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Lack of perception of knowledge as a corporate asset and common culture accumulation and use of this knowledge hinders the development of knowledge management in Ukraine.

UKRAINIAN experience of knowledge management in companies (English knowledge management) is very small. Unfortunately, while this activity is relevant and gradually develops only in the consulting business. As for other enterprises, almost everywhere the exchange of information between employees is carried out by gravity. Only a few managers have already realized the need for their own participation in the accumulation and preservation of accumulated experience, they take this direction under administrative control and attach importance to it in business development.

The main difficulty in knowledge management lies primarily in the fact that the lion's and most valuable share of corporate knowledge does not exist on paper, but is contained in the heads of employees. Nevertheless practical experience multinational corporations has shown that even such a managerial problem can be solved.

UNDERSTAND WHERE THE MOST VALUABLE IS
FOR THE FIRST TIME, knowledge management in the United States was discussed back in the late 1980s. But the heyday of this direction came in the early 1990s. It was then that the term knowledge management went beyond the scope of academic articles, appeared on the pages of the popular Western business press and took one of the prominent places in the list of consulting agency services. Since 1995, knowledge management has been an established scientific discipline teaching university courses and professional and academic publications on the subject. Enough grasped at the idea a large number of organizations, and knowledge management has become fashion trend in business development. Transnational corporations began to specifically allocate additional resources, often defining this direction in separate divisions of departments information technologies or personnel management.

The essence of knowledge management is that enterprises need to organize the exchange of knowledge between employees and departments in order to find best ways reference economic activity. There are enough options offered: informal communities and expert networks for the exchange of experience, libraries of practical solutions, databases about customers or suppliers. However, the enterprise first needs to understand where the company's most valuable intellectual asset is located and how it can be made available to the public, since the knowledge that any company possesses is dispersed throughout the enterprise and heterogeneous. These are paper and electronic documents, directories and databases, as well as non-formalized experience.

OTIPOEKTAX MATERIALS ONLY ARE NOT ENOUGH
In UKRAINE, knowledge management has been discussed quite recently and mainly in the context of extracting additional value from intellectual capital. However, there are no purely Ukrainian systematic approaches and methods to knowledge management yet.

For companies involved in GG-consulting, this area is particularly relevant. Due to the shortage of qualified personnel and the current trend of poaching experienced employees, many companies are trying to protect themselves as much as possible from the loss of accumulated intellectual capital along with the employee.

“For the exchange of experience within the company and the professional development of consultants, we have created the so-called project libraries,” says Ostap Malaniuk, acting head of the personnel department at Borlas Ukraine. - They form a bank implemented solutions. At any time, you can get acquainted in detail with all the nuances of completed projects, their problems and solutions to specific issues in practice. It helps younger generation employees to quickly join the company and not only improve their professional level, but also to become part of a single team with accumulated experience. Also, project libraries are an opportunity to find answers to regularly arising questions.

However, some materials about projects, no matter how successful and interesting they may be, are not enough for the adaptation of new employees. That is why many consulting companies use the practice of mentoring. From the first day of work of a new employee, he is received by a curator, an experienced individual consultant who answers any questions of the ward, if necessary, prompts and corrects his actions. “Consultants who have experience in two or three implementation projects willingly serve as mentors for new employees, including organizing special trainings for them,” says Svetlana Tikhonenko, HR manager at Amazing Ukraine Corporation (formerly Robertson & Blums Corporation Ukraine). “This guarantees the formation of a strong team and opens up new career opportunities for employees.”

According to experts, so far in Ukrainian conditions, the practice of curating is the most effective method preserve and increase knowledge.

An important knowledge management tool for domestic companies is also the availability of special software, with which you can orderly save the practical experience accumulated by employees. Companies create such an internal infrastructure and a special procedure that involves the exchange of information in in electronic format. The program helps to store information, categorize it and search. " hallmark of such technologies is that all used platforms are integrated, which greatly simplifies work, saves time and allows you to reuse information,” explains Dmitry Popinako, CEO Innoware company. “If the system is convenient to work with, then we save time, and in consulting, saving time is saving money.”

Motivational mechanisms operating in a favorable environment
PETER DRUKER, one of the most influential management theorists, argued in his writings that knowledge is manifested by free will, not by command. It is useless to force people to show their knowledge by order, to share it. Instead, it is necessary to create conditions conducive to the voluntary exchange of knowledge. Unfortunately, not all managers understand this. “In the knowledge economy, everyone is a volunteer, but our managers are only trained to give orders,” argued Drucker, who is credited with the idea of ​​knowledge management. The manager will not be able to manage knowledge until he understands that it cannot be managed.

Nevertheless, Ukrainian business consultants believe that the presence of financial motivational mechanisms for maintaining and sharing knowledge in the company will not be superfluous. “Motivational mechanisms can be very simple,” explains Andrey Kryuchkov, CEO of the consulting and training center Seven. -One of the options is to enter the history of work with the client into the database. If the manager does not enter the work history into the corporate CRM system, the transaction is not credited to him, and he does not receive his bonuses on it. If management wants to motivate employees to think innovatively so that they offer their ideas to improve the company's business, then you can pay bonuses for each proposal. And if the proposal is implemented, pay a premium.

However, not everyone agrees with the opinion that financial or even administrative motivation is enough to preserve knowledge. Dmitry Popinako believes that the most important thing is to create such a business environment in the company, which in itself would involve the accumulation of knowledge. “We have no opportunity to work differently. Our business processes involve the use of an information system, and Information Systems-accumulation of knowledge, - Mr. Popinako explains his position. — Our company has developed a grading system for personnel, which is also integrated with the mission and strategy of the company and is primarily focused on ensuring that we constantly improve the level of customer service. This system also contains a system of knowledge accumulation.

Svetlana Tikhonenko believes that professional career prospects should be an important tool for motivating employees. An employee who shares experience and tells colleagues about the difficulties that arose during the implementation of certain projects, and the ways that he found to overcome these difficulties, in the future will receive projects with more complex tasks for implementation.

“The most important thing is the recognition by management of the fact that the preservation of accumulated experience and knowledge is the basis of business continuity,” says Anton Poretskov, Director of Amazing Ukraine. “With this in mind, the construction of all processes of the organization should be carried out.” The main difficulties that companies experience in the development of a new direction of management in the this moment- unpreparedness for large investments in a new direction and resistance of employees who traditionally oppose changes in their work.

Team cohesion based on mutual trust contributes to the fact that people have a desire to share experience and learn from each other. When people experience a lack of knowledge, they usually ask colleagues first and only then to databases and other "inanimate" sources of information. The introduction of rigid procedures for interaction within the organization reduces the level of trust by suppressing the natural exchange of knowledge.

Almost a century ago, before our country in full height faced the task of industrialization. It would seem that in an agrarian country with an illiterate population, the task is not solvable. But the road was mastered by the walking one, whose path is rightfully called the Russian economic miracle. Where did it all start?

It all started with education and training.

Right after October revolution the issue of public education was put as a major state priority. So on December 26, 1919, the Council of People's Commissars adopted a decree "On the elimination of illiteracy among the population of the RSFSR." The decree provided for the complete elimination of illiteracy throughout the country: from now on, the entire population Soviet Russia at the age of 8 to 50, who could not read or write, was obliged to learn to read and write in their native language or in Russian at will.

The matter was not limited to one decree. On June 19, 1920, the All-Russian Extraordinary Commission for the Elimination of Illiteracy (VChKLB, educational program) was created under the People's Commissariat of Education of the RSFSR. The commission took control of the organization of educational programs, the training of teachers, and the publication of educational literature.

The Russian writers M. Gorky and L. N. Seifullina, the poets V. Ya. Bryusov, V. V. Mayakovsky, and Demyan Bedny, and the scientists N. Ya.

In 1920-1924 two editions of the first Soviet mass primer for adults D. Elkina, N. Bugoslavskaya, A. Kurskaya were printed. In the same years, V. V. Smushkov's "Workers' and Peasants' Primer for Adults" and E. Ya. Golant's "Primer for Workers" appeared.

In 1923, the voluntary society "Down with illiteracy" was created, branches of which were opened throughout the country. The Society's goal was to promote the work of the Commission, and the goal was achieved.

On September 17, 1930, the central headquarters of the educational program-campaign was formed (instead of the Commission of the VChKLB). And by 1934, the problem of illiteracy and semi-literacy in the USSR was finally resolved with the widespread introduction of universal primary education.

Inherited from tsarist Russia the Bolsheviks got the majority of the illiterate population (30% according to data for 1914). After the catastrophe of the First World War, the collapse of statehood, civil war and intervention most likely the situation with literacy has become even worse. But recovery National economy country, industrialization required an increase in educational and cultural level population. Everyone understood this, and that is why education programs got such a scale.

The result was not long in coming. According to the census in 1939, the literacy rate was 90% (among citizens aged 16 to 50).

This is how the foundation was laid for the great Soviet science and industry, which amazed the world with their achievements.

What now? After the destruction of the USSR, the Soviet tradition was discarded. IN Soviet education and science was consistently hammered in nails, as in a coffin. Cancellation of traditional exams, introduction USE testing only made the situation worse.

In 2015, the country again faced the problem of industrialization in full growth. It is called import substitution or reindustrialization, but the essence does not change from a name change. Almost a century ago, the current elite of the country understood the immense importance of education for solving this problem. Does the actual elite of modern Russia understand this?

Cadres decide everything, Stalin once said, speaking to graduates of military academies (May 4, 1935). He also said that the most valuable capital is people. And he was absolutely right!

Which is carried out with the support of the EU. The founder of the business is an energetic young man with kind eyes and lots of ideas. We meet in the building of the administration of the Moskovsky district of the city of Minsk, where there is a small social Enterprise "Printing Laboratory" . It is being renovated, because after a year of work, Dmitry plans to expand the business and open a new line of business. While the workers assemble the shelves and arrange the goods, Dmitry talks about the opportunities for developing social business in Belarus.

Dmitry Klimkovich, founder PE "Valuable Capital" , explains how the different names came about: Entity is called “Valuable Capital”, and during the year a printing center operated in this room, which we ambitiously called the “Printing Laboratory”. Because of this name, quite often there was confusion in services: people came for printing, and we offered printouts, photocopies and photos for documents. We decided to open a stationery store on this site and keep the services that were previously offered, but now we will be called "Valuable Capital". A real printing laboratory with by the same name we will open in a new building on Korolya street between the Nemiga and Frunzenskaya metro stations this summer. There we plan to provide a full range of printing services, as well as allocate space for a full-fledged office.

Printing Center Valuable Capital employs people with disabilities, but the guys try not to advertise this fact. Unfortunately, the correct attitude towards people with disabilities has not yet been formed in the Belarusian society. Dmitry says that they do not cover the social orientation of the business, because many clients do not understand how a person with a disability can, for example, take a good photo.

Self-sufficiency and reinvestment

In addition to employing young people with disabilities "Valuable Capital" has a second direction of social benefit: discounts on services for pensioners, people with disabilities. Dmitry admits that when he opens l "Printing Lab" , then he approaches the matter not as a business: “For the first six months, we did a lot of indulgences and tried to help people, we printed a lot for free, and not just sold our services. But social enterprises in our country have practically no benefits and they need profit to exist. So six months later, I hired a director with business experience.”

The right approach to social business helped Dmitry to reach self-sufficiency. The enterprise fully independently repays all payments on wages, rent of premises, taxes. If it turns out to work in plus, then the money is reinvested in the purchase of new printing equipment. Thanks to this financial strategy the young man thought that it was time to open another center for the provision of printing services.

It was with this project that Dmitry and his team came to the Biz4all program. They say that the program appeared at an ideal moment when they wanted to take active steps to further development. This is a unique chance to gain valuable knowledge, the guys try to complete all tasks on time and with great responsibility.

As part of the project, Dmitry has two mentors. Sergey Fenenko helps with advice on the proper organization of work in in social networks: how to attract interested users for free and initiate them to share content. Maria Anischenkova advised to create a website. With implementation last advice they did not pull and the site is already under development.

Interview and competitive selection

Now four employees work in the state - the director, accountant, administrator and computer operator - all girls. With the opening "Print Laboratories" on the King the state will expand. Helped to find employees Board of Employment of the Committee on Labor, Employment and Social Protection of the Minsk City Executive Committee, but before hiring, Dmitry always conducted an interview. I gave preference to young people, no special knowledge was required, wages immediately offered a decent one.

All the necessary skills - the ability to take pictures, print photos and documents, make a photocopy - were taught on the spot. Designer Anastasia works part-time, she was registered in the PE "Tsenny Kapital" for distribution after college. Despite her deafness, Anastasia does an excellent job with her tasks.

With the opening "Print Laboratories" for the King of orders, the girl will definitely increase. An additional field of activity of the enterprise is the sale of stationery by bank transfer to NGO institutions and government organizations. Prices remain competitive thanks to the absence of VAT and a flexible approach to business.

When Dmitry shows the results of the renovation, talks about expanding the social business, his eyes light up, and this powerful energy is transferred to others. A successful year since the opening, which has allowed not only to work for self-sufficiency, but somewhere to become a plus, confirms the seriousness of the young team's intentions.

Text: Valeria Nikolaychik