PERSONAL BRANDING

RESUME – CV - SECTIONS

 Personal info
 Objective
 Professional experience
 Education
 Complementary education
 Competences
 Skills

Considerations

 Clear presentation & organization

 Logical order
 Visually attractive
 Writing and spelling
 Data veracity
 Do not omit relevant information.
 Appropriate picture

Cover letter

The cover letter is the body of the email in which we attach the CV when applying for a job posting.

It's the first glimpse into our professional profile; therefore, it's important that it reflects positive aspects to encourage the
recruiter to consider analysing the CV.

ORGANIZATIONAL KNOWLEDGE

Organizational knowledge can be defined as the knowledge built from the collective or individual experiences of the people in the
organization. It is a collection of knowledge resources that are shared, consumed, and applied to support the functioning of the
organization. the most valuable asset a business owns is its intellectual property: its products (and how they are made), its
processes (and how they function), its formulas are just a few examples of valuable.

KNOWLEDGE SOCIETIES AND ECONOMIES

Knowledge as a resource for creating wealth at the level of nations, regions, organizations, teams and individuals.

A knowledge society develops its capabilities to identify, produce, process, transform, disseminate and use information to
build and apply knowledge for human development.

Every society has its own knowledge assets developed often over centuries. It is therefore necessary to work towards acquiring
and spreading that knowledge with other societies.

Frederick Herzberg theorized that employee satisfaction has two

dimensions: “hygiene” and motivation. Hygiene issues, such as salary and
supervision, decrease employees' dissatisfaction with the work
environment. Motivators, such as recognition and achievement, make
workers more productive, creative and committed.

KNOWLEDGE ECONOMIES: The set of activities that require intensive use of

technology and highly skilled human capital to generate value and offer
society new products and services. The intellectual capital at the service of
scientific discoveries and applied research.

KNOWLEDGE DRIVING FORCES

 KNOWLEDGE

Data is a specific fact or figure, without

any context.

Information is data that's organized. So,

pieces of information are "Sarah Smith is a
CEO" and “1,000 boxes." We have more
details, so now the data makes more
sense to us.

Knowledge, then, builds on the

information to give us context. Knowledge
is "Sarah Smith is the CEO of our
company's biggest competitor, and her
company ships 1,000 boxes every hour."

Characteristics of Knowledge

- is contextual-cultural and it can be re-used. Defined by

psychological and social variables (harmony in western vs eastern
music)
- Benefits of knowledge are obtained only if it is applied (does the
organization support?
- The values of knowledge may change over time (Excel 97 – no
collaborative)
- Knowledge has to be renewed/maintained/discarded
- It is difficult to transfer, capture and distribute knowledge.
- Expressed through communication – code – language
- It is developed through learning processes (creating and sharing)
- Depends on memory, past experience, expertise, knowledge transfer mechanisms
- Knowledge enables higher learning
- Knowledge creation and utilization is enhanced with technology

KNOWLEDGE LADDER

KNOWLEDGE MANAGEMENT

Knowledge management enables individuals, teams

and entire organizations as well as networks,
regions and nations to collectively and
systematically create, share and apply knowledge
to achieve their strategic and operational
objectives.

It contributes to increase the efficiency and

effectiveness of operations and to change the
quality of competition (innovation) by developing a
learning organization.
KNOWLEDGE MANAGEMENT

Process of identifying, organizing, storing and disseminating information within an organization, with the intent of leading to
operational efficiencies and business outcomes more quickly and must be centralized and easily available.

The systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical &
strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage,
assessment, sharing, refinement, and creation of knowledge.

It involves:

 where and in what forms knowledge exists

 what the organization needs to know; promote a culture of learning, sharing and knowledge creation

 making the right knowledge available to the right people at the right time

 how to generate or acquire new relevant knowledge

 how to manage all of these factors with the right tools so as to enhance performance.

It must continuously assess, apply, refine, and remove organizational knowledge in conjunction with concrete long and short-
term goals and strategy.

EXPLICIT KNOWLEDGE

Formalized and codified, know-what. Easy to identify,

store and retrieve. Easily handled by KMS, which are
very effective at facilitating the storage, retrieval, and
modification of documents. The challenge, ensuring
that people have access to what they need; that
important knowledge is stored; reviewed, updated or
discarded. (Documents, SOPs, books)

TACIT KNOWLEDGE

Know-how. Intuitive, hard-to-define knowledge that is

largely experience-based. Context dependent and
personal in nature. Hard to communicate. KMS have a
very hard time handling this type of knowledge. An IT system relies on codification, which is something that is
difficult/impossible for the tacit knowledge holder. (Context and experience-based).

Inefficiencies and Pathologies of the Knowledge Market

 - Information Asymmetry:

Situation where one party involved in a transaction has access to more or better information than the other party. This
imbalance of information can lead to market inefficiencies and distortions. Sub-optimal decision making.

- Lack of Standards and Interoperability:

When there are no standardized methods or formats for sharing and accessing knowledge , it becomes challenging for different
systems and organizations to communicate effectively. This lack of interoperability can impede the efficient exchange of
information.

- Misaligned Incentives:

In organizations, if incentives do not encourage knowledge sharing and collaboration, individuals may withhold valuable
information for personal gain. This can lead to inefficiencies and affect overall organizational learning

- Inefficiencies in Search and Information Retrieval:

Inefficient search and retrieval mechanisms make it difficult for individuals to find relevant knowledge within organizations. This
could be due to poor search tools, lack of standardized taxonomy , or ineffective organizational structures. (IBM's definition ->
centralized)

- Organizational Culture Resistant to Change:

Resistance to change within organizational culture can difficult the adoption of new knowledge management practices and
technologies. People might resist change because they're scared of what they don't know, because they're used to doing things a
certain way, or because the leaders aren't backing up the changes. (“start documenting your process”)

- Lack of Training and Awareness: (K is difficult to transfer)

Without adequate training and awareness programs, employees may not fully understand the value of knowledge management
or how to effectively use knowledge management tools and processes. This leads to underutilization of available resources.

- Difficulties in Measuring Knowledge Value:

Measuring the value of knowledge assets and contributions can be challenging intangible nature due to their . Without proper
metrics and methodologies, organizations may struggle to assess the impact of knowledge management efforts accurately.

VUCA AND BANI ENVIRONMENT

KM in VUCA Environments:

Operational Stabiliser

- Facilitate ubiquitous and curated knowledge flows.

- Enable collaboration (connecting people and knowledge
sources)
- Monitor and control learning and decision-making.

Strategic Catalyst

- Identify critical knowledge.

- Facilitate sensemaking and shared
understanding (anticipate future trajectories)
- Encourage renewal, agile learning and
reflection.
- Build platforms for engagement (to attract K
sources)
Dimensions of Knowledge Nature:

- K as an object or K as a process
- Availability: tacit or explicit, individual, or collective
- Value: capital

ORGANIZATIONAL VALUE

The different knowledge and skills

that the employees of a large
organization have, and how these
can be used and shared to make the
organization more effective.

KM FRAMEWORKS (project
management)

At the most basic level, KM consists

of the following steps:

• Identification of needs (what to

do, when, how)

• Identification of knowledge resources (people, documents, SOPs, books)

• Acquisition, creation or elimination of knowledge related resources/processes/ environments

• Application and sharing of knowledge (executing)

• Storage of knowledge (more documents, lessons learned)

None of these steps are independent and all of them are affected by many factors. This is the reason why they are very different
and can be presented in various ways.

• Since KM is closely related to other disciplines (such as strategy, change management, project management), a model can
become very complex indeed

• This is why there is no such thing as an integrated fully detailed KM framework, i.e. one that captures all relevant aspects
with appropriate detail (what, when, how)

• Each model must choose its focus and origin, as well as its limitations. (no one size fits all)

Components of a successful KM framework

1. People: Putting the right people in the right places

2. Process: Ensuring the right knowledge is available to the right people at the right time

3. Content: information and K assets that are managed within the organization. This includes documents, reports, presentations,
best practices, lessons learned (up-to-date, relevant, and accessible)

4. Strategy: Measuring success and setting goals

 AGILE METHODOLOGY

The Agile methodology is a project management approach

that involves breaking the project into phases and
emphasizes continuous collaboration and improvement.
Teams follow a cycle of planning, executing, and evaluating.

STRATEGY AND BUSINESS EXCELLENCE

The key common ingredient in all success stories is the

presence of a soundly formulated and effectively
implemented strategy”.

Strategy: a detailed plan (set of decisions)

for achieving success in situations such
as war, politics, business, industry, or sport.

Formulate: to develop all the details of a plan for doing something.

“A company has to know the kind of value it intends to provide and to whom. Only then can it link its knowledge resources in a
way that makes a difference…”

Based on business' value proposition,

1) What sorts of knowledge are especially critical to support my business?

2) Who needs to have what information?

3) When do they need to know it?

What knowledge do I require? and when/who

Creating new knowledge through experimentation and research? sharing already available internal knowledge, or purchasing
externally available information, ideas or databases?

Firms have to decide HOW they will execute their chosen KM strategies (share, create, store knowledge)

Approaches:

- Start with a planned, structured methodology (curated flows) or,

- Allow its knowledge needs to emerge organically. (from within) Incentivizing?

K CHARACTERISTICS

Many cases: only a fraction of available K can be systematically captured or shared.

Too much already exists and new K is constantly generated.

Thus, when firms start to think consciously about their KM strategies, selectivity is vital. (no one size fits all)
 Selectivity is a complicated task because a significant proportion
of corporate K is TACIT.

TACIT K includes all K not yet been articulated or made EXPLICIT

or known at a nonverbal level or not translated into formal,
codified categories.

INNOVATION – NEW KNOWLEDGE

But do we want all areas to share knowledge with each other?

Working in silos. Would you share your salary with everyone else?
Would knowing that give you knowledge? Innovation: (the use of)
a new idea or method. A new idea, design, product, etc.

Regardless the size, all firms have to innovate to survive.

Innovation: Renewal and enlargement of the range of products and services associated markets; (same as knowledge, keep
relevant, updated, discard old knowledge).

Innovate on:

- establishing new methods of production, supply, and distribution.

- the introduction of changes in management, work organization, and the working conditions and skills of the workforce.
(WoW)

Teleworking – Technology helping us create/share knowledge.

What is Teleworking or Telecommuting?

The activity of working at home, while communicating with your office by phone, e-mail or other at a distance.

Knowledge sharing is difficult enough within traditional offices, and more particularly for those who telework away from others.

Telework as a form of virtual work involves using computer technology to work from home or other location away from the
traditional office. (15 years ago, TP rooms for everyone? Zoom meetings for everyone?)

Artificial Intelligence and machine learning

“the study of how to produce machines that have some of the qualities that the human mind
has, such as the ability to understand language, recognize pictures, solve problems, and
learn”
The process of computers changing the way they carryout tasks by learning from new data,
without a human being needing to give instructions in the form of a program. (learn from what
all employees search, use, do)
Robots take jobs. Are the
fears justified?
1. Is there any task at work/life
you are not doing any more
because of new technology?
2. Are you rolling out new technology to obtain efficiencies in manpower?
3. How are you planning to adapt to
such situations?
Some robots are semi-autonomous
with orders from human beings, and
they execute with “their self-
intelligence”. Do we know how to do
this?
Business Intelligence
Business intelligence (BI) is software that ingests business data and presents it in user-friendly
views such as reports, dashboards, charts and graphs. BI tools enable business users to
access different types of data — historical and current, third-party and in-house, as well as
semi-structured data and unstructured data like social media.
Big Data (structured, semi-structured, unstructured)

Analytics
Data analytics converts raw data into
actionable insights. It includes a range of
tools, technologies, and processes used to
find trends and solve problems by using
data. Data analytics can shape business
processes, improve decision-making, and
foster business growth. Turn raw data into
information and insight, which can be used
to make business decisions.
Cloud
A global network of servers, each with a unique function. The cloud is not a physical entity,
but instead is a vast network of remote servers around the globe which are hooked together
and meant to operate as a single ecosystem. A mode of computer data storage in which
digital data is stored on servers in off-site locations. The servers are maintained by a third-
party provider who is responsible for hosting, managing, and securing data stored on its
infrastructure.
Science, technology and innovation system (Law 25.467)
“a framework that structures, drives and promotes science, technology and innovation
activities, in order to contribute to increasing social and economic heritage of the Nation the
cultural, educational, , tending to the common good, to the strengthening of national identity,
to job creation and environmental sustainability.
a) Promote, foster, and consolidate the generation and social use of knowledge.
b) Disseminate, transfer, and articulate said knowledge.
c) Contribute to social welfare, improving the quality of education, health, housing,
communications, and transportation.
d) Stimulate and guarantee basic and applied research, technological development and
the training of researchers and technologists.
e) Develop and strengthen the technological and competitive capacity of the productive
system of goods and services and, in particular, of small and medium sized enterprises.
 f) Promote and guide scientific and technological research, establishing priority plans and
programs;
g) Promote coordination mechanisms between the agencies of the National Science,
Technology and Innovation System;
h) Guarantee equal opportunities for people, organizations and regions of the Nation;
i) Promote scientific and technological cooperation actions at the international level, with
special emphasis on the Mercosur region;
j) Promote the harmonious development of the different disciplines and the regions that
make up the country, taking into account the geographical reality in which it.
Science, technology and innovation system (State responsibilities)
a) Generate the conditions for the production of scientific knowledge, as well as technological
knowledge appropriated by Argentine society.
b) Finance the substantive part of the knowledge creation activity in accordance with criteria
of excellence.
c) Guide scientific research and technological development, establishing priorities in strategic
areas that serve the integral development of the country and the regions that compose it;
d) Promote the training and employment of scientists; and technologists and the proper use of
the available physical infrastructure, as well as providing for its timely renewal and expansion.
e) Establish the National Science, Technology and Innovation Plan, its priorities and programs,
taking into account the country's harmonious development policies;
f) Promote the establishment of scientists and technologists in the different regions of the
country, prioritizing those with less relative development.
LEARNING STYLE
Organizational learning styles
- INDIVIDUAL LEARNING
When a collaborator learns new skills
or has innovative ideas, their
productivity and performance
improve substantially. Therefore, you
should share what you have learned
with your co-workers so that if you
leave the company, the knowledge
does not go with you. (Drucker)
-
GROUP LEARNING
Groups or teams of collaborators
can also learn new skills together . When people spend much of their time working in
teams, they tend to coordinate in such a way that they learn as a group. (formal or
informal)

- ORGANIZATIONAL LEARNING
The process of the organization obtaining knowledge using it to adapt to a changing
environment and increase its efficiency.
- INTERORGANIZATIONAL LEARNING
This is the broadest type of organizational learning, and it is most common in large companies
with multiple locations. For example, a franchise could learn how to operate its store by taking
a deep look at the franchise business model.
LEARNING TYPES
FORMAL: Learning that is delivered“in a systematic intentional way”. Planned and guided by
an instructor, it usually occurs in a face-to-face setting or through an online learning platform,
like anLMS.(learning management system) In a work environment: a compliance training
ornew hire onboarding. These are learning types that need structure, have deadlines, and
there’s a definitive goal.
Learning Management System
Software application or web-based technology used to plan, implementand assessa specific
learning process. It is used for eLearning practices and, in its most common form, consists of
two elements:
• a server that performs the base functionality
• and a user interface that is operated by instructors, students and administrators.