This is why many organisations create"yellow pages" applications, which enable employees to find and contact other staff with particular experience and techniques. Nonetheless, these systems can be fraught with difficulty in their implementation, and often end up as out-of-date, glorified intranet telephone directories. This guide, drawn from a best-selling knowledge management fieldbook by its author, identifies ten key steps involved in creating and sustaining an effective, employee-owned yellow pages system.

1 Maintain a clean and distinctive vision. Be cautious about what you are attempting to achieve and avoid compromise. Tired of becoming"all things to all men" - especially those in the HR and IT departments! Everybody will want a slice of this action - don't lose sight of the overarching aim of your system - which makes it simple to find people that you don't already know.
2 Strive for individual ownership and upkeep. Create a process whereby only the individuals concerned can make and update their entries. This may drive a much deeper feeling of ownership across the populace.
3 Strike a balance between casual and formal content. Invite individuals to share non-work information about themselves in addition to valuable company information. , "what is your favourite film?" .
4 Support the photographs wherever possible. Nothing is more powerful and personal than a photograph. It speaks volumes about the individual, raises the interest rates of others and creates personal ownership of their content. If possible invite people to incorporate a casual photograph. The security-pass-rabbit-in-the-headlights shots rarely show people in their best light! Better to have a picture which says more about the individual and what inspires them.
5 Ensure your product design is flexible and inclusive. Realize that different people relate to templates, pushes and construction in different ways.
6 Start using a customer-facing pilot. Critical mass is all important, so start with a bunch of individuals who have a natural need to be observable to internal clients. This may include things like supporting functions, existing networks or communities, or even business areas with fresh direction.
7 Deliver through local fans. Centrally-driven push isn?t always the best method to engage the work force. Tap into local enthusiasts and champions if possible? They'll understand the way to"sell" the concept locally.
8 Use success stories as a marketing tool. Reinforce the viability of this knowledge directory at each opportunity. Publicize any examples or successes widely, and early, to fortify your undertaking. That is a culture change project, and culture change happens one tale at a time!
9 Encourage usage, but lead by example rather than edict. Avoid mandating the population and use of the information directory. Folks will provide much better quality articles should they feel that they are volunteering the information. At the end of the day, you can?t ever conscript knowledge - you can only ever volunteer it.
And let?s face it, there's very little point in finding the 1 person with expertise or expertise that you require, if when you call them on the telephone, they're unwilling to talk!
10 Embed into individuals processes. Search for procedure and intranet"hooks" that could initiate and maintain the use of your knowledge directory (e.g. recruiting or induction of new employees, the launch of new networks, any mention on an intranet site which mentions a individual's name can become link to their webpage.