Difference between revisions of "Human resource development"
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==Definition== | ==Definition== | ||
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| − | '''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]] | + | <!-- '''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]] --> |
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== Description == | == Description == | ||
| − | Utilizing [[Explicit knowledge |explicit]] and [[Tacit knowledge|tacit knowledge]] is an essential ingredient for a nuclear | + | Utilizing [[Explicit knowledge |explicit]] and [[Tacit knowledge|tacit knowledge]] is an essential ingredient for a nuclear R&D organization, but employing staff with the correct level of [[Competency|competence]] is likely to be a more important success factor. Laboratory managers, subject matter experts(SME's) and senior laboratory technicians for example, may have lots of knowledge but is it the right knowledge? In addition, do they have the correct attitudes and skills? Maintaining and developing staff |
| − | organization | + | |
| − | important success factor. Laboratory managers, | + | |
| − | laboratory technicians for example, may have lots of knowledge but is it the right knowledge? | + | |
| − | + | ||
| − | In addition do they have the correct attitudes and skills? Maintaining and developing staff | + | |
competence is a very important aspect in any nuclear R&D organization. There are some | competence is a very important aspect in any nuclear R&D organization. There are some | ||
useful tools and techniques that can be utilized to maintain and develop competence. The | useful tools and techniques that can be utilized to maintain and develop competence. The | ||
most important of these are given in the list below and these augment the various types of | most important of these are given in the list below and these augment the various types of | ||
standard education and training which is the typical route to maintain and develop | standard education and training which is the typical route to maintain and develop | ||
| − | competence | + | competence: |
# Applicable organizational functions: | # Applicable organizational functions: | ||
#* All types of R&D organization. | #* All types of R&D organization. | ||
# Related KM tools/techniques to consider: | # Related KM tools/techniques to consider: | ||
| − | #* Competency frameworks; | + | #* [[Competency]] frameworks; |
#* Skills/competency management database tools; | #* Skills/competency management database tools; | ||
| − | #* Identification of critical knowledge; | + | #* [[Identification]] of [[Critical knowledge|critical knowledge]]; |
| − | #* Knowledge loss risk assessment; | + | #* [[Knowledge loss risk assessment]]; |
| − | #* Succession planning; | + | #* [[Succession planning]]; |
| − | #* | + | #* [[Community of practice]]; |
| − | #* Collaboration and social networking tools; | + | #* [[Collaboration]] and [[Social networking tools|social networking tools]]; |
#* Rapid evidence reviews; | #* Rapid evidence reviews; | ||
| − | #* Peer assist; | + | #* [[Peer assist]]; |
| − | #* Knowledge | + | #* [[Knowledge cafe]]; |
#* Knowledge marketplace. | #* Knowledge marketplace. | ||
| + | <!-- '''Source:''' [[Knowledge Management for Nuclear Research and Development Organizations]] --> | ||
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==Related articles== | ==Related articles== | ||
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[[Human performance improvement]] | [[Human performance improvement]] | ||
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| − | [[Category: | + | [[Category:Human resource management]] |
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Latest revision as of 12:42, 21 December 2015
Definition
A formal training programme development and delivery, typically with specific quality and performance objectives.
Description
Utilizing explicit and tacit knowledge is an essential ingredient for a nuclear R&D organization, but employing staff with the correct level of competence is likely to be a more important success factor. Laboratory managers, subject matter experts(SME's) and senior laboratory technicians for example, may have lots of knowledge but is it the right knowledge? In addition, do they have the correct attitudes and skills? Maintaining and developing staff competence is a very important aspect in any nuclear R&D organization. There are some useful tools and techniques that can be utilized to maintain and develop competence. The most important of these are given in the list below and these augment the various types of standard education and training which is the typical route to maintain and develop competence:
- Applicable organizational functions:
- All types of R&D organization.
- Related KM tools/techniques to consider:
- Competency frameworks;
- Skills/competency management database tools;
- Identification of critical knowledge;
- Knowledge loss risk assessment;
- Succession planning;
- Community of practice;
- Collaboration and social networking tools;
- Rapid evidence reviews;
- Peer assist;
- Knowledge cafe;
- Knowledge marketplace.
