A database of knowledge

All the managers agreed that a database of employees' non-clinical skills and

qualifications would be useful. Staff responded to a similar question regarding

putting their qualifications, skills and languages on a database with 50.1% of

respondents answering positively, 28.1% negatively, the remaining did not answer the

question. If and how a database could be set up was not tackled in this research. If

the organisation decided that a database could be useful then a starting point could be

at a ward level. From the research we see that at a ward level managers are not aware

of all the knowledge that is held within the ward. All staff including managers

expressed concern about the impact the use of non-clinical skills would have on the

clinical workload of the wards. If a database was first set up at a ward level then the

knowledge in that ward could be utilised within the ward making the time used in

non-clinical and clinical work more flexible and easy to monitor to ensure time is not

taken from the patients. If this system worked it could then be extended to a business

unit level. Further research would be needed to investigate the cost benefit of setting

up the database and then it's use within the ward or business unit. Other possible uses

of the database would also need to be researched including career and succession

The organisation could benefit from closer investigation of staff who indicated that

they hold other qualifications, skills or languages. From Table 4.5 we see that three

of the respondents indicated that they hold a Grade 1 position, all indicated that they

have other skills and two indicated that they have other languages. The most junior

respondents were all able to identify skills that could be useful for the organisation.

In contrast of the most senior respondents that of ANUM only 57% indicated that they

have other skills and only 14% indicated that they have other qualifications. If this

group of respondents wish to further their career they will need to be able to identify

other skills and qualifications to enable them to function in a higher grade or position.

The recognised next step in the career path of this group is into a Unit Managers

position or into education, both of which will require non-clinical skills.

A further interesting finding is that the highest percentage of staff having other

qualifications was found in the Senior Grade 2 group. Here 30% indicated that they

have other qualifications. This is the highest percentage of any group for

qualifications. This group also had a high percentage of other skills, with 50%

indicating that they possessed other skills. Further research into this group of

employees to investigate why they do not hold more senior positions, such as CNS or

ANUM positions, may be of benefit. It may be that they have been focusing on

gaining further qualifications in order to obtain new positions. If these targeted

positions are not within the organisation then the organisation may need to discover

what knowledge may be lost by these employees leaving. This knowledge would

include additional qualifications and skills that they possess as well as clinical skills

of these staff members and the use of career planning at a ward and business unit level

could assist both the employees and the organisation to retain clinical expertise and

additional knowledge. To use career and succession planning the organisation needs

to be aware of the additional skills and qualifications that employees hold, as this

research shows at present management are not aware of the depth of non-clinical

knowledge held by staff.

6.6 Conclusion

This research provides grounds for the assumption that the nursing staff within NWH

have skills and knowledge which are currently untapped by the organisation. Many

reasons have been identified as to why their knowledge is not being utilised.

Management is largely vinaware of the knowledge held by their staff members.

Managers appear to lack the managerial and leadership skills to be able to utilise the

knowledge other than clinical knowledge. A lack of trust exists between staff and

management, leaving staff reluctant to utilise their knowledge. Staff were concerned

about the effect the utilisation of their non-clinical knowledge would have on their

clinical workload and the ultimate effect on their patients. Concerns were also raised

by both staff and management about the administrative processes required to utilise

knowledge. Any system introduced would need to ensure that clinical areas were not

adversely affected

Knowledge management involves the recognition and the utilisation of

knowledge to benefit both the organisation and the individual. The use of intellectual

organisation and individuals. This research has found that a vast reserve of

knowledge is held within NWH, this knowledge is not being managed or utilised to assist either the organisation or individual employees. Further research is necessary to ascertain the benefits North Western Health could gain from managing the knowledge within the organisation effectively and also to determine the most appropriate