A view from a Federal Government RM Employee down under...
The placement of RK (at least the 'service delivery' part of RK) in IT
is not in itself an issue .
The issue is the degree of influence that RK has over the IT and other
program.
This influence is best achieved when there is recognition and support
of the Senior Management for the principles of RK and the
understanding of the responsibilities- that is from the Top down - in
private industry lets say the CEO and the Vice-presidents. In Australia
the CEO (in the public sector sense) is legislatively the officer
responsible for the agency meeting the RK responsibilities, but ALL
employees are/should be required to achieve good RK through internal
policy statements indicating that responsibility.
If you can achieve the influence through IT reporting structures well
and good (personally I think the policy formulation aspect of RK
belongs in the CEO office - the Executive area only because I think
this is where the greatest influence can be achieved downward but I am
not wedded to that idea to it...and it is better to have external
oversight to IT programs than have IT oversight themselves - in all
aspects like RK and Finance. You could achieve that through many
governance structures/approaches as well)
Partnerships are required across the agency (IT and elsewhere).
Putting RK with IT will not guarantee by default extra money or focus
on RK (neither will putting it with legal by the way).
So to sum up to achieve good RK in any organisation the RK people need
to develop those influence skills (in private industry talk to the
marketing guys about how to sell "ice to the eskimos" )
Regards
JohnD
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