WIN partners projekts

Developing knowledge management strategy

Ministry of Finance of Latvia logo | WIN partners

What problem did the customer want to solve?

In order to promote the development of employees’ knowledge and skills, the Ministry of Finance regularly organizes training led by both internal and external trainers. As the number of organized training sessions increased, the Ministry HR team came to the need to structure the training planning and organization process and adapt it to the strategic goals of the organization as much as possible. A decision was made to create a knowledge management strategy. The goal that the client wanted to achieve – create and describe a process that includes the following steps:

  • identification and evaluation of learning needs
  • teaching planning and implementation
  • evaluation of learning results and integration of acquired skills in everyday work

The creation of the process required the involvement of several parties, so for more effective coordination, the client decided to hire a moderator – an expert who could guide the creation of the strategy step by step.

What solution did WIN partners implement?

WIN partners developed a project in cooperation with the client, the goal of which was to offer a strategy and clear steps in its implementation.

On behalf of WIN partners, Aldis Zauls took on the role of trainer-moderator.

On the client’s side, a working group of four people was created to work on this project. It was attended by representatives from the HR department.

The project was implemented in the following steps:

  • Six working group meetings were held. The task of this stage was to develop a process in which the organization will further recognize and structure the learning needs of employees. The participants devoted the last meetings to testing and approving the process. It was important to ensure that the members of the working group are confident that this process will help them achieve the desired goal and that they will be able to independently implement and improve it.
  • A presentation was made to the organization’s management team, where the participants agreed on the steps to implement the process.
  • First-level managers were trained on the implementation of the newly created process. The training took place in two sessions, two groups of managers participated in them.
  • After the first lessons, the working group clarified the auxiliary materials for the implementation of the process – instructions, step descriptions, conversation/question scripts.
  • Training was held for second-level managers on the implementation of the process. The training took place in two sessions, with the participation of three groups of leaders.

What does the client say?

Mārīte Krišāne, Director of HR Department:

“As a result of the training, we have improved the training application system, making it more structured, clearly defining the training rationale, purpose, measurements, and their evaluation, thus making the transfer of knowledge and skills acquired by employees to the work environment more effective.

The acquired knowledge helps managers and is useful not only in organizing the learning process but also in their daily work – conducting individual discussions with employees, conducting meetings, and creating better communication.

Thanks WIN partners for the successful cooperation!”

What are the findings of WIN partners after the conclusion of the project?

  • The outcome of such projects directly depends on whether the team is ready to engage and do their homework. It is also essential to provide such a collaborative environment so that the participants of the session can talk openly about existing situations, people, and difficulties.
  • Another important aspect is not to stop at the development of specific materials and activities but to foresee a specific methodology by which a new process will be implemented. Otherwise, it may turn out that the time devoted to the development of quality materials does not give the intended result.