The skills domain of the KC model are the enablers that allow knowledge workers to leverage knowledge and learning processes. The majority of respondents in this sample indicated an intermediate level of the analysed skills.
- The organisation may want to focus future learning endeavors to enhance these soft-skills to ensure that employees are well-equipped for the innovative and knowledge intensive work environment they find themselves in.
The chart above shows that the attitude towards innovation and knowledge creation is mainly positive.
- The organisation would be wise to ensure that this culture is transferrable to new employees.
- Developing a mission and vision that demonstrates the core values will support the affective domain of the enterprise.
- Creating an award system that recognises these attitudes are another approach.
The Cognitive Domain
These charts shows the value that the cognitive domain feedback have on a macro level.
Chart 1 clearly show that most employees are to a very great extent functioning in the application domain.
Chart 2 demonstrates the differences between the various departments in the enterprise.
This chart shows that 92% of respondents confirmed that access to knowledge is critical for their jobs. Nearly 60% of respondents have experienced productivity problems due to being unable to access explicit knowledge. More than 70 % have experience some kind of productivity loss due to difficulty in accessing tacit knowledge.
- Enhance access to explicit knowledge by implementing knowledge management systems.
- Enhance access to explicit knowledge by providing training on how to access knowledge in existing systems.
- Enhance access to tacit knowledge by implementing knowledge management practices that will result in the transferring of tacit knowledge.