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Future Challenges for KM 439

they would like to receive is probably the best way to proceed. What is considered a
reward may not necessarily be perceived in the same light as it was intended. In a
science and technology group, for example, being named “ top knowledge aharer ” was
perceived as being slightly insulting (someone explained it was too much like
“ employee of the month ” at a fast food restaurant). In a multinational consulting
company, a $50 bonus was offered for each contribution made to the organization ’ s
knowledge base. Again, this was perceived as slightly embarrassing by the members
of the organization, yet this type of reward was quite welcome in a similar albeit
smaller consulting company located in the same European country. Instead of trying
to guess and risk sabotaging the incentive scheme, a representative needs assessment
survey of the target group is by the far the preferred option.
Traditional incentives, such as pay bonuses, are not always enough to change
behavior. Stevens (2000) surveyed seven organizations about their efforts to encourage
knowledge sharing. The following list is adapted from the best practices identifi ed in
the survey.
• Hire people who will share to encourage knowledge sharing from the beginning and
to catalyze the necessary cultural change. Having current employees participate in the
hiring process can do this.
• Develop trust. At Buckman Labs, a code of ethics is formally posted and deals with
how to treat fellow employees properly with respect and to recognize and reward all
contributions.
• Vary motivations by providing different types of incentives at different levels within
the organization in order to better reward executives, department heads, and
individuals.
• Show public recognition via plaques, newsletters as well as adding mentions to
employees ’ permanent fi les.
• Reorganize for sharing to leverage the fact that people naturally share knowledge
with others in their own team and/or community of practice. Formalize natural incli-
nations to group around certain projects, themes, or professional skills.
• Encourage, support, and sustain communities to promote the sharing of expertise,
skills, technical knowledge, or even just professional interest in a particular subject
matter. Enlarge the network of contacts that each employee has and thus enlarge the
scope of knowledge sharing that is possible.
• Develop leaders and role models, as even a small group of KM enthusiasts within a
company can be a powerful catalyst for knowledge sharing.