Elearning means the use of new
multimedia technologies and the
internet to improve the quality
of learning”
(European Communities, 2004)
21-Aug-14 43
Management

eLearning Plays Role
Acclimate to new job roles
Work with a new product
Adapt to a new corporate
culture
Work on a new project
Learn a new bussiness project
(IDC, 2001)
21-Aug-14 44
Management

Growth in eLearning
2000 2002 2005 2006
$2.3
billion
$6.6
billion
$18
billion
$23.7
billion
(Gaither, 2004;IDC, 2001)
21-Aug-14 45
Management

eLearning Growth Drivers
Demand-Side
Drivers
• Greater Internet usage
and ecommerce
• Demand and Needs for
continuous education
• Need for flexible
learning options
• Economic turbulence
and competition
Supply-Side Drivers
• Technology advances
• Improved quality and
offerings
• Cost saving
• Convenience time and
place
• Effective training
content
(IDC, 2001)
21-Aug-14 46
Management

Comparison eLearning and traditional
classroom
Traditional
Classroom
eLearning
Classroom Pysical, time and
location dependent
Unlimited, anywhere,
anytime
Content Textbook
Video
Projector slides
Simple text, audio,
animation, video,
printed and online
resources,
collaboration
Personalization One learning path Pace and path
determined by
learner
(PrimeLearning, 2001)
21-Aug-14 47
Management

Shift from Instructor-Led Training to eLearning
(IDC, 2001)
21-Aug-14 48
Management

Conditions for success
Internal
Marketing
• Employees
respond better
to e-learning
when it is
promoted well
in advance,
and they feel
prepared.
Support
• Employees
value and
respond to e-
learning when
they feel they
have the
necessary
technical,
subject matter,
and
managerial
support.
Incentives
• Employees
respond to e-
learning when
they can
clearly see the
value of what
they will learn.
(ASTD, 2001)
21-Aug-14 49
Management

Case: IBM Basic Blue
Challenge:
Train managers
scattered around the
world
(IBM has more than
30,000 managers in
more than 50
countries).
(Lewis & Orton, 2000)
21-Aug-14
50
Management

IBM Basic Blue for Managers
Survey:
• Preference for
classroom based
learning over online
learning
Interview:
• Online: Cognitive
based development
• Classroom:
Behavioral skills
Decision:
• Hybrid model
21-Aug-14 51
Management

• Relative advantage
• Compatibility
• Complexity
• Trialability
• Observability (Rogers,
1995)
Conditions
for learner
acceptance
21-Aug-14 52
Management

Advantage:
• Concise and practical
content
• Easy and Instant access
• Allow more higher
order classroom
discussion (experiential
learning, case studies)
Compatibility
• Standard interface
(Just content change)
• Apply same language
(Terminology) and
practices
21-Aug-14 53
Management

Simplicity
• Formative
evaluation on
usability and
navigations
• No plug-ins
• Modular content
chunking
Trialability
• Allow free access
with no personal
tracking (Safe and
comfortable)
21-Aug-14 54
Management

Observability
Initial focus on
everyday practical
skills
Reflection on learner
their own learning
(increase awareness)
21-Aug-14 55
Management

Strategies used:
Community
of practice
(workshops)
Online
communicati
on &
collaboration
Simple web
design with
allowing self-
pacing
Interactivity
(simulations
& learning-
by-doing)
eMentoring
Online self-
assessments
and feedback
21-Aug-14 56
Management

Results:
• More than 4,000 managers have completed the training
• Basic Blue won a 2000 American Society for Training & Development
"Citation" Award
• The program is expected to save IBM more than $100 million in 2010
21-Aug-14 57
Management

Discussions &
Enhancements
Djadja@bapinger.web.id
21-Aug-14 58
Management

Thank you very much
for your attention
Djadja@bapinger.web.id
21-Aug-14 59
Management
Educational
Philosophy-1m48

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