1994 Group Managing People Herding Cats: HRM and Professionals

7. HRM and knowledge management If knowledge is distributed yet critical to firm performance � then we need to answer these questions What do we need to manage? (identification of knowledge) Categories of intellectual capital People and processes � across various boundaries Which situations are critical = focus of management efforts Learning and sharing How do we manage this? Which HRM approaches are most effective in managing knowledge and knowledge workers? Management practices based on previous researchIf knowledge is distributed yet critical to firm performance � then we need to answer these questions What do we need to manage? (identification of knowledge) Categories of intellectual capital People and processes � across various boundaries Which situations are critical = focus of management efforts Learning and sharing How do we manage this? Which HRM approaches are most effective in managing knowledge and knowledge workers? Management practices based on previous research

8. Categorising knowledge Intellectual Capital approaches Human Social Structural Organisational Customer

9. Knowledge intensive situations Knowledge creation Learning-by-doing Knowledge sharing within organisations Inter-team building of capital Porous boundaries Knowledge sharing between organisations Client influence Client teams Boundaries Communities of Practice

10. Key HR practices The importance of attracting and retaining talent within a talent war Development of human capital through work organisation and exposure to challenging projects as a tool to develop cutting edge skills Reward as redundant time for development The centrality of performance management in KIFs The �intensification� of social capital (knowing who to ask, when to ask and what to ask about when trading in a knowledge currency), Managing clients and relationships with other partners in external networks