(professional knowledge & skills base) for knowledge ... · being able to produce, manage the...

PKSB (Professional Knowledge & Skills Base)

for Knowledge Management

Sections that map to BSI ISO 30401:2018 Knowledge management systems -

requirements are indicated in red, these are the sections that you should focus on

if you are using the PKSB for Knowledge Management Chartership

The PKSB is CILIP’s intellectual property, please do not distribute or copy 2019 2

Professional Expertise

1. ORGANISING KNOWLEDGE and INFORMATION

Organising all types of knowledge, information and other resources including the development and use of tools, strategies

and protocols, and enabling these resources to be organised, searched and retrieved effectively. This section will often be

consulted in combination with USING AND EXPLOITING KNOWLEDGE AND INFORMATION (3), and RECORDS

MANAGEMENT AND ARCHIVING (6).

Knowledge/Skills Area 1.1 Information and knowledge resources

Being able to differentiate the forms in which knowledge and information appear in organisations, including tacit, explicit and implicit knowledge, and the consequences for how these resources can be organised for access and discovery.

1.2 Knowledge resource planning Creating a single arrangement of resources to meet a particular need; includes file planning, design of resource pages, directories (including people, institution and topic

directories), subject guides, manuals.

1.3 Classification schemes and taxonomies

Design, testing and implementation of schemes to support navigation of a knowledge domain or subject area by defined user groups, and to support the discovery of useful resources that are related to those under review.

1.4 Ontologies Being able to design or work with formal descriptions of a domain of knowledge, in terms of the entities within it, and their relationships, so as to support advanced

applications such as data analytics, generation of new insights from multiple content sources, or reuse of authoritative fact-based assertions across multiple applications (e.g. name authorities, social relationships, biographical data, links between persons and places). May connect with Data analytics (3.4).


1.5 Cataloguing and resource description Creating descriptions of resources, based on standard rules and formats. Includes the design of user interfaces and mechanisms or tools for assigning useful

descriptions to knowledge resources to aid in their discovery. Resources can include documents, web content, media files and people.

1.6 Thesauri

Designing, using and maintaining systematic arrangements of controlled indexing terms that show the relationships between concepts, usually to support search and discovery of resources. Can include the determination of search requirements for different user groups, and gathering of evidence for preferred search terms by users

for potential inclusion in the thesauri (e.g. from search logs).

1.7 Subject indexing

Providing a systematic arrangement of index terms to enable users to locate subject information in a document, or in a collection of resources. May include working with

search engines, text analytics and auto-classification tools.

1.8 Information architecture Designing, testing, managing and maintaining interfaces and systems that enable content and people to be accessed effectively. It includes the development of

environments for specific customer groups.

1.9 Database design and management

Planning and designing a system for storing, retrieving and manipulating data, for specific business purposes and user needs. Will connect with Data management (2.3).

1.10 Metadata

Creating and implementing metadata schemas and controlled vocabularies, based on standard rules and formats to aid knowledge resource discovery. Resources can include documents, web content, media files and people.



2. KNOWLEDGE AND INFORMATION MANAGEMENT

Systematic activities and processes for collecting, organising, storing and exploiting information, data, expertise and other

knowledge resources which are needed by an organisation to perform its functions and meet its goals. Ensuring that

these resources remain available for future use. Includes capturing and recording knowledge and data, reflecting on

results and sharing knowledge, skills and outcomes for the benefit of others. Will be closely connected with

INFORMATION, GOVERNANCE AND COMPLIANCE (5), and RECORDS MANAGEMENT AND ARCHIVING (6).

Knowledge/Skills Area 2.1 Knowledge management

Being able to differentiate the forms in which knowledge and information appear in organisations, including tacit, explicit and implicit knowledge, and the consequences for how these resources can be created, managed, made available, shared and enhanced. Includes being able to develop an appropriate framework of governance,

processes, and infrastructures for these different forms, and identify ways in which to engage and support people in the defined processes. Will connect with Knowledge and information governance (5.1).

2.2 Information management Being able to work with all aspects of the management of information resources and the information communication chain, within an organisation. May include special

focus on management information systems, information security, information governance. Will connect with Knowledge and information governance (5.1), Data and information rights and responsibilities (5.2), and Data and information assurance (5.7).

2.3 Data management Understanding all aspects of the management of sets of structured data. May include the selection and design of database schemas and tools that are appropriate to

the business need, working with issues of data security, data governance, data privacy, management of data collections and data centres, and master data

management. Will connect with Database design and management (1.9), Knowledge and information governance (5.1), Data and information rights and responsibilities (5.2), and Data and information assurance (5.7). May connect with Research ethics (4.7).


2.4 Knowledge synthesis and information integration Integrating information and synthesising knowledge from diverse sources to form a coherent and accessible whole for a specific audience. May connect with Abstracting and summarising (3.8).

2.5 Knowledge transfer and organisational learning

Facilitating the sharing of knowledge and understanding developed in one part of an organisation to a wider group, which may be another part of the organisation, customers or stakeholders. Includes facilitating processes, competencies, tools and infrastructure to support learning from events, successes, failures, projects,

programmes and major activity cycles, so that the organisation and its people can implement improvements, avoid errors and repeat successes. Will connect with Assured information sharing (5.4), and Project management (10.9).

2.6 Organisational knowledge and information resources

Being able to facilitate the creation of inventories and maps of knowledge and information resources, including the skills and experience of its employees, being able to identify and prioritise knowledge resources that are critical to the organisation's functions and goals, being able to identify and prioritise risks, gaps and opportunities for

improvement actions. May include valuation, management and capitalisation of intellectual property. May include the identification of outdated knowledge and information resources that need to be deprecated or removed. Will connect with Knowledge and information auditing (5.8), and Strategic planning (10.1). Note: The online PKSB has this skill area titled “Organisational information/knowledge assets”

2.7 Collaboration and knowledge sharing

Being able to identify focus areas for knowledge sharing networks and communities of practice, whether online or face to face. Facilitating the formation of, and encouraging engagement in, networks and communities of practice. Facilitating the exchange of skills, information, expertise, and encouraging users to teach and learn

from each other. Identifying and developing knowledge and learning products from community of practice sharing. Will connect with Assured information sharing (5.4), and Project management (10.9). May connect with Social media and collaboration tools (12.4). Note: The online PKSB has this skill area titled “Knowledge and sharing collaboration”

2.8 Obtaining benefits from knowledge and information resources

Being able to identify potential new benefits from existing knowledge and information resources, including from the application, extension or reuse of the skills and

expertise of people. This may include identification of new revenue generation opportunities from knowledge and information resources. May include the use of knowledge and information to design new products, services or processes, or redesign existing processes. May include job and work redesign, digital transformation

projects. May connect with Service innovation development and design (11.4).



3. USING AND EXPLOITING KNOWLEDGE AND INFORMATION

Determining and integrating business and user needs, for different user communities, to design and deliver knowledge

and information management services to meet those needs. Being able to recognise the variety of needs of different user

groups (e.g. researchers, academics, communities, individuals, businesses or government) and use appropriate needs

analysis methods. Being able to gather evidence of user needs, analyse and embed it in a design, and test the design

with representative users. This section will often be consulted in combination with ORGANISING KNOWLEDGE AND

INFORMATION (1), CUSTOMER FOCUS, SERVICE DESIGN AND MARKETING (11) and with Supporting users (8.7).

Knowledge/Skills Area 3.1 Knowledge and information services

Being aware of a range of potential knowledge and information services, and being able to match different user needs with the appropriate type and level of service. May include provision of reactive services such as help desks, enquiry services, research services, digest or summary services, design of FAQs or chatbot services. May

include provision of proactive services such as alerts, intelligence services, selective dissemination of information, creation of expert panels, facilitation of communities or networks to provide peer support and problem solving services.

3.2 Knowledge and information seeking behaviour Being able to contextualise knowledge and information seeking needs to users' situations, work or tasks to be completed, and to identify appropriate support strategies.

This includes being able to apply theories and models of the circumstances in which people need information and knowledge, and how they go about seeking and using it in those situations. Includes being able to use a variety of methods to identify user information and knowledge needs in different contexts. Will connect with elements of Organising Knowledge and Information (1), and Research Skills (4).

3.3 Information retrieval

Being able to design information retrieval systems and interfaces to meet user needs. Includes being able to test hypotheses and designs in prototypes and pilots. Will connect with elements of Organising Knowledge and Information (1). May connect with Information analysis (3.6), and Access to collections (6.4).


3.4 Data analytics Being able to define requirements for, design and implement systems for the extraction of information from databases, and for the identification of patterns and

relationships to provide meaningful insight for specific user groups. May include data visualisation, data mining and text mining, text analytics, artificial intelligence

applications, search based applications, and working with Linked Data and Linked Open Data to produce new insights. May connect with Ontologies (1.4), Informetrics (3.5), and Information analysis (3.6).

3.5 Informetrics

Understanding and being able to apply quantitative analysis of information resources and of the communication of information. May include bibliometrics, webometrics,

scientometrics and cybermetrics. May connect with Data analytics (3.4).

3.6 Information analysis

Understanding and using quantitative or qualitative analysis of a set of information to provide insight on specific aspects for users, or to support an information retrieval or discovery functionality. This may include text mining and text analytics. May connect with Information retrieval (3.3), and Data analytics (3.4).

3.7 Information and knowledge evaluation

Being able to define quality criteria for of a set of information or knowledge resources based on business and user needs, and being able to evaluate and report on

those resources against the criteria. Includes being able to identify mitigation and improvement measures when quality criteria are not met.

3.8 Abstracting and summarising

Being able to produce, manage the production of, or specify and procure tools for, concise representations of the contents of lengthy documents for specific user needs. May include technical writing, writing for the web, repurposing of content for new audiences. May connect with Knowledge synthesis and information integration (2.4).



4. RESEARCH SKILLS

Using research techniques and information/knowledge resources to support organisational, client or personal research

projects to provide new findings and data. Includes knowledge of research methods, literature searching, citations,

statistics and statistical analysis, report writing and ethical aspects of research. This is a core competence underpinning

ORGANISING KNOWLEDGE AND INFORMATION (1), USING AND EXPLOITING KNOWLEDGE AND INFORMATION (3), and

STRATEGY, PLANNING AND MANAGEMENT (10).

Knowledge/Skills Area 4.1 Understanding research

Being familiar with a range of research methods, and being able to design and implement a research project or programme, setting research goals and using appropriate methods, including e.g. practitioner research, user research, action research, ethnographic methods, participatory research. Understanding that a lot of

knowledge and information use can only be measured indirectly, and being able to deploy multiple instrument research to produce more reliable findings. May connect with Knowledge and information seeking behaviour (3.2), and Information retrieval (3.3).

4.2 Evaluative research Being able to design and conduct evaluations, measures, monitoring systems, tests and comparisons of systems and services. May include design and conduct of

experiments, observations, interviews, focus groups, workshops and surveys. Being able to differentiate the strengths and weaknesses of different research methods in relation to the research objective and measurement/evaluation goals.

4.3 Desk research Undertaking research on existing material and data, including literature review, documentation analysis and methods such as content analysis and historical research.

May include identifying and analysing sources of latent data in the organisation that can give insight into knowledge and information use or support knowledge and

information management initiatives.


4.4 Statistics and statistical analysis Being competent in analysing data, interpreting and presenting results; understanding published statistical analysis. May connect with Data analytics (3.4).

4.5 Understanding research contexts Assessing the affordances and constraints of different research contexts and stakeholder populations, and being able to deploy an appropriate mix of research methods

and ways of presenting results. Being able to develop appropriate engagement and communication strategies for the conduct of research.

4.6 Understanding and presenting research reports

Being able to bring together evidence and insights from different sources into a common picture, and being able to test hypotheses and assess the strength of conclusions. Being able to communicate and report research results in ways that are appropriate to different audiences, and to present results professionally.

Maintaining research documentation, including references and supporting information and data, so as to help others understand, use and replicate the results. May connect with Copyright, intellectual property and licensing (5.3).

4.7 Research ethics Conducting research ethically according to current norms, guidelines, policies, laws, and regulations, so as to carry out research in a professional manner, maintain the

trust and confidence of research subjects, and produce credible and reliable results. Will connect with Data management (2.3).



5. INFORMATION GOVERNANCE AND COMPLIANCE

Developing, implementing, following and maintaining policies and regulations regarding processes and procedures for

knowledge and information use, while retaining an appropriate balance between availability and security. Includes

knowledge of information law, data protection and privacy, copyright, intellectual property and licensing as well as issues

relating to knowledge and information risk management, knowledge and information ownership and accountability. This

section will be closely connected with STRATEGY, PLANNING AND MANAGEMENT (10) and with Legal compliance (10.5).

Knowledge/Skills Area 5.1 Knowledge and information governance

Developing governance frameworks, identifying the oversight, guiding and reporting authorities for knowledge and information use. Developing, implementing, communicating and maintaining policies, principles, guidelines, procedures, and ethical codes. Identifying roles, responsibilities and accountabilities. Linking governance

to performance management, measurement, reporting and improvement. Reviewing other organisational policies and incentives for alignment with knowledge and information policies, and proposing amendments where necessary. May connect with Knowledge management (2.1), Information management (2.2), Data management (2.3), and Policy (10.4).

5.2 Data and information rights and responsibilities

Being able to assess information and data management practices for compliance with the laws, regulations and ethical codes directly affecting information work, data privacy and protection, and being able to correct for non-conformity. Includes education and awareness raising, developing policies, procedures and guideline,

understanding and adapting to changes in the law. May include public communications, public relations, communicating with customers, partners and stakeholders.

Includes information security, compliance reporting, data protection, data privacy, freedom of information, official secrets, confidentiality, whistleblowing. Will connect with Information management (2.2), Data management (2.3), and Records management (6.1).


5.3 Copyright, intellectual property and licensing Being able to assess knowledge, information and data management practices related to intellectual property for compliance with the relevant laws, regulations and

ethical codes, and being able to correct for non-conformity. Includes education and awareness raising, developing policies, procedures and guidelines, understanding

and adapting to changes in the law. May include communicating with partners and stakeholders, negotiating agreements and contracts. Includes matters related to trade secrets, commercial confidentiality, intellectual property rights, copyright, licensing, creative commons, open science, peer to peer sharing, plagiarism and

attribution, piracy, fake goods, customs and excise regulations, export regulations. May include the use of technology to detect infringements. Will connect with Knowledge management (2.1), Information management (2.2), Data management (2.3), and Records management (6.1). May connect with Research Skills (4).

5.4 Assured information sharing Being able to appraise the balance between the need for information security, data privacy and protection, and the opportunities and needs for knowledge and

information sharing, and to translate these into appropriate and accessible policies, guidelines and job aids. Includes education and awareness raising. May include working on tools and platforms to ensure the policies and principles are supported. Will connect with Knowledge transfer and organisational learning (2.5), and Collaboration and knowledge sharing (2.7).

5.5 Information ownership and accountability

Ensuring that managers and knowledge workers are aware of their responsibilities for the accuracy, quality, completeness and currency of the information and knowledge they share, and under their control. Includes identification of where responsibility and accountability lies, maintaining registers of knowledge and information

resources, ensuring staff have the knowledge and skills to perform their duties, and ensuring appropriate performance management to recognise good performance and

address poor performance. Will connect with Knowledge and Information Management (2). May connect with Data and information rights and responsibilities (5.2), Knowledge and information auditing (5.8).

5.6 Knowledge and information risk management Assessing the risks to information and knowledge resources, developing mitigation strategies, assessing the effectiveness of those strategies, and monitoring progress

over time. May include facilitating risk assessment exercises by resource owners, developing risk criteria, maintaining risk registers, assessing impact on the organisation. Will connect with elements of Strategy, Planning and Management (10). May connect with Data and information assurance (5.7), Knowledge and information auditing (5.8), and Records management (6.1).


5.7 Data and information assurance Managing risk to data and information, in digital and physical form, both in transit and in storage. Includes the steps taken to gain confidence that controls are

effective, to mitigate risk, to detect and recover from breaches, and to give assurance that systems and services will protect the information they carry and will function

as they need to, when they need to, under the control of legitimate users. Will connect with Information management (2.2), Data management (2.3), Knowledge and information risk management (5.6), Records management (6.1), and Records appraisal, retention and disposal (6.2)

5.8 Knowledge and information auditing

Being able to design and conduct a systematic evaluation of knowledge and information use, resources and flows, with verification by reference to both people and

existing documents, in order to establish the extent to which they are contributing to an organisation's objectives, and to identify appropriate interventions to improve the way that knowledge and information contribute to an organisation's goals and needs. Will connect with Organisational knowledge and information resources (2.6), Information ownership and accountability (5.5), Knowledge and information risk management (5.6), and Strategic planning (10.1).



6. RECORDS MANAGEMENT AND ARCHIVING

Recording, organising and preserving information held in a range of formats in an organisation, both physical and digital,

and continuing to evaluate them for retention or disposal based on their format, importance, relevance, usage and legal

requirements. Includes storage and retrieval of records and collections, digitisation, curation and preservation,

dissemination of recordkeeping awareness and practices. Records management is an important component of

organisational memory and needs to be tightly integrated with knowledge management, information management and

data management.

Knowledge/Skills Area 6.1 Records management

Ability to identify and apply recordkeeping measures to documents and data belonging to an organisation that record its decisions, transactions and commitments, together with their business context, so that it can access them when needed, and to preserve organisational memory. Includes records identification, creation of file

classification plans, assessing document management systems for records management functionality, legal discovery of records, ability to search databases, catalogues or physical stores, use of appropriate storage media and facilities. Will connect with Classification schemes and taxonomies (1.3), Knowledge management (2.1), Information management (2.2), Data management (2.3), Information retrieval (3.3), and Data and information rights and responsibilities (5.2).

6.2 Records appraisal, retention and disposal

Being able to appraise records for their importance to organisational needs, and against legal requirements, applicable standards and their historical significance, in order to preserve, locate and dispose of and them when needed. This will include identification of critical records, risk management and business continuity planning,

applying appropriate retention periods and the development of retention schedules, preserving the business context for records, disposing of records in accordance with

applicable laws and regulations, liaising with archival institutions. Will connect with Information management (2.2), Data management (2.3), several elements of Information Governance and Compliance (5), and Legal compliance (10.5).


6.3 Storage of collections Being able to appraise and implement methods for storing physical and digital collections, accounting for the risks and issues associated with storage, and applying the

best resources and practices for long term storage and preservation of records and archive collections. May connect with Information retrieval (3.3).

6.4 Access to collections

Ensuring that current records can be retrieved by employees without undue barriers along with other working documents in the conduct of work, using consistent platforms, user interfaces and search technologies. Ensuring the organisation can meet its obligations to customers and the law in regard to the accessibility of

materials. Will connect with Knowledge and information seeking behaviour (3.2), Information retrieval (3.3), and Data and information rights and responsibilities (5.2).

6.5 Digitisation of documents and records

Being able to specify, plan and implement a process of converting information media in physical formats to digital formats, and ensuring that the digital formats can be

navigated and searched. Includes identification of appropriate technology tools, methods and service providers.

6.6 Curation Being able to take care of, select, organise and present collections of records or archives, whatever their format, in order to enhance their value and significance to

employees, customers, stakeholders or researchers.

6.7 Preservation

Keeping records collections safe from destruction, decay or loss through events and the passage of time (including fire, flood, ageing, chemical action, theft or changes

in technology). Includes preserving materials as closely as possible to their original state, but may involve transferring content to other formats to ensure continued accessibility.

6.8 Web information continuity

Instituting processes and tools to record, capture, preserve and retrieve web pages to prevent loss of key business and historical information. May include preserving

links to other resources.

6.9 Archive management

Being able to support the specific features of archives, as distinct from other forms of records collection, including appraising their legal and historical value, applying archival principles, directing conservation programmes, and supporting access for historical research.



7. COLLECTION MANAGEMENT AND DEVELOPMENT

The process of planning, delivering, maintaining and evaluating a programme of resource acquisition and management

which meets current objectives and builds a coherent and reliable collection to allow for future development of the

information service. Includes collection management, resource selection and acquisition and planning for continued future

use.

Knowledge/Skills Area 7.1 Collection management

Identifying user needs, and applying appropriate criteria for selection, acquisition, conservation and disposal of resources to organise collections of every kind, to look after them and guarantee accessibility. Being able to stay abreast of new developments in collection management and apply new methods and techniques.

7.2 Collection development policy Providing a strategic framework for all decisions relating to resource management. This may include acquisition, selection methods, collection organisation,

development, management, preservation, review and disposal. It can also be used as a risk management tool to raise the status of the service.

7.3 Selection of materials and resources

Being able to work with the information 'supply chain', and adapt to the way this is being affected by changes to traditional publishing, including open access, digital repositories, and new forms of publication. Developing and managing strategies and processes for the cost-effective acquisition and maintenance of internal and

external materials and resources to be acquired. Includes assessing materials for relevance quality and appropriateness. May connect with Copyright, intellectual property and licensing (5.3).


7.4 Legal deposit Complying with and being able to gain benefits from the process by which named libraries are entitled by law to receive at least one copy of every publication made in a

particular country.

7.5 Collection evaluation and information quality

Ensuring that the resource collections, however acquired, are fit for purpose and meet customer and/or organisational needs, by evaluation against the agreed criteria.

7.6 Collection promotion

Being able to develop and apply effective methods for promoting collections to customers



8. LITERACIES AND LEARNING

Supporting users and teaching them how to work independently. Incorporates information literacy, reading literacy, digital

literacy and learning and teaching skills, training users in the use of information and knowledge resources and systems,

and of their rights and obligations in respect of this use.

Knowledge/Skills Area 8.1 Information literacy

Educating users on how to understand and support their own information and knowledge needs, where to find useful knowledge and information, and how to evaluate, use and communicate it in an ethical manner.

8.2 This skills area is not included in the PKSB for Knowledge Management

8.3 Digital literacy

Developing the skills of users in the knowledge and information tools, platforms and resources available. Ensuring that employees have the competencies and skills required to make best use of the knowledge resources and information available, and to participate effectively in knowledge and information management activities and

processes, in line with organisational policies.

8.4 This skills area is not included in the PKSB for Knowledge Management

8.5 Frameworks and curricula for education and training

Being able to identify learning and training needs for particular groups, and to develop or apply appropriate frameworks, curricula and syllabi for education and training

delivery. Will connect with People management (10.8).


8.6 Teaching, training and facilitation skills Being able to apply skills and techniques for effective teaching and training. Being responsive to different learning styles, being able to interpret the quality of the

learning experience and adapt accordingly, being able to design and deliver a range of learning activities for specific audiences/users. Being able to undertake learning

and training assessments and give feedback to learners. Being able to facilitate peer learning and knowledge sharing sessions using a range of knowledge sharing techniques. Being able to facilitate workshops and focus groups for learning and decision making purposes. May connect to Knowledge transfer and organisational learning (2.5), Collaboration and knowledge sharing (2.7), Working with decision makers (9.7), and People management (10.8).

8.7 Supporting users

Helping users to find the information and knowledge resources they need. Educating users on the range of information and knowledge resources available to them, and helping them to use the tools and platforms available to them, to best effect. Developing information support tools and aids such as FAQs, user guides. May include

help desk services. Will connect with several elements of Using and Exploiting Knowledge and Information (3).

8.8 Virtual learning environments

Being able to identify and provide access to appropriate digital learning and online learning resources to support the learning needs of specific user groups alongside other learning and education methods.


Generic Skills

9. LEADERSHIP AND ADVOCACY

Provide active leadership by inspiring and managing themselves and teams, both inside and outside the organisation and

by promoting the positive value of information and knowledge services across the organisation and society. Includes

leading and inspiring teams, influencing key stakeholders and understanding the external environment. Will connect

closely with STRATEGY, PLANNING AND MANAGEMENT (10).

Knowledge/Skills Area 9.1 Leadership skills

Ability to influence and inspire individuals, teams and organisations to achieve change. An understanding of leadership styles and self-awareness of their own style. Developing a sense of vision and direction. Will connect with People management (10.8).

9.2 Strategic thinking and evaluation Being willing to take new approaches, demonstrating openness to innovation and being able to incorporate ideas from other areas to develop new practices to meet

goals. Includes the ability to problem solve and make sometimes tough decisions, and to reflect on and learn from outcomes. Will connect with Strategic planning (10.1).

9.3 Advocacy Building relationships to strategic advantage, and developing communication skills and approaches appropriate to the audience. Includes audiences at senior, middle

and operational levels in the organisation. Will connect with Strategic planning (10.1), People management (10.8), Project management (10.9), Communicating with stakeholders (11.2), and Communication skills (12.5).

9.4 Demonstrating value Demonstrating awareness of the broader environments in which knowledge and information services operate and the different forms of value they deliver to different

stakeholders, and being able to show value using evidence and good communication. Will connect with Strategic planning (10.1), Project management (10.9), and Communicating with stakeholders (11.2).


9.5 Partnership development Forming alliances to enhance and increase influence. These may be cross sectoral or with organisations or individuals outside their own organisation or professional

discipline.

9.6 Influencing key stakeholders

Demonstrating a broad understanding of the political and business environment and an appreciation of different stakeholder positions and deploying influencing skills to shape, develop or change stakeholder thinking. May connect with Project management (10.9), and Networking skills (12.6).

9.7 Working with decision makers Working with the values and priorities of key decision makers, partners and influencers. Being able to communicate the value of and benefits from knowledge and

information services. Giving appropriate information, examples and providing effective responses and clarifications when required. Demonstrating the effects of past

decisions. Will connect with Teaching, training and facilitation skills (8.6), and Strategic planning (10.1).


Generic Skills

10. STRATEGY, PLANNING AND MANAGEMENT

Setting short, medium and long-term goals and objectives, and managing their planning and delivery within financial and

legal constraints, while ensuring that strategies and priorities are in line with and support business objectives. Includes

knowledge of business, operational and financial planning and management. Will connect closely with LEADERSHIP AND

ADVOCACY (9).

Knowledge/Skills Area 10.1 Strategic planning

Developing strategies and goals which are aligned with and supportive of overall organisational aims and priorities, taking into account existing capabilities and needs, external influences which may affect plans, and the needs and priorities of key stakeholders. Being able to facilitate priority-setting sessions with managers and

leadership teams. Being able to develop an evidence-base and analyse business needs to support strategic decision making. Includes development of roadmaps with short, medium and long term goals. Includes periodic reviews to ensure the strategy is still in line with current goals and needs. Will connect with Organisational knowledge and information resources (2.6), Knowledge and information risk management (5.6), Knowledge and information auditing (5.8), Strategic thinking and evaluation (9.2), Advocacy (9.3), Demonstrating value (9.4), and Working with decision makers (9.7).

10.2 Business planning, resource and asset management Developing and monitoring the resource and financial framework to ensure the effective operation of services, and delivering on strategic and operational plans,

including the management of physical resources, such as buildings and space.

10.3 Operational and work planning

Ensuring all plans are in place for the effective delivery of services and strategic plans, including business continuity, emergency planning, risk management and

sustainability. Facilitating the conversion of strategic plans into operational plans, annual work plans and project plans. Working with business units to assist them in identifying the knowledge and information management elements of their work plans.


10.4 Policy Being able to translate the organisation's viewpoint on a particular issue into a guidance document that will inform expectations and actions, either internally or

externally. This may be developed internally or in consultation with stakeholders. Includes maintenance, review and evaluation of existing policies. Will connect with Knowledge and information governance (5.1).

10.5 Legal compliance Ensuring that the activities within their span of control are conducted in accordance with relevant laws and regulations (e.g. Health and Safety legislation, employment

law, financial regulations, procurement, data privacy and protection, intellectual property), and where they are aware of activities outside their span of control that are

not in compliance, raising the matter through appropriate channels. Will connect with several elements of Information Governance and Compliance (5).

10.6 Financial management

Budget and financial planning, management and monitoring approaches. Being able to effectively plan, manage, organise and control the financial resources available to an organisation to help meet service objectives.

10.7 Contract management

Managing contracts and contractors for goods and services through the lifecycle from appointment to determination. Includes the review, drafting and negotiation of

contracts, and the thorough monitoring of the performance of particular contracts until close-out. Includes an understanding of licences, service level agreements, change requests and modifications, monitoring frameworks and negotiation skills.

10.8 People management Day to day management of people, including performance management, conflict management, motivating and influencing, work allocation and resource planning.

Includes development of staff through organisational strategy, (e.g. workforce planning) and operational delivery (e.g. training and mentoring). May include coaching and mentoring. Will connect with Advocacy (9.3), Frameworks and curricula for education and training (8.5), and Teaching, training and facilitation skills (8.6).

10.9 Project management Being able to apply principles, methods and tools for defining, planning, managing and completing projects and time limited business tasks, within agreed parameters of

cost/resources, timescales and quality. Includes project communications, resource allocation, stakeholder management, ensuring that there are review, reflection and learning processes to capture the learning from projects, and transfer them to future projects or the organisation at large. Will connect with Knowledge transfer and organisational learning (2.5), Collaboration and knowledge sharing (2.7), Advocacy (9.3), Demonstrating value (9.4), and Influencing key stakeholders (9.6).

10.10 Change management

Being able to diagnose and address critical factors supporting or inhibiting change or an organisational development programme, including organisational culture

factors, values, attitudes and behaviours. Being able to start a change plan, and communicate effectively the rationale for change to colleagues and stakeholders, supporting them through the change with relevant resources, tools and competencies. Recording and communicating successes and demonstrating a clear sense of

purpose, while remaining responsive to contingencies along the way.


Generic Skills

11. CUSTOMER FOCUS, SERVICE DESIGN AND MARKETING

Understanding customer/user needs both internal and external to the organisation, shaping knowledge and information

services to meet those needs and using appropriate methods to inform users of the accessibility, value and benefits of the

resources and services. Includes knowing the customer, providing knowledge to the customer, identifying and

communicating with different stakeholder groups, designing and promoting services and evaluating the outcomes. This

will connect with USING AND EXPLOITING KNOWLEDGE AND INFORMATION (3) and Supporting users (8.7).

Knowledge/Skills Area 11.1 Strategic marketing

Being able to identify different categories of end user, and profile their needs. Being able to use a range of approaches and methods to find out what customers and users want, what they need, and identifying ways to meet those needs. Using established techniques to identify key issues and design, develop and promote products

and services to meet the identified needs. This may include market research, customer journey analysis, and competitor analysis. Will connect with several elements of Using and Exploiting Knowledge and Information (3), Research Skills (4) and may connect with Supporting users (8.7).

11.2 Communicating with stakeholders Ensuring that all key stakeholders in a service are identified, so that they can be communicated with and consulted. Engaging in advocacy to encourage stakeholders to

support and engage with the service. Recognising the importance of communicating value and developing a marketing and communications plan, and ensuring that the service is highly visible to all stakeholders. Will connect with Advocacy (9.3), and Demonstrating value (9.4).

11.3 Community planning and engagement Working with other professions, members of the community, and institutions to deliver enhanced value from knowledge and information services, and to broaden their

understanding of the potential value of their information and knowledge services. Ensuring that user views on issues are taken into account in deciding future plans for

information and knowledge products and services. Providing relevant knowledge and information to customers and potential users to help them use their products and services effectively. Will connect with several elements of Using and Exploiting Knowledge and Information (3).


11.4 Service innovation development and design Being able to identify, design, prototype and deliver new knowledge and information services based on identified needs, or redesign existing services. May include

digital transformation projects. Ensuring services are designed to be accessible to all customers, regardless of any factors that may result in discrimination and

inequality. Completing impact assessments to assess the impact of new products and services. Will connect with Obtaining benefits from knowledge and information resources (2.8).

11.5 Customer service skills

Providing tools, resources and processes to enhance the customer/user experience and to recover from poor experiences. Engaging with customers to promote

resources and services so they are aware of their availability, value and potential benefit. Brokering access to information for particular communities in specific contexts. Understanding stakeholder and customer needs through relationship management. May connect with Supporting users (8.7).

11.6 Quality management Being able to design, develop and deliver knowledge and information products, systems and services to match customer requirements in conformity with appropriate

quality standards. This includes defining service standards customer service benchmarking, establishing key performance indicators and quality assessment tools.


Generic Skills

12. IT AND COMMUNICATION

Using a range of electronic information resources and systems, including databases, catalogues, Web resources and

software. Includes new internet applications and social media tools and providing user-friendly electronic resources and

tools. Communication skills include oral, writing and presentation skills, networking and relationship building and working

effectively with individuals and groups.

Knowledge/Skills Area 12.1 ICT skills

Being able to identify and use a range of technologies from computing, electronics and telecommunications to support the delivery of knowledge and information products and services.

12.2 Special information and knowledge technologies Being able to identify and apply the capabilities of technologies and systems of particular relevance to the sector (including databases, search engines, digital libraries

and repositories, collaboration tools, autoclassification tools, artificial intelligence tools, content, document and records management tools) and to create architectures where these tools work effectively in combination with each other to meet knowledge and information management goals.

12.3 System design and development of systems Specifying business and functional requirements for systems that support knowledge and information management activities and services. Designing, creating,

managing and maintaining interfaces and systems. Ensuring interoperability between systems, and working to achieve a uniform user experience across system types.

12.4 Social media and collaboration tools

Identifying, implementing and encouraging participation in applications which allow the creation and exchange of user generated content, collaboration at a distance, mutual awareness and coordination of activities. Tools may include forums, blogging tools, wikis, photo and media sharing tools, networking sites, learning

environments, messaging, task management, meeting management, shared calendars. Will connect with Collaboration and knowledge sharing (2.7).


12.5 Communication skills Using a range of communication skills including oral, written, presentation, interpersonal, listening and assertiveness. Will connect with Advocacy (9.3).

12.6 Networking skills Being able to develop and maintain a network of people where there is an expectation of mutual support in respect of advice, professional assistance, and access to

knowledge and information. May connect with Influencing key stakeholders (9.6).

12.7 Media and PR skills

Being able to communicate effectively to the public through the media (e.g. press, radio, TV) and social media. Being able to promote knowledge and information services through such means, and to recover from negative publicity.

12.8 Language skills Being able to use and understand a foreign language/languages as appropriate to workplace requirements.

12.9 Open source systems Being able to identify appropriate open source systems for knowledge and information management needs and goals, available freely and developed by the user

community. Being able to anticipate and respond to the resourcing issues and maintenance constraints of working with open source systems.


Ethics & Values

CILIP’s Ethical Principles for Information Professionals

Ethics and values should underpin the work of practitioners in the sector. This is why they sit at the very centre of the CILIP PKSB. Ethical

principles will include legal requirements but extends to expectations of professional behaviours (shared with other professions) and specialist

practice (what would pertain only to an information or knowledge professional). Values are the non-regulatory principles which inform

behaviours and ethics. The Information and Knowledge worker should ensure they have an understanding of any values and expected

behaviours that have been set by their employer. CILIP has developed a set of Ethical Principles for Information and Knowledge Professionals.

The full text of the Ethical Framework and the accompanying clarifying notes can be accessed via https://www.cilip.org.uk/page/ethics

CILIP asks Information Professionals to make a commitment to uphold, promote and defend: Human rights, equalities and diversity, and the equitable treatment of users and colleagues

The public benefit and the advancement of the wider good of our profession to society

Preservation and continuity of access to knowledge

Intellectual freedom, including freedom from censorship

Impartiality and the avoidance of inappropriate bias

The confidentiality of information provided by clients or users and the right of all individuals to privacy

The development of information skills and information literacy

https://www.cilip.org.uk/page/ethics


The Wider Context

Wider Information & Knowledge Sector Context

The information and knowledge profession covers a wide spectrum from academic to business. It is important that professionals maintain

their current awareness and understanding of the wider profession, not just their own sector, for a number of reasons: sharing of knowledge

and information between sectors; broadening horizons and gaining different perspectives; joint working, cooperation and partnership

opportunities; and employability.

Information and knowledge workers should be able to demonstrate that they are aware of key factors that affect their own sector and cross-

cutting issues that affect all sectors. In addition, it is important for information and knowledge professionals to have a basic understanding of

the history of the sector and disciplines – past, present and future. This provides professionals with an understanding of background and

context to the work that they are doing but also ensures they understand the importance of keeping abreast of the latest research and

developments in the sector.

& Knowledge Sector Context

Wider Organisation & Environmental Context

The information and knowledge worker must have a good knowledge of the world outside their own workplace.

This should include:

An understanding of the operating context and environment of their wider organisation, including strategic plans and policies;

An understanding of the wider political, economic, social, technological, environmental and legal factors which may impact their organisation

and service; and

An understanding of the information society and the implications and opportunities that presents to the profession.

(professional knowledge & skills base) for knowledge ... · being able to produce, manage the...

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