ML22259A022
| ML22259A022 | |
| Person / Time | |
|---|---|
| Issue date: | 12/08/2022 |
| From: | Jawanza Gibbs-Nicholson Office of the Chief Human Capital Officer |
| To: | |
| Nicole Newton 415-8316 | |
| References | |
| Download: ML22259A022 (1) | |
Text
Building and Sustaining a Knowledge Enabled Organization Current State 2023 Knowledge Management becomes routine and is integrated into daily work activities and processes by employees who have a shared understanding of what it means and how it applies to their jobs.
Knowledge is captured at all levels of the organization which results in improved productivity, allowing people to do their jobs more effectively.
Knowledge is consistently managed and readily accessible and used, improving the organizations ability to execute operations more efficiently.
Knowledge Management progress is effectively measured, applied and evaluated.
Desired Future State 2027 Key Objectives:
- 1. Evaluate the KM program for strengths and weaknesses. Use the evaluation results to implement further improvements to the KM program.
- 2. Increase Nuclepedia usage as one of NRC's "Go To" KM tools.
- 3. Promote a shared understanding and responsibility for KM and inculcate knowledge capture at every level, including at the beginning with on-boarding.
1.
Every office has different KM needs and desired outcomes.
2.
Strategic Workforce Planning and Competency Modeling are agency initiatives that directly support KM.
3.
KM is captured on many platforms - Nuclepedia, SharePoint, ADAMS, etc.
Goal: Maintain NRCs regulatory and technical excellence by ensuring critical knowledge is captured, available and used by all NRC staff, present and future.
Key Assumptions: (facts that bear upon the nature, timing, priority, or likelihood of success, for one or more of these objectives)
Although the concept of Knowledge Management (KM) is known and utilized around the agency, it is not yet fully adopted and integrated into our daily business operations.
Knowledge is not yet systematically identified, captured, and shared on a consistent basis.
The projected risk of knowledge loss is not consistently determined causing loss of capture of critical knowledge and KM gaps.
NRC defines Knowledge Management as a multi-dimensional process of identifying, capturing, creating, sharing, using, and applying knowledge to accomplish jobs and enhance NRC operations.