Difference between revisions of "Human resource development"
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==Definition== | ==Definition== | ||
{{PAGENAME}} is {{ {{PAGENAME}} }} | {{PAGENAME}} is {{ {{PAGENAME}} }} | ||
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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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== Summary== | == Summary== | ||
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== Description == | == Description == | ||
| − | Utilizing explicit and tacit knowledge is an essential ingredient for a nuclear R&D | + | Utilizing [[Explicit knowledge |explicit]] and [[Tacit knowledge|tacit knowledge]] is an essential ingredient for a nuclear [[Research and development and technical support organisations|R&D |
| − | organization, but employing staff with the correct level of competence is likely to be a more | + | 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) and senior | + | important success factor. Laboratory managers, [[Subject matter expert|subject matter experts]] (SME) and senior |
laboratory technicians for example, may have lots of knowledge but is it the right knowledge? | laboratory technicians for example, may have lots of knowledge but is it the right knowledge? | ||
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[1] | [1] | ||
==Related articles== | ==Related articles== | ||
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| + | [[Human resource management]] | ||
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| + | [[Human performance improvement]] | ||
[[Training]] | [[Training]] | ||
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[[Recruitment]] | [[Recruitment]] | ||
| − | [[Category: | + | [[Category:Business processes]] |
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[[category:Tools]] | [[category:Tools]] | ||
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Revision as of 07:57, 16 August 2013
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Definition
Human resource development is A formal training programme development and delivery, typically with specific quality and performance objectives. Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation
Source: Process oriented knowledge management
Summary
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) 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;
- Communities of practice;
- Collaboration and social networking tools;
- Rapid evidence reviews;
- Peer assist;
- Knowledge café;
- Knowledge marketplace.
Source: Knowledge Management for Nuclear Research and Development Organizations
Description
References
[1]
