Motivating knowledge workers in KM projects does not have to cost much money. A survey of 22 Asian organizations performing good KM practices (conducted by Asian Productivity Organization) reveal an interesting pattern: they employ various (low-cost) ways to motivate knowledge workers:
- Rewards and recognition schemes are often used. Airtel in India instituted the Knowledge Dollar (K$) as the unit of performance credit and the Joint President’s and CEO’s Knowledge Management Award. A Learning Award for knowledge transfer and an Enterprise Award for intrapreneurship were established by Unilever Indonesia. Wika in Indonesia instituted ten different awards. The Learning Award resulted in “new enthusiasm for learning, confidence in trainers to conduct sessions, new standards of module development… and preservation of knowledge not captured before.”
- Infosys uses measurable returns from KM initiatives to demonstrate the benefits and rationale for engaging in KM. Initial positive feedbacks on outputs/benefits of KM were encouraging and provided motivation for the continuing development of KM at Goldsun in Vietnam.
- At the Department of Health in the Philippines, members of the KM Team through a workshop surfaced their personal talents, passions and life goals and each member clarified how he or she can optimize the conscious convergence between personal and organizational goals.
- Management of Qian Hu in Singapore designed a mix of informal and formal communication modes to strengthen buy-in from employees and customers. This includes “floor walks”, tea sessions and informal gatherings besides more formal modes such as seminars and focus group discussions.
- At SCG Paper in Thailand, a balance of virtual interaction and physical or face-to-face meetings is employed. Physical spaces designed for interactions are provided that can foster openness and trust among employees. Similarly, Bank Negara Malaysia redesigned its library environment to make it more reader friendly, using ergonomics furniture and encouraging a more cheerful mood using paintings and appropriate color scheme for walls and furniture.
- The importance of senior management commitment or executive sponsorship was mentioned in many case studies. In a survey of more than 200 organizations in Thailand this factor was ranked highest among critical success factors for KM. At Siriraj Hospital in Thailand, the CKO (Chief Knowledge Officer) was selected on the basis of commitment, leadership ability and recognition from other staff. Leadership and policy was ranked second in a study in Malaysia of success factors in KM. JTC Corporation’s managers created “a motivational organizational culture characterized by a caring leadership behavior which supports active questioning and allows for mistakes… Employees are thus able to trust each other and to share their opinions about work related issues more freely.”
- Learning is a win-win activity for employees and the company. CAPCO in Taiwan established an on-line learning program for its employees, the Multimedia Cyber College. It has motivated its employees by including on-line training and certification as part of the employee evaluation and promotion processes.
- The motivational value of learning through face-to-face interaction in a team or CoP is mentioned in many case studies. Unilever Indonesia, SCG Paper and Siriraj Hospital in Thailand, and SAIT in Korea are examples of organizations that set up and nurture many CoPs. To sustain employee interest in KM activities, Bank Negara Malaysia initiated cross-functional teams, benchmarking projects and study visits or attachments.
- At SCG Paper, the honor of being a mentor or coach is seen as a motivating element in tacit knowledge transfer processes such as the buddy system, job rotation and cross-functional group activities. Designating functional heads as the knowledge champions and setting up a community of experts were instrumental in gaining buy-in for KM at Airtel. Wika and Bank Indonesia created the role of “begawan” (sage) for mature and experienced mentors.
- “Praise Ground,” which is an avenue for peer-to-peer public compliments for exemplary KM behavior, is an innovative process at Samsung Advanced Institute of Technology. According to the case study author,
“A member identifies another employee who has done something worthy to be praised and writes a short, but entertaining note about it on the website. That member, then, identifies still another employee to praise and the process is repeated over and over… The Praise Ground is one of the most popular and most frequently visited website at SAIT. Most, if not all, members at SAIT consider it a great personal honor to be mentioned at the Praise Ground.”
If you wish to read more about these 22 KM case studies which I edited, click here and access the 3rd item in “Downloadable KM e-books”.
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