In the current global work environment where the import of digital skills and culture is as important, if not more important, than traditional business skills, all organisations should be focused on identifying, hiring, training and retaining the talent and knowledge relevant for a highly competitive digital economy. In many cases, these talents often exist within organisations but have not been identified and utilised appropriately.
Human Resource Management (HRM), was designed to maximise employee performance in service of their employers strategic objectives. It is primarily concerned with how people are managed within organisations, focusing on policies and systems.Human Resource departments are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding. HR is also concerned with balancing of organisational practises with regulations arising from collective bargaining and governmental laws.
The HR function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalisation, consolidation, technology, and research HR is now far more strategic and focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labour relations, cultural development, corporate social responsibility, and diversity and inclusion. We refer to this far more strategic organisational role as Human Capital Management (HCM).
Galbraith & Co. have developed a suite of human capital management tools and programs designed for the new digital economy that range from the automation of the more traditional HR functions including: position definition and description, hiring, training, right-sizing, etc. through to workforce planning including: talent identification, gap analysis, cultural development, and succession planning. Furthermore, we offer other crucial and related tools and programs including: governance, knowledge management, and learning management. All these management tools have been designed to significantly enhance the productivity of the human capital management function for progressive organisations.
The ever-growing repositories of digital data, sometimes known as Big Data, are potentially highly valued enterprise resource.
Content management (CM) is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information has come to be referred to, simply, as content or, to be precise, digital content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management.
Galbraith & Co. consider Knowledge management (KM) to be a sub-set of CM and closely related to Unified Collaboration (UC).
KM is the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge.
Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation.
KM efforts overlap with organisational learning and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM should be seen as an enabler of organisational learning and a more concrete mechanism than the previous abstract research.
Content management practices and goals vary by mission and by organizational governance structure. News organizations, e-commerce websites, and educational institutions all use content management, but in different ways. This leads to differences in terminology and in the names and number of steps in the process.
For example, some digital content is created by one or more authors. Over time, that content may be edited. One or more individuals may provide some editorial oversight, approving the content for publication. Publishing may take many forms: it may be the act of "pushing" content out to others, or simply granting digital access rights to certain content to one or more individuals. Later that content may be superseded by another version of the content and thus retired or removed from use.
Content management is an inherently collaborative process. It often consists of the following basic roles and responsibilities:
A critical aspect of content management is the ability to manage versions of content as it evolves. Authors and editors often need to restore older versions of edited products due to a process failure or an undesirable series of edits.
Another equally important aspect of content management involves the creation, maintenance, and application of review standards. Each member of the content creation and review process has a unique role and set of responsibilities in the development and/or publication of the content. Each review team member requires clear and concise review standards on an ongoing basis to ensure the long-term consistency and health of the knowledge base.
A typical content management system provides a set of automated processes that may include:
Content management systems may take the following forms:
Galbraith & Co. has designed and implemented numerous content & knowledge management systems utilising a wide range of tools most appropriate for the particular requirement and budget. In many cases, open source solutions provide powerful platforms on which to build custom content & knowledge management systems that can be readily supported and enhanced at low cost.