Pengantar Manajemen Pengetahuan Nuklir
Pengantar Manajemen
Pengetahuan Nuklir
Tim NKM BATAN
Apakah itu Pengetahuan?
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Definisi IAEA
Pengetahuan adalah perolehan, pemahaman
serta interpetasi suatu informasi
(knowledge is acquiring, understanding and interpreting of information)
Definisi Praktis
Pengetahuan adalah suatu kapasitas untuk melakukan suatu
tindakan secara efektif
(Knowledge is the capacity for effective action)
Pengetahuan Eksplisit
Pengetahuan yang didapatkan pada
dokumen, gambar, perhitungan,
desain, database, prosedur dan
manual.
Pengetahuan Implisit
Pengetahuan yang sulit diungkapkan tapi masih bisa
direkam/dituliskan dan masih relatif mudah untuk
dibagikan/ ditransfer
Pengetahuan Tasit
Pengetahuan yang ada di dalam kepala/
otak pemiliknya yang biasanya didapatkan
lewat proses yang relatif lama dan sulit
untuk dibagikan/ditransfer (skill,
pengalaman, wawasan, pemahaman)
Pengetahuan
Eksplisit
Pengetahuan
Tasit
ada di dalam kepala para ahli
dipelajari dalam waktu yang lama
Data, informasi
Dokumen
Rekaman
File
Pengalaman
Kompetensi
Komitmen
Perilaku
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Pengetahuan Sebagai Aset
Sumber daya ekonomi dasar saat ini bukanlah modal
finansial, sumber daya alam atau tenaga kerja melainkan
PENGETAHUAN.
~Peter Drucker
Pengetahuan Sebagai Aset
Aset Pengetahuan
Manusia
Modal Intelektual :
Pengetahuan
Informasi
Pengalaman
HAKI
Struktur/
Proses
Aset
Tak
berwujud
Teknologi
Modal
Manusia
Tersimpan
di mana?
Modal
Proses
Modal
Relasi
Pengetahuan Sebagai Aset
Pengetahuan Kritis
Pengetahuan Penting untuk memenuhi Misi Organisasi
Sulit digantikan dengan Pengetahuan Lain
Membutuhkan Pelatihan dan Pengalaman yang intensif
Tidak ada backp-up atau redundannya
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Pengetahuan Nuklir
Karakteristik Pengetahuan Nuklir
Kompleks
Biaya Tinggi
Butuh kerjasama Internasional
Pendidikan Khusus
Keterlibatan Pemerintah
Butuh waktu lama dalam pengembangan & implementasi
Keseimbangan antara proteksi dan berbagi pengetahuan
Manajemen Pengetahuan Nuklir
~Definisi IAEA
NKM atau MPN adalah sebuah pendekatan sistematik dan
terintegrasi untuk mengidentifikasi, memperoleh,
mengembangkan, mendesiminasi, menggunakan, membagi dan
mempertahankan pengetahuan untuk mencapai suatu tujuan
PDL?
BSDMO?
Tim NKM
BATAN?
Seluruh Satker bertanggung
jawab mengimplementasikan MPN
PPIKSN?
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Kompetensi
Manajemen Kompetensi
Kompetensi adalah suatu kemampuan untuk menerapkan Pengetahuan,
Ketrampilan dan Sikap Kerja dalam melaksanakan tugas secara efektif dan
efisien sesuai dengan standar.
Kompetensi Unit Kerja?
Kompetensi = Pengetahuan + Ketrampilan + Sikap Kerja
Pengetahuan
Kompetensi
Ketrampilan
Pengetahuan (what you know)
Ketrampilan (what you know how to do)
Sikap Kerja (what you do and what you are willing to do)
Sikap Kerja
Manajemen Kompetensi didasarkan pada tiga elemen:
Daftar Kompetensi Organisasi,
Penilaian Kompetensi, dan
Pelatihan untuk mempertahankan kompetensi pada setiap jenjang.
Pengetahuan
Knowledge - recognizes and recalls information
Comprehension - interprets, translates or summarizes given information
Application - uses information in a situation different from original learning
context
Analysis - splits the whole into parts until relationships are clear
Synthesis - combines elements to form new entity from the original one
Evaluation - involves acts of decision making based on criteria or rationale.
Kompe
tensi
Ketrampilan
Imitation - observes a skill and tries to repeat it
Manipulation - performs a skill according to instruction rather than observation
Precision - reproduces a skill with accuracy, proportion and exactness (usually
performed independently of original source)
Articulation - combines one or more skills in sequence with harmony and
consistency
Naturalization - completes one or more skills with ease and learns to use them
automatically
Sikap Kerja (feelings, perceptions and values)
Attending - pays attention to received stimuli or events
Responding - reacts positively to stimuli or events through anticipation
Valuing - demonstrates belief in the worth or value of an event or activity
Organization of values - compares various values and prioritizes them
Characterization by values - displays an attitude characteristic of a pervasive,
consistent and predictable set of values
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Kompetensi
Contoh Kasus
Implementation of
Knowledge Management Programme
in a Nuclear Organization
Svetlana Tikhomirova (Russian Federation)
Pamela P. Quintuprai Munoz (Chile)
Stanley W. Nderitu (Kenya)
Kristedjo Kurnianto (Indonesia)
Mentor : Maria Monica Sbafoni
Organization Background
Nuclear
Organization
Nuclear
Application
Medical
Agricultural
Nuclear
Facilites
Industrial
Waste
Management
Irradiation Facilities
Research Reactor
(Iradiator & accelerator)
Type: Government Nuclear Agency organization which promote both in energy and nonenergy nuclear application with 500 employee
Primary area:
•
Nuclear application : Basic Research, Desimination of knowledge
•
Nuclear Facilities : Give support nuclear application
Country Situation: Developing country which start nuclear programme since 60’s with
fairly limited financial support
SWOT Analysis
Internal Aspects
Strengths
Educated & well trained senior
employee
Good safety record
Availability of Training &
Coaching programme
External Aspects
Opportunities
Globalisation and Information
technology
IAEA technical cooperation
Weakness
Aging of Human Resources
Knowledge gap between
senior & junior
Aging Facilities
People not willing to share
Threats
Growth of New Technology
need special strategy
Public demand of higher safety
LFM Approach Improve productivity
Modernisation of
instrumentation
Protecting Critical
Knowledge
Improve external
communication
Choose, NKM to be applied
Ageing
Design
KM Program
NonSharing Culture
Age distribution
Revise
Critical Knowledge/
Evaluate Risk of
Loosing Knowledge
Implement
KM Program
Evaluate
KM Program
Resistance
to Change
Problems
Ageing
Non Sharing
Culture
Objectives
Improving
Knowledge
Transfer
Improving
Internal
Communication
Resistance
to Change
Building Trust
Activities
Succession
Planning
Rewarding Program
Capturing Tacit Knowledge
Improve Internal Portal
Improve Training Program
Focus Group Discussion
Coaching & Mentoring Program
Improving Informal Communication Channels
•
•
•
1. Improving Informal Communication Channels
Design events and activities (social activities, Coffee morning, Lunch
together) that match with culture of worker
Take feedback from workers about activities
Monitor & report progress for improvement
2. Capturing Tacit Knowledge
For each selected person we will:
• Develop knowledge map
• Make photos and videos
• Prepare structured Questionnaire
• Make interviews
•
3. Focus Group Discussion
Create FGD around topics related to critical knowledge & knowledge gaps
4. Coaching & Mentoring Program
• Select the mentor/coach & learner
• Make sure the mentor and learner are a good match
• Monitor progress
•
•
•
5. Improve Training Program
Create Soft-competences training
Invite external expert to evaluate and re-design training program
Provide adecuate training whenever a new technologies introduce
•
•
•
6. Succession Planning
Develop succession and knowledge transfer plan
Identify potencial internal candidates
Define Key Performance Indicator
7. Rewarding Program
Regarding sharing activities we will:
• Designate worker of the month for both senior and junior
• Provide Recognition in internal social media & Economical incentive
•
•
•
8. Improve Internal Portal
Get feedback from portal users
Improve portal according to the feedback
Encourage portal usages through training & better communication
Knowledge Management Road Map
Sta
ge
Activity
Y-1
Y1
Y2
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1
KM Activities Initiation
2
Analysis, training & initial
KM strategy development
3
KM policy & strategy
development
4
Start Activities by initiation
& implementation
5
Expanding activities across
the organization
6
Integration of KM into
overall organization
management system
Y3
Y4
Y5
Y6
Y7
Y8
Y9
Y1
0
Knowledge Management project planing
N
o
Activity
1
Improving Informal Communication Channels
•
Design events and activities (social activities,
Coffee morning, Lunch together) that match
with culture of worker
•
Implement activities and take feedback from
workers about activities
•
Monitor & report progress for improvement
Y1
Q1
Q2
Y2
Q3
Q4
Q1
Q2
Q3
Q4
x x x
x
x
x
x
x
x
x
x
x
2 Capturing Tacit Knowledge
•
•
•
•
3
x xx x x x x xx
Focus Group Discussion
•
4
Develop knowledge map
Make photos and videos
Prepare structured Questionnaire
Make interviews
Create monthly FGD around topics related to
critical knowledge & knowledge gaps
Coaching & Mentoring Program
x
x
x
x
x x x
x
x
x
x
x
x x x
•
Select the mentor/coach & learner
•
Make sure the mentor and learner are a good
match
x
•
Mentoring activities & Monitor progress
x xx x xx x x x xx x x x x
x
x
x
x
Knowledge Management project planing
N
o
5
6
7
8
Activity
Y1
Q1
Q2
Improve Training Program
•
Create Soft-competences training
•
Invite external expert to evaluate and redesign training program
•
Provide adequate training whenever a new
technologies introduce
Develop succession and knowledge transfer
plan
•
Identify potencial internal candidates
•
Define Key Performance Indicator &
implement the succession planing
Designate worker of the month for both
senior and junior
•
Provide Recognition in internal social
media & Economical incentive
Improve internal portal
•
Get feedback from portal users
•
Improve portal according to the feedback
•
Encourage portal usages through training &
better communication
Q4
Q1
Q2
Q3
x xx
Q4
xx x
x x x
x xx
x x x
x x x
x x x
x xx
x xx
Rewarding Program
•
Q3
x x x
Succession Planing
•
Y2
x x x x xx x xx x x x xx x x x x
x
x x x
x xx
x
x
x x
x
Other Considerations
Budget + Human Resources
•
•
Using internal human resources
Additional budget :
• Developing portal
• External expert
• Incentives
Risks of not doing
•
•
•
Loosing Critical Knowledge
Decreasing innovation capabilities
Loosing governmental support
Benefits
•
•
Preserving and increasing critical knowledge
Improve organization overal performance
Summary
Nuclear
Organization
Nuclear
Application
Nuclear
Facilites
Improve productivity
Protecting
Critical Knowledge
NKM
Applied
Age distribution
Improving
Knowledge Transfer
Succession
Planning
Improving Internal
Communication
Coaching
Mentoring
FGD
Internal Portal
Capturing Tacit
Knowledge
Building Trust
Training
Program
Rewarding
Program
Informal
Communication
Thank You
for Your Attention
On-line course on Knowledge Management in
Nuclear Energy Organizations
https://www.edx.org/course/knowledge-management-nuclearenergy-mephix-mephi002x
Pertanyaan untuk Diskusi
Evaluasi untuk presentasi
Masukan untuk Tim NKM
Pengetahuan Nuklir
Tim NKM BATAN
Apakah itu Pengetahuan?
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Apakah itu Pengetahuan?
Knowledge is
experience;
everything else is
information
~Albert Einstein
He who knows nothing
is closer to the truth
than he whose mind
is filled with falsehoods
and errors
~Thomas Jefferson
To know, is to know
that you know nothing.
That is the meaning of
true knowledge
~Socrates
Knowledge has to be
improved, challenged,
and increased constantly,
or it vanishes
~Peter Drucker
Definisi IAEA
Pengetahuan adalah perolehan, pemahaman
serta interpetasi suatu informasi
(knowledge is acquiring, understanding and interpreting of information)
Definisi Praktis
Pengetahuan adalah suatu kapasitas untuk melakukan suatu
tindakan secara efektif
(Knowledge is the capacity for effective action)
Pengetahuan Eksplisit
Pengetahuan yang didapatkan pada
dokumen, gambar, perhitungan,
desain, database, prosedur dan
manual.
Pengetahuan Implisit
Pengetahuan yang sulit diungkapkan tapi masih bisa
direkam/dituliskan dan masih relatif mudah untuk
dibagikan/ ditransfer
Pengetahuan Tasit
Pengetahuan yang ada di dalam kepala/
otak pemiliknya yang biasanya didapatkan
lewat proses yang relatif lama dan sulit
untuk dibagikan/ditransfer (skill,
pengalaman, wawasan, pemahaman)
Pengetahuan
Eksplisit
Pengetahuan
Tasit
ada di dalam kepala para ahli
dipelajari dalam waktu yang lama
Data, informasi
Dokumen
Rekaman
File
Pengalaman
Kompetensi
Komitmen
Perilaku
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Pengetahuan Sebagai Aset
Sumber daya ekonomi dasar saat ini bukanlah modal
finansial, sumber daya alam atau tenaga kerja melainkan
PENGETAHUAN.
~Peter Drucker
Pengetahuan Sebagai Aset
Aset Pengetahuan
Manusia
Modal Intelektual :
Pengetahuan
Informasi
Pengalaman
HAKI
Struktur/
Proses
Aset
Tak
berwujud
Teknologi
Modal
Manusia
Tersimpan
di mana?
Modal
Proses
Modal
Relasi
Pengetahuan Sebagai Aset
Pengetahuan Kritis
Pengetahuan Penting untuk memenuhi Misi Organisasi
Sulit digantikan dengan Pengetahuan Lain
Membutuhkan Pelatihan dan Pengalaman yang intensif
Tidak ada backp-up atau redundannya
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Pengetahuan Nuklir
Karakteristik Pengetahuan Nuklir
Kompleks
Biaya Tinggi
Butuh kerjasama Internasional
Pendidikan Khusus
Keterlibatan Pemerintah
Butuh waktu lama dalam pengembangan & implementasi
Keseimbangan antara proteksi dan berbagi pengetahuan
Manajemen Pengetahuan Nuklir
~Definisi IAEA
NKM atau MPN adalah sebuah pendekatan sistematik dan
terintegrasi untuk mengidentifikasi, memperoleh,
mengembangkan, mendesiminasi, menggunakan, membagi dan
mempertahankan pengetahuan untuk mencapai suatu tujuan
PDL?
BSDMO?
Tim NKM
BATAN?
Seluruh Satker bertanggung
jawab mengimplementasikan MPN
PPIKSN?
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Kompetensi
Manajemen Kompetensi
Kompetensi adalah suatu kemampuan untuk menerapkan Pengetahuan,
Ketrampilan dan Sikap Kerja dalam melaksanakan tugas secara efektif dan
efisien sesuai dengan standar.
Kompetensi Unit Kerja?
Kompetensi = Pengetahuan + Ketrampilan + Sikap Kerja
Pengetahuan
Kompetensi
Ketrampilan
Pengetahuan (what you know)
Ketrampilan (what you know how to do)
Sikap Kerja (what you do and what you are willing to do)
Sikap Kerja
Manajemen Kompetensi didasarkan pada tiga elemen:
Daftar Kompetensi Organisasi,
Penilaian Kompetensi, dan
Pelatihan untuk mempertahankan kompetensi pada setiap jenjang.
Pengetahuan
Knowledge - recognizes and recalls information
Comprehension - interprets, translates or summarizes given information
Application - uses information in a situation different from original learning
context
Analysis - splits the whole into parts until relationships are clear
Synthesis - combines elements to form new entity from the original one
Evaluation - involves acts of decision making based on criteria or rationale.
Kompe
tensi
Ketrampilan
Imitation - observes a skill and tries to repeat it
Manipulation - performs a skill according to instruction rather than observation
Precision - reproduces a skill with accuracy, proportion and exactness (usually
performed independently of original source)
Articulation - combines one or more skills in sequence with harmony and
consistency
Naturalization - completes one or more skills with ease and learns to use them
automatically
Sikap Kerja (feelings, perceptions and values)
Attending - pays attention to received stimuli or events
Responding - reacts positively to stimuli or events through anticipation
Valuing - demonstrates belief in the worth or value of an event or activity
Organization of values - compares various values and prioritizes them
Characterization by values - displays an attitude characteristic of a pervasive,
consistent and predictable set of values
Apakah itu Pengetahuan?
Pengetahuan Sebagai Aset
Manajemen Pengetahuan Nuklir
Manajemen Kompetensi
Contoh Kasus
Implementation of
Knowledge Management Programme
in a Nuclear Organization
Svetlana Tikhomirova (Russian Federation)
Pamela P. Quintuprai Munoz (Chile)
Stanley W. Nderitu (Kenya)
Kristedjo Kurnianto (Indonesia)
Mentor : Maria Monica Sbafoni
Organization Background
Nuclear
Organization
Nuclear
Application
Medical
Agricultural
Nuclear
Facilites
Industrial
Waste
Management
Irradiation Facilities
Research Reactor
(Iradiator & accelerator)
Type: Government Nuclear Agency organization which promote both in energy and nonenergy nuclear application with 500 employee
Primary area:
•
Nuclear application : Basic Research, Desimination of knowledge
•
Nuclear Facilities : Give support nuclear application
Country Situation: Developing country which start nuclear programme since 60’s with
fairly limited financial support
SWOT Analysis
Internal Aspects
Strengths
Educated & well trained senior
employee
Good safety record
Availability of Training &
Coaching programme
External Aspects
Opportunities
Globalisation and Information
technology
IAEA technical cooperation
Weakness
Aging of Human Resources
Knowledge gap between
senior & junior
Aging Facilities
People not willing to share
Threats
Growth of New Technology
need special strategy
Public demand of higher safety
LFM Approach Improve productivity
Modernisation of
instrumentation
Protecting Critical
Knowledge
Improve external
communication
Choose, NKM to be applied
Ageing
Design
KM Program
NonSharing Culture
Age distribution
Revise
Critical Knowledge/
Evaluate Risk of
Loosing Knowledge
Implement
KM Program
Evaluate
KM Program
Resistance
to Change
Problems
Ageing
Non Sharing
Culture
Objectives
Improving
Knowledge
Transfer
Improving
Internal
Communication
Resistance
to Change
Building Trust
Activities
Succession
Planning
Rewarding Program
Capturing Tacit Knowledge
Improve Internal Portal
Improve Training Program
Focus Group Discussion
Coaching & Mentoring Program
Improving Informal Communication Channels
•
•
•
1. Improving Informal Communication Channels
Design events and activities (social activities, Coffee morning, Lunch
together) that match with culture of worker
Take feedback from workers about activities
Monitor & report progress for improvement
2. Capturing Tacit Knowledge
For each selected person we will:
• Develop knowledge map
• Make photos and videos
• Prepare structured Questionnaire
• Make interviews
•
3. Focus Group Discussion
Create FGD around topics related to critical knowledge & knowledge gaps
4. Coaching & Mentoring Program
• Select the mentor/coach & learner
• Make sure the mentor and learner are a good match
• Monitor progress
•
•
•
5. Improve Training Program
Create Soft-competences training
Invite external expert to evaluate and re-design training program
Provide adecuate training whenever a new technologies introduce
•
•
•
6. Succession Planning
Develop succession and knowledge transfer plan
Identify potencial internal candidates
Define Key Performance Indicator
7. Rewarding Program
Regarding sharing activities we will:
• Designate worker of the month for both senior and junior
• Provide Recognition in internal social media & Economical incentive
•
•
•
8. Improve Internal Portal
Get feedback from portal users
Improve portal according to the feedback
Encourage portal usages through training & better communication
Knowledge Management Road Map
Sta
ge
Activity
Y-1
Y1
Y2
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1
KM Activities Initiation
2
Analysis, training & initial
KM strategy development
3
KM policy & strategy
development
4
Start Activities by initiation
& implementation
5
Expanding activities across
the organization
6
Integration of KM into
overall organization
management system
Y3
Y4
Y5
Y6
Y7
Y8
Y9
Y1
0
Knowledge Management project planing
N
o
Activity
1
Improving Informal Communication Channels
•
Design events and activities (social activities,
Coffee morning, Lunch together) that match
with culture of worker
•
Implement activities and take feedback from
workers about activities
•
Monitor & report progress for improvement
Y1
Q1
Q2
Y2
Q3
Q4
Q1
Q2
Q3
Q4
x x x
x
x
x
x
x
x
x
x
x
2 Capturing Tacit Knowledge
•
•
•
•
3
x xx x x x x xx
Focus Group Discussion
•
4
Develop knowledge map
Make photos and videos
Prepare structured Questionnaire
Make interviews
Create monthly FGD around topics related to
critical knowledge & knowledge gaps
Coaching & Mentoring Program
x
x
x
x
x x x
x
x
x
x
x
x x x
•
Select the mentor/coach & learner
•
Make sure the mentor and learner are a good
match
x
•
Mentoring activities & Monitor progress
x xx x xx x x x xx x x x x
x
x
x
x
Knowledge Management project planing
N
o
5
6
7
8
Activity
Y1
Q1
Q2
Improve Training Program
•
Create Soft-competences training
•
Invite external expert to evaluate and redesign training program
•
Provide adequate training whenever a new
technologies introduce
Develop succession and knowledge transfer
plan
•
Identify potencial internal candidates
•
Define Key Performance Indicator &
implement the succession planing
Designate worker of the month for both
senior and junior
•
Provide Recognition in internal social
media & Economical incentive
Improve internal portal
•
Get feedback from portal users
•
Improve portal according to the feedback
•
Encourage portal usages through training &
better communication
Q4
Q1
Q2
Q3
x xx
Q4
xx x
x x x
x xx
x x x
x x x
x x x
x xx
x xx
Rewarding Program
•
Q3
x x x
Succession Planing
•
Y2
x x x x xx x xx x x x xx x x x x
x
x x x
x xx
x
x
x x
x
Other Considerations
Budget + Human Resources
•
•
Using internal human resources
Additional budget :
• Developing portal
• External expert
• Incentives
Risks of not doing
•
•
•
Loosing Critical Knowledge
Decreasing innovation capabilities
Loosing governmental support
Benefits
•
•
Preserving and increasing critical knowledge
Improve organization overal performance
Summary
Nuclear
Organization
Nuclear
Application
Nuclear
Facilites
Improve productivity
Protecting
Critical Knowledge
NKM
Applied
Age distribution
Improving
Knowledge Transfer
Succession
Planning
Improving Internal
Communication
Coaching
Mentoring
FGD
Internal Portal
Capturing Tacit
Knowledge
Building Trust
Training
Program
Rewarding
Program
Informal
Communication
Thank You
for Your Attention
On-line course on Knowledge Management in
Nuclear Energy Organizations
https://www.edx.org/course/knowledge-management-nuclearenergy-mephix-mephi002x
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