• Effective sharing of knowledge or knowledge management is done through integrating speedy connectivity, social platforms, community involvement and the creation of trust. It might sound close to impossible when someone tells you that a lot of individuals including HR professionals, struggle to share their knowledge while others have difficulty accessing this same knowledge when it comes to performing their jobs to the best of their abilities. Whether your company has a knowledge hoarding problem or is an unorganized heap of learned men and women, this directly affects company’s ability to carry out its mission. Knowledge hoarding causes distrust among the teams, kills any enthusiasm to contribute and/or collaborate and costs the company valuable time and money.


  • First of all, any kind of HR change or transformation, digital or not, has to take place with a clear objective in mind and has to make sense on a business perspective. For example, digitization of HR processes. Companies appear to give in to peer-pressure. Their rivals all migrate to digital and as a result they feel they are losing the competition. But, the challenge in HR transformation to digital is that certain HR processes are not suitable for digitization. It leads to expensive innovation strategies which does not meet the genuine requirements of the business.


  • Until recently, the work of an HR executive resembled a lot like that of a secondary-school teacher or a paper-pusher/clerk who kept the office running smoothly and reprimanded the individuals who broke the rules. Presently, these execs focus more on people and their talents and as any skilled tutor, they help both the strugglers and the stars. In the future, it would be safe to bet on those in HR to be similar to championship coaches, mentoring the staff throughout their time in that company and becoming more essential than ever to business analytics and strategy.