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Telkom Group BEING A Senior Specialist IT Essay

The Telkom Group is the fact that largest integrated communications company in Africa. We provide integrated ICT solutions to a wide range of customers of across the African continent. The business's vision is to become a world class ICT professional and key for this eyesight is customer centricity. The company has more than 22000 full time employees and over a hundred sections, divisions and sections with different concentration areas. So the Telkom Group doesn't have a unified knowledge management strategy.

There are multiple knowledge management systems and approaches that contain been used and deployed throughout the business. The strategies and solutions chosen were done so in a fashion that enabled different focus areas to achieve their aims and focuses on effectively.

Being a communications company, knowledge management and putting into action a successful knowledge strategy is essential to survival of Telkom in this age of added competition. Top management needs right information in timeous manner to ensure that critical business decisions can be made.

The Measurements of Knowledge

It has been generally accepted by knowledge management practitioners that knowledge can be grouped into two regions of focus particularly tacit knowledge and explicit knowledge. The type of knowledge that an organization predominantly uses establishes their procedure when utilizing knowledge management initiatives. Inside the Telkom Group the vast nature and diversity of the alternatives that the organization provides helps it be practically impossible to choose an individual approach for the entire organization. The data management strategies and systems which may have been adopted and deployed in my company have been made to take both tacit and explicit knowledge as a result of nature of Telkom's business and spectral range of the solutions it provides.

Tacit Knowledge In Telkom

Telkom has several divisions within the organization that delivers unique and personalized solutions because of their customers. These alternatives include but aren't limited to planning and implementing complex networks spanning multinational companies to multi-tier IT Security alternatives and designs performed by highly specialized and skilled clubs and people.

The knowledge required to perform such special functions originates from individuals that routinely have an engineering track record in terms of education coupled with merchant specific technology training and many years of field work. The explicit knowledge portion of their work originates from owner specific training on the latest products and services however the most challenging part of knowledge management is the portions of knowledge that was obtained over the years through experiential learning. This type of knowledge cannot be acquired from books or merchant training. This knowledge is acquired through true to life experiences and jobs when interacting with customer requests and problems over quite a few years. Nearly all this knowledge that was obtained remained essentially in the heads of these individuals and very little was noted.

This biggest obstacle facing the managers of these divisions is the high turnover rate of the very skilled individuals. These individuals found themselves in an exceedingly a popular and lucrative position. Due to massive shortages of technology skills and knowledge both locally and internationally these could virtually demand what they wished in conditions of remunerations with numerous offers awaiting them.

The strategy that Telkom integrated to protect against shedding these employees with critical the skills and knowledge was twofold. The first portion of this course of action was to identify all the individuals that were critical to the business unit's survival. Telkom then created a program called the Skills Retention Program which was made to incentivize people with critical skills to stay in the work of the business for at least a predetermined period of time. These individuals were given profitable financial rewards to remain in Telkom's occupation however they was required to sign agreements which stipulated lots of terms, conditions and deliverables. A number of the conditions of the agreement included that they execute a skills copy to a nominated staff, train and coach that staff. These conditions were evaluated frequently by lines management and only once lines management and the average person trained were content with the knowledge transfer would Telkom payout the financial reward promised.

The second portion of this technique was utilizing the right visitors to learn by the employees with the critical skills and knowledge. Telkom created a department within its HR department called the Centre of Quality (CoE). THE GUTS of Brilliance was accountable for finding and offering bursaries to talented individuals that intended studying in the areas of executive that Telkom required. Once these students graduated with anatomist qualifications, they were positioned within Telkom in the divisions that got the highly skilled individuals. The graduates where then partnered with the skilled individuals for the duration of their Skills Retention Agreement. The students receive vendor and product specific training and then work directly with the skilled workers for the on the job training and skills copy. The terms and conditions of the Skills Retention Programs was that the skilled knowledge staff must guarantee the company that the graduate would reach the correct level of competence within the retention period which is generally three to four years.

In this execution of knowledge management in which Telkom tried to capture the tacit understanding of employees with critical skills, a host with a win-win situation was created. The students reap the benefits of getting bursaries and proper skills development after they have trained. The skilled individuals are compensated for their skills and knowledge and the business benefits by making a pool of resources that will ensure that they can always be able to deliver excellent services to their customers.

Explicit Knowledge In Telkom

By far a lot of the knowledge that can be used on the daily basis by Telkom employees to execute their responsibilities is explicit knowledge. This type of knowledge is the routine and repetitive duties that is well known and has been noted, stored and disseminated to the ones that require the info to execute their jobs.

As described preceding credited to Telkom's size and the diverse alternatives that it includes to its customers, there are areas of the business that require employees to be outfitted with explicit knowledge in order to perform their responsibilities efficiently. This knowledge is transferred to the employees via job specific training, job supports, and training manuals and on the job training. To disseminate explicit knowledge throughout the business, Telkom has generated a section called Centre for Learning (CFL). The rationale behind this strategy was to make a division whose lone focus would be to copy explicit knowledge to employees.

The explicit knowledge created in Telkom for the precise job functions normally comes from the vendors whose equipment is installed in the Telkom network. This knowledge normally comes in the form of detail by detail procedures and individual guides. This knowledge is employed for solutions that are similar in character for each and every customer. A number of the divisions that use explicit knowledge in Telkom are the Call Centers, Telkom Internet, Cell phone - Field Technicians, Exchange Technicians, ADSL Installers, etc.

The Centre for Learning division is in charge of equipping these employees with the relevant knowledge to execute their duties. The individuals useful for these positions require little if any technical record and all the skills that they require comes from explicit knowledge that the company already has stored in its Knowledge Management repositories.

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