Shahid Bahonar Copper Industries

Shahid Bahonar Copper Industries

Lack of human resources participation in knowledge management activities is recognized as one of the organizational challenges. Therefore, many organizations in the country face this challenge when implementing knowledge management in their organizations. The indicators that are considered in the knowledge management maturity questionnaire to identify the organizational culture in participation and public cooperation are managers' participation, organizational trust, carte blanche, and employee participation. These indicators indicate the importance of participation in the organizational culture, which will ensure the success of knowledge management implementation. 
Shahid Bahonar, Copper Industries Company, is considered the largest industrial complex connecting copper and zinc mines with manufacturing industries. In 1397, implementing a Knowledge Management Total Solution in eight areas, including copper pipe factory, rolling, mechanical repairs, electrical repairs, research and development, management systems, marketing and sales, and information technology, was implemented as a pilot in Shahid Bahonar Copper Industries Company. One of the most significant elements of Shahid Bahonar Copper's success during the implementation process was the knowledge management, motivation, and participation of company personnel. 
The following are examples of attitudes and actions that led to increased staff involvement in the implementation of knowledge management and, ultimately, creating an active knowledge-sharing network.

The strategic role of CEO management as the leader of the organization

The term "keeps the sanctity of the mosque in its custody" is an old but always useful term! The starting meeting of the project to implement the Knowledge Management Total Solution was held in July 2016. The presence of all deputies and managers without the absence of even one key person was significant. Also, the presence of the CEO in the meeting and his speech at the beginning of the meeting on the importance and necessity of knowledge management can be considered as the starting point of the company's success in implementing a Knowledge Management Total Solution. What was most noteworthy in the CEO's speeches to all deputies and managers was explaining the need to put knowledge management activities on the agenda following the consultant's plans and submit a monthly report to senior management. It should not be forgotten that some knowledge management activities, before becoming a consulting project, were carried out in various forms through the direct order of the CEO in this company. The most important of these measures was to record all the events and lessons learned during the year by the managers and present it to the CEO at the end of each year. All these cases showed the importance and priority of knowledge management in the organizational culture of Shahid Bahonar Copper Company.

Shahid Bahonar Copper Industries

No separation of training sessions into two sections for managers and experts  

In the knowledge management training sessions that were held to explain the concepts, goals, and necessity of knowledge management, the participants were the deputy, manager, expert, and even technician. The deputy and the manager, along with the expert and technician, created the feeling that learning and sharing knowledge do not recognize the organizational position, and every person with any level of experience and job level should work towards learning and acquiring knowledge.

Shahid Bahonar Copper Industries

Adopt a pragmatic approach by the company's management layer

Do not act on words!
Is the effectiveness of a manager's order to record knowledge more effective or the manager's participation in sharing his knowledge and listening to other colleagues' experiences?
Student workshops were held to teach the writing method and empiricism during the knowledge management implementation project. In these workshops, which are held with a practical learning approach, participants are introduced to identifying knowledge and experience and how to record it in a knowledge package. 
To institutionalize practice training, each person develops one or more knowledge packages during the workshop. A noteworthy point in Shahid Bahonar Copper University workshops was the active presence of the company's managers and deputies along with the staff and active registration of experiences. This action minimizes potential resistance to non-participation in knowledge sharing and increases people's motivation. During the workshop, the head of the relevant unit first reads his / her developed experience in front of other colleagues and encouraged others to record and express their knowledge and experiences.

Shahid Bahonar Copper Industries

Effective use of active people interested in knowledge sharing 

Knowledge engineers is several active and knowledgeable knowledge scientists who help streamline knowledge management processes in their organizational unit.
 Domino theory, which has been proposed in political science, can be defined in human resource management as follows: People who are highly motivated to perform the organization's activities should be placed next to unmotivated people. This action increases the desire of unmotivated people to participate and work in the organization. With the cooperation of unit managers, based on knowledge engineers' characteristics, the people who had the closest characteristics were selected as facilitators. Following the project activities, knowledge engineers' meetings were held, and the responsibility of identifying experts, knowledge titles, and knowledge needs was placed on these people. The process of knowledge engineers' meetings, with the supervision and encouragement of managers and the receipt of weekly reports from engineers, proceeded so that all individuals acted in a uniform and integrated manner in the responsibilities entrusted to them. This approach increased motivation and participation in knowledge management activities in other parts of the company.

Shahid Bahonar Copper Industries

The active presence of company managers in the knowledge management system 

Knowledge management software as a pillar of information technology plays an essential role in implementing the knowledge management system. As a knowledge network, this software is a platform for sharing and applying knowledge among the organization's employees.
 In Shahid Bahonar Copper, after holding knowledge management software training workshops, each member of the company, from the CEO to the lowest organizational rank, became a member of the system as a scientist. The critical point is the CEO's registration of knowledge, deputies, and managers in this knowledge network. Also, people who share their experience and knowledge in this system are encouraged and appreciated by the CEO and other managers by receiving comments and likes.

Shahid Bahonar Copper Industries

Critical success factors in implementing knowledge management

Finally, in summary, the key factors that led to the company's success in increasing employee participation in the implementation of knowledge management are:
• Explain the importance and necessity of knowledge management by CEO management
• Continuous follow-up of the managing director from the deputies and executive managers to receive the activity report of the units
• Active participation of all management layers along with experts in participating in knowledge management activities
• Paying attention to the activities of individuals in the knowledge management system by managers
• Identify people with high participation motivation and use these people to motivate others
At present, after about two years of implementing the knowledge management system in Shahid Bahonar Copper Company, participation in knowledge management activities in this company is a task and an institutionalized activity in organizational processes.
 Continuous registration of lessons learned in Shahid Bahonar Copper Knowledge Management System, has caused the number of knowledge of this knowledge network to increase to more than 600 knowledge packages. Also, the re-use of 30 experiences in work units has led to a cost reduction of half a billion.

Shahid Bahonar Copper Industries

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Sadri- Former CHRO atNational Iranian Gas Company

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