Committee Report: Knowledge management for addressing workforce issues

This report by the AWWA Knowledge Management Subcommittee represents one of the first attempts to identify best practices for using knowledge management (KM) in addressing workforce issues. KM is a major issue for water utilities as the workforce ages and significant numbers of key employees near re...

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Bibliographic Details
Published in:Journal - American Water Works Association 2011-08, Vol.103 (8), p.44-50
Main Author: AWWA KNOWLEDGE MANAGEMENT SUBCOMMITTEE OF THE AWWA WORKFORCE STRATEGIES COMMITTEE
Format: Article
Language:English
Subjects:
Apprenticeships
Baby boomers
Communities
Employees
Explicit knowledge
Guidelines
Human resource management
Information Management
Instructional design
Job training
Knowledge management
Mentoring
Needs analysis
Performance evaluation
Retirement age
Skills
Succession Planning
Tacit knowledge
Technology
Training
Utility Management
Water quality
Water utilities
Workforce
Workforce Issues
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Summary:This report by the AWWA Knowledge Management Subcommittee represents one of the first attempts to identify best practices for using knowledge management (KM) in addressing workforce issues. KM is a major issue for water utilities as the workforce ages and significant numbers of key employees near retirement age. KM focuses on identifying key organizational knowledge; capturing it in a way that can be stored, maintained, and retrieved when needed; and, effectively disseminating it to the people who need it to perform their jobs. KM is a combination of people, processes, and technologies. Because utilities' funding and staff time for KM programs are limited, however, it is critical to define strategies that will optimize return on investment. Significant improvements in KM can occur when these strategies focus on low‐cost options that target people and processes first before making large investments in supporting technologies.
ISSN:0003-150X
1551-8833
DOI:10.1002/j.1551-8833.2011.tb11513.x