Organizational Expert Academy
Incorporating Subject Matter Experts (SME) from various divisions of the organization to transfer their knowledge within five roles assigned by the Corporate University.
Organizational Challenges in Excerpting Experts
Many organizations struggle to harness and capitalize the invaluable wealth of expertise resided within the organizations. Traditional methods of talent development and knowledge sharing often are ineffective, resulting only siloed information, inefficiencies and missed opportunities for innovation and business impact. Organizations are facing difficulties in:
Limited time to share knowledge
Experts, who usually occupy important roles within organizations, often find themselves with limited time to share their knowledge with others due to their demanding responsibilities and commitments. Therefore, there is a need for an efficient mechanism to facilitate knowledge and experience sharing among experts.
Experts have no capacity to train others
The Subject Matter Experts (SME) with the wealth of tacit knowledge might not have the capacity to train others or transfer well the knowledge. They have the expertise in their field, yet need to learn on how to disseminate, extract and elaborate their knowledge into systems and steps easy for other to understand and follow through.
Undistributed unique knowledge within the organization
The intellectual wealth within an organization often resides only in small numbers of internal experts. Employees who have mastered these tacit knowledge and skills need to be encouraged to share fostering a more even distribution of skills across the organization. These shared knowledge also will build sustainable capability of the organization.
Dependency on external vendors for knowledge dissemination
Besides external vendors who could offer valuable insights and information, organizations can also depend on internal expertise for knowledge creation and dissemination. Utilizing the internal knowledge and skills can boost innovation and problem-solving capabilities with known values, and creating sense of belonging of employees to the company.
Learning Resources’ Approach to Organizational Expert Academy
Learning modules for Subject Matter Experts to be able to document, elaborate and share their tacit knowledge into empiric and technical knowledge
School of Module Developer
School of Curator
School of Case Study
School of Learning Facilitator
School of Mentor
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The Future of Learning: Learning in the Flow of Work
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Identifying Stages of Learning Objectives
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Designing Learning Impact of Mindset, Knowledge and Skills
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Developing Macro and Micro Learning Modules
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The Purpose of Curating to Build Competitive Knowledge in Organization
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Developing a Mind-mapping of Whole-Parts-Whole Learning Content
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Structuring All Seven Components of Learning Content
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Contextualizing the Learning Content Based on Organizational Needs
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The Usage of Case Study to Build Problem Solving Competence in Organization
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Developing the Curation and Writing a Case Study
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Identifying the Important Issues on Critical Areas of the Organization
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Contextualizing the Critical Issues of the Organization
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Building Engagement with the Participants
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Delivering Student-Centered Learning
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Conducting Learning Participatory Tools
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Roles of Facilitators in Student-Centered Learning Process
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Defining Roles of Coach, Mentor and Facilitator
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Identifying the Characteristics of an Emotional-Intelligent Mentor
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Developing Critical Skills of Mentor During Interaction with Mentee
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Conducting Effective Steps of Mentoring with Mentee
Creating impactful learning by Organizational Expert Academy
Learning Resources provides engaging learning experiences to ensure valuable learning for the experts.
