Posts Tagged ‘Melissa Bailey’
Do You Manage Knowledge?
Monday, March 24th, 2008
Technology does not supersede good, old-fashioned knowledge management. It is the staple of any emerging small business. If you are no longer the receptionist, secretary, bookkeeper, webpage designer, and customer service specialist, you probably don’t realize the methods of your employees, their growing responsibilities and most importantly, neither will anyone else when they leave. Knowing that they do their jobs simply isn’t enough.
Take a moment to consider what would happen if the most valued employee was injured. Could anyone else walk into that position and know that Company Y’s project director uses your business to perform his job and you allow it because he is the CEO’s son-in-law? Would you remember to tell the temporary employee that the alarm at the back door is broken? If your company consists of more than four employees, who is in charge of knowledge management?
Knowledge management requires input of what is required from each employee/contractor. It should detail day-to-day operations as well as miscellaneous responsibilities. When you review the performance of your company, the map of positions and functions often serves as a catalyst for change. This process can dissect the inner-workings of your management style, which in turn reflect positively (or negatively) when applying for capital or other assistance.
Anyone employed in any capacity should receive a "company handbook" that outlines your company mission and vision, positions and functions. Many companies require new employees to sign position descriptions. Otherwise, the document is part of the contract.
Small business owners are especially susceptible to leakage and performance issues when they do not follow basic protocol. Many believe they are too young, too small, and they are often under the mistaken impression that they know the actions of their labor pool from the inside out. Managing growth includes managing knowledge. It is simply ignorant for an entrepreneur to expect one without the other.
Begin by mapping what you think your employees’ roles and functions consist of. If a responsibility requires step descriptions, write it out. If you are a business service provider, list your current contracts and a brief description of each in a different area, then update regularly. If there are quirks - simply state, "No direct contact without prior approval". Organizational charts are often more interesting than lists and make for easier consumption.
Pass the document to each employee/contractor for review. Typically they will add to it or exclaim, "I didn’t know I was supposed to do that!", which in itself can make for a very bad day. When you begin, expect some confusion. You might hear comments like, "I don’t do that, Sally does because…" It could be that the employees are correct in shifting responsibilities, but the bottom line is: You didn’t know about it.
Think of all the ways you can jeopardize operations by a lack of specific description. In a small business, it may take only one individual to cost you thousands of dollars. Invest in a few months of meetings, some overtime and perhaps a technical writer to put it all together. In the end, a road map of operations will benefit you far more than basing day-to-day operations on assumptions.
Tags: information management, management, Melissa Bailey, technology
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