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Human Resource

1 INTRODUCTION

XXXBank had grown since its inception in the early 1990s. In order to improve business performance, it sought to create a truly global networked bank by integrating and encouraging knowledge sharing across its internal boundaries.

Working towards achieving this knowledge management (KM) vision, the corporate business strategy committee of XXXBank recommended the development of a global communication network linking all of its businesses using Intranet technology.

The following sections address the current situation of XXXBank in its lack of HR involvement in implementing the KM system:

1.2 HRM AND CULTURE

There were no attempts by the central HR department to change the existing culture in which sharing information with others would reduce the power that knowledge had given those individuals and departments. Culture change involves introducing initiatives that would transform people's attitudes and behaviours.

There was a decentralised culture, which was reflected in the hands-off role the senior management took in developing the Intranet. HR must take some of the responsibility for not taking a lead role. It merely agreed with senior managers what the culture would look like in respect of being a Learning Organisation and the actions needed to be taken. A learning culture must be one in which a few mistakes and risk-taking is tolerated.

1.3 HRM AND INTRANET/ KM PROJECTS

Significantly, by not involving HR in the initial Intranet pilot scheme or many of the other Intranet/ KM initiatives, the emphasis of each project became too technically driven. There was a focus on testing the infrastructure rather than dealing with people management issues such as gauging how enthusiastically employees would respond to the idea of knowledge sharing using Intranet technology.

1.4 HRM AND SUPPLY & DEMAND OF KM

The supply-driven attitude at XXXBank towards KM meant too great an emphasis was placed on using the IT based tools to supply...