If tacit knowledge is to be used in working life in hirings, promotions and when setting wages and create value for business, the following requirements must be met:
- Problem 1: Subjectivity and personality requirements must be met.
- Problem 2: Tacit knowledge must be contextualized.
- Problem 3: Tacit knowledge must be captured and accepted.
- Problem 4: Tacit knowledge must be documented.
- Problem 5: Tacit knowledge must be transferable.
- Problem 6: Tacit knowledge must be profitable.
Problems 1 and 2: Tacit knowledge includes insight, skills, intuition and personal experiences. In order to be able to assess durability at all, these problems must be solved, these elusive sizes must be made tangible, acceptable and documented. HIRA has tried to use "agents" or representatives of the tacit knowledge factors. HIRA defines the following:
- Insight: Agent is knowledge pattern (composition of CV data (doing), IQ tests, level of education and position in the labor market; industry, function and level).
- Skills: Agent is cognitive skills.
- Intuition: Agent is metacognition skills.
- Personal experiences: Agent is personality and values.
These agents can be measured and with large amounts of data become valid. HIRA has implemented the four agents as part of the machine room. Problems 3 and 4 are currently solved.
Problem 1: The solution must be managed by individuals, because input must be subjective and personal. Only the individuals possess this information. HIRA is a system that supports individuals, both managers and employees. In the solution, these roles take responsibility for each data set, business data and employee data. Who decides depends on the situation or context. Normally, the manager will set the criteria and the employee adapts. The point: Both parties contribute subjective and personal data about their areas of responsibility. Problem 1 solved for the time being.
Problem 2: Both roles contribute data that are contexts for each. Those who decide to govern and those who are governed adapt their data. The normal context of collaborators is business data that the manager role determines. HIRA has assumed the following business context:
- Customer value proposition (Unique Selling Proposition).
- Meta-strategi.
- Geographical culture
- Organizational culture.
- Process Maturity.
- Team Roles.
- Leadership styles.
- Work pattern.
Are these contexts relevant to each other? HIRA has studied the data sets over time and developed many algorithms that link the data sets together. There are currently a good number of connections that have been confirmed between tacit knowledge and the business contexts. HIRA attempts to link CVP with OVP and EVP; customer, organizational and employee propositions. Problem 2 solved for the time being.
Problem 5: Tacit knowledge must be transferable between people or it will have no value. The advantage of using data, algorithms, machine learning and AI is precisely that data (manager of tacit knowledge via agents) can be transferred from person to person. Even more elegantly, this can be done with the use of digital twins, virtual "agents" for people. Data and thereby knowledge is transferred via AI and digital twins. Problem 5 is currently solved.
Problem 6: Tacit knowledge can be highly profitable, but its profitability depends on various factors, including how it is leveraged and applied within a particular context. This type of knowledge can be extremely valuable in business and various other fields. Here are a few ways in which tacit knowledge can be profitable:
Competitive Advantage: Organizations that have employees with valuable tacit knowledge can gain a competitive edge. For example, an experienced salesperson who has developed an intuitive understanding of customer needs and preferences may be more effective at closing deals, leading to increased sales and profits.
Innovation: Tacit knowledge can drive innovation. Inventors, designers, and engineers often rely on their tacit knowledge to come up with creative solutions to complex problems. This can result in the development of new products or processes that can be highly profitable.
Decision-Making: Tacit knowledge can improve decision-making. Experienced managers and leaders often rely on their intuition and past experiences to make important decisions. This can lead to better strategic choices and ultimately higher profits.
Problem Solving: Tacit knowledge can be crucial in problem-solving. When faced with unexpected challenges or issues, individuals with tacit knowledge may be better equipped to find solutions quickly and efficiently, minimizing potential financial losses.
Training and Skill Development: Sharing tacit knowledge within an organization can lead to the development of employees' skills and capabilities. This can result in improved job performance and, ultimately, increased profitability. Problem 5 is currently solved.
HIRA has always said: “currently solved”, because smart machines and AI are in the process of replacing knowledge, including tacit knowledge.. The question is whether they can replace intuition and personal experiences? HIRA studies this further and provides continuous updates. HIRA also considers the ethical implications of "dropping" the machines into the consciousness of humans.
