KMS

“KMS is an abbreviation of Knowledge Management Systems. The purpose of KMS was to let many users collaborate in creating and sharing information within large, shared hypertext, and from the very beginning, the system was designed as a true multi-user system.” [1] The definition above refers to the purpose of a specific hypertext developed by Knowledge Systems in 1981, but also applies to a wider variety of KMS. These systems are used to handle the methods by which companies attain, hold, and share information. An ideal KMS is capable of sharing information with multiple parties while effectively increasing existing knowledge. In addition, a successful KMS provides useful information to aid in company problem solving. In the electronic form some of these systems allow for the user or users to access multiple screens of information connected via links. Using these systems also allows for the user to navigate and view information that he or she wants instead of observing a fixed stream of information. These systems also manage paper documents and skills associated with a company. 

            KMS can be categorized as, but not limited to, “groupware, document management systems, expert systems, semantic networks, relational and object oriented databases, simulation tools, and artificial intelligence” [2] Pacific Gas and Electric Corp. (PG%E) of San Francisco California devised a KMS to offset a wave of retirements by almost half its workers. When these workers retire their knowledge can potentially retire with them. “For the next three to five years up to 45% of its employees will be eligible to begin drawing from retirement packages.”[3] The company even went as far to label the situation a “topic of concern”. [3] PG&E realized that it takes 3-5 years for a new employee to be trained with enough experience to be an effective gas and electric lineman. Even though they are qualified at the end of training, the veterans on the staff are still more capable workers. The type of KMS PG&E needs is a unique system because it doesn’t deal with documented knowledge. Hands-on knowledge is much move valuable to their business than paper or electronic documentation. PG&E uses a system that monitors a person’s hands-on experience. “Knowledge notebooks” are used so supervisors can see the employee’s physical work laid out on paper to determine if they are ready for the next step in training. Older employees are also encouraged to keep notebooks so rookies have a track record to learn from.[3] In businesses where hands on experience is more valuable than numbers and statistics formulating a system to analyze intangible data can be challenging. The future of PG&E relies on their system to pass down experience and technique to new workers.

            In closing, KMS come in many shapes and sizes. They can be in the form of electronic documents, paper documents, or intangible experience that must be taught and demonstrated in order to be absorbed. Harvesting knowledge and information successfully along with an avenue to pass the knowledge along can prove to be very beneficial for companies dealing with this type of employee turn around.

[1] http://en.wikipedia.org/wiki/KMS_(hypertext)

[2]http://en.wikipedia.org/wiki/Knowledge_management

[3]http://searchcontentmanagement.techtarget.com/feature/Knowledge-management-strategy-helps-gas-company-retain-worker-know-how