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Mastering Organisational Knowledge Management for HR Professionals

The result of demographic realities in a fast changing world with its changing workforce consequences and a related political agenda, business leaders face an unprecedented suite of problems. The headlines include: baby boomers are leaving the stage and threaten to take their brilliance with them; Gen X struggles to step up; Gen Y, the millennials of 21-34, are the narcissistic digital savants with personalized perspectives (the P gens) that so many senior leaders fear and fail to understand even though this very cohort is simultaneously locked into an instinct for sharing. So hard to fathom yet Ys, comprising 280 million of the world’s population, are both a necessity (particularly for SME future growth) and an opportunity (to solve talent shortages) that cannot be overlooked. And then….there is Generation Z – the Snapchat multi-screen using social networkers born between 1996 and 2010 who deem Twitter passé but are beginning to pose a huge problem to recruiters. Next, to scan, delve, and scenario plan the business possibilities and effective solutions to talent shortage that may be anchored in these facts, figures, and phenomena. By addressing the data realities the programme faces both opportunities and threats. Research shows that 90% of CEOs in all sectors today know they need the answers that this may surface. An effective KM (Knowledge Management) and OL (Organisational Learning) policy model with a practical implementation strategy can provide a successful business response to the ever more critical talent shortages all organisations currently face. Additionally, it can stem the huge cost of knowledge loss that restricts competitive advantage in so many organisations. This loss can result from a variety of strategy and policy failures but all are linked to risk management shortsightedness.

Turning 'Theory' into 'Practice'?

Participants will audit key KM frameworks and models for knowledge sharing inhibiting and enabling features; for the failure factors from both technological and human points of view. The focus of this programme is on the following aspects: - What resources, policies and tools are required to place KM as the bridge between effective collective knowledge capture and innovation that brings tangible, sustainable business results? - What are the implications for HR teams in this disruptive landscape where an ever more globalised workforce presents an ever more diverse, if shrinking, talent pool made up of discrete generational cohorts with the potential for innovation if inclusion and community can be achieved. - What are the implications for strategy and IT teams if knowledge security is not integral to knowledge management, overall risk and business strategy?

Who should attend?

This masterclass is designed for HR Directors, KM Directors and KM Partners, L & D Professionals, Business Strategy and Innovation Leads, COOs, HR Talent Strategists

Key areas to be covered in the programme and documentation

The challenges of Knowledge management
• What is KM? What does it take qua a business enabler? Why is the existing knowledge management techniques are not working? What are the failure factors from both technological and human points of view
• What is OM – organizational memory and why is it critical today? What type of knowledge is optimally retained, stored, used, disinvested and why? How knowledge loss depletes the bottom-line. The 7 R model explored.

Analysis of selected KM models
• The challenges of connecting people to data, information and knowledge
• An audit of a selection of KM models from the pioneering SECI model, its near universal appeal in spite of cultural considerations, plus its impact on the question of knowledge conversion. A no one-size-fits-all approach.
• Implementing knowledge management using technology-based and softer systems; the explicit and tacit dichotome

Exploration of a wide range of tools and techniques of successful Knowledge management
• Tools range from knowledge banks, intranet forums, instant messaging, wikis, libraries, tagged case studies, project teams, peer assist, future search and rapid evidence review programmes, to CoPs, KM cafes, blogs, mentoring and power coaching programmes, shadowing, storytelling, expert brokerages and more…
• The role of IT service companies that lead in the design, implementation, and management of enterprise search and big data applications; how decision support systems can be a valuable tool in enhancing manager knowledge.
• Ways of turning KM and OL frameworks into fit-for-purpose business performance strategy.
• Can mobile technology add value and if so, how?

Dealing with the current HR challenges
• The strategic role of HR in enabling social and economic mobility (overcoming the Eleanor Factor) of organisation
• How to facilitate a solution to the knowledge loss and talent gap that stems from the so-called ‘silver tsunami,’ and other talent losses?
• How to deliver on high profile diversity and inclusion agendas?
• How to attract critical millennials (now totally ‘put off’ by today’s internship and job interview regime!) through changes in approaches to recruitment
• How to provide the effective leadership development Gen Y desperately needs within an environment of shrinking L & D budgets?
• What is the role of the learning organisation in effective KM with its single, double and deuteron-learning potential?
• How to reduce the 15%+ annual productivity loss that results from the recreation of explicit knowledge and data already possessed within an organisation?
• The last section of the programme provides the space for this conversation inviting participants to relate these themes to their specific challenges.

Benefits to you

• Gaining clarity around the demographic realities that are essential knowledge to the design of a talent management strategy that includes knowledge and learning management
• Knowing what resources, policies and tools are required for an effective collective knowledge capture to prevent a knowledge “leak” out of the organisation
• Accessing key KM frameworks and models for knowledge sharing to overcome the shortage of skilled specialists
• Creating a perfect balance with a multi-aged and multi-talented workforce for the best organisational performance
• Identifying the role of a knowledge and learning management policy in delivering business results
• Finding business possibilities and effective solutions to talent shortage

Companies already benefiting include:

Duration of Course

2 Day Course

Course details

This course is currently only available as an in-house option. For more information, and a quote, contact our team on +44 (0)20 3002 3057, or by email at

Looking to train larger teams in this subject?

dzingim@marcusevansuk.comTailored in-house/in-company training courses and bespoke strategy workshops designed and delivered on-site throughout Europe according to your specific requirements.

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Further information

UK Enquiries: +44 (0) 203 002 3057

Non-UK Enquiries: +420 (0)2 5570 7246

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"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."

Managing Director, Tarmac