The issues of expertise and qualification are complex multi-dimensional issues that can negatively or positively impact profitability, effectiveness, and efficiency. The complexity in evaluating knowledge, expertise, and qualifications can be caused by factors such as lack of uniform standards, subjectivity of particular fields, social and cultural norms, and the speed of knowledge creation.
Nevertheless, virtually any solid organization will require some methodology to assess expertise to fully take advantage of its impact on organizational effectiveness and efficiency. Hence, in knowledge management, the most basic and fundamental process will be the assessment of individuals and the overall organizational level of expertise and knowledge.
Within this purgative, it is vital to emphasize that research should be the first step. Research and development are the cornerstones of successful S.O.P to maximize the outcome of knowledge and expertise evaluation. However, the quest for perfection should not stand in the way of results. Hence, research and development and actual implementation should contain sensible aspects that would translate into practical applications.
A note of caution: there has to be a differentiation in how and why different employees with varying levels of responsibilities, duties, and job descriptions can and must be evaluated. This will become more obvious in follow-up entries. In the coming days and weeks, we will outline explicit procedures successfully tested both in academic and real-world situations.
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