| Title | Short Description |
| Building a Scalable Human Capital Infrastructure | The past decade has seen an explosion in the need for knowledge workers, together with a seismic shift in the emergence of a new segment in the human capital continuum, that of the project professional. The shortage of in-house resources and/or tight development timeframes often leads to the need to supplement one's own staff with experienced outside experts who can seamlessly integrate into an existing team to add value immediately. This article talks about the benefits of using project professionals, and how to manage them. |
| Continuity Management: Preserving Corporate Knowledge and Productivity When Employees Leave | This book calls attention to the problem of personnel turnover in military units, specifically productivity and resource losses, and the dangers and costs of lost knowledge. The authors propose a model for continuity management. |
| Emerging Academic Discipline of Knowledge Management | Although knowledge management (KM) has gained worldwide recognition as an important strategic imperative, its integration into academia has lagged. A review of the literature, as well as an examination of information systems (IS) curriculum models, was performed to determine how KM-related courses are being integrated. |
| Expert Exodus | This article addresses how the development of a knowledge management system can be used to retain and apply critical knowledge as large numbers of experienced Department of Transportation employees retire. |
| KM and Human Resources Management | This article examines the relationship between human resources and knowledge management in managing intellectual capital and assets. |
| Knowledge Management (KM) Supportive Human Resource Environment | This knowledge management (KM) study has two objectives. One is to identify the differences between how the perceived importance of KM (from organizations without KM) and the actual importance of KM (from organizations with KM) contribute to successful KM implementation. The other is to develop and empirically examine the knowledge management supportive human resources factors affecting the success of KM. |
| Preserving and Using Institutional Memory Through Knowledge Management Practices | This report documents use of knowledge management practices by U.S. and Canadian transportation agencies to preserve and utilize institutional memory. |
| Shedding Light on Knowledge Management; Lessons Learned Lead to New Ideas about Sharing Information | Since knowledge management (KM) became the rage in the 1990s, companies have poured tremendous resources into KM technology that has failed miserably or shown little results. A balance needs to be sought between developing KM information systems, and the human KM perspective. HR can provide the balance needed during KM implementation that ultimately can make a system work. |
| State of California Workforce Planning Model | In the past, human resource needs of the workplace have largely been met in a reactive mode, position by position, vacancy by vacancy. That approach will no longer suffice as we plan for the huge wave of retirements within the next five years. It is imperative that the state departments take a strategic approach to workforce planning now! This document provides a model for how to approach this issue. |
| Strategic HR Management: HR's Role in Building a Culture of Innovation | The article outlines how human resources departments can create and support a culture of innovation through recruitment, talent management, knowledge management, and communications activities. |
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