Process based Knowledge Management System
Ministry of Labor

The Problem

- In late 1997, Korea faced a national insolvency crisis, which led to a bail-out from the IMF and sharp economic slump. (price increase rate : 4.4% in 1997 → 7.5% in 1998, unemployment rate : 3.0% in 1997 → 5.9% in 1998, economic growth rate : 4.7% in 1997 → -6.7% in 1998)

- Following the financial crisis, the government tried to boost the economy in artificial ways by encouraging the setting up of venture capital companies and issuance of credit cards. However, they caused some side effects, such as generating four million people, almost 10% of the population, who defaulted on credit card debt, and destroying the middle-class economy.

○ After the financial crisis, the government strengthened its policies to protect workers’ rights and interests. Thanks to this, the coverage of social insurance was expanded, resulting in an explosive increase in eligible beneficiaries and related administrative demands.

- In 1999, industrial accident compensation insurance and/or unemployment insurance were extended to all workplaces, resulting in a great increase in the number of workers and workplaces covered by both insurances. (No. of workplaces covered : 400,000 in 1998 → 601,394 in 1999, No. of workers covered : 5,268,000 in 1998 → 6,054,000 in 1999)

- The Ministry of Labor, the Ministry in charge, newly employed 835 persons in 2006 and another 125 persons in 2007. This was a huge increase from approximately 2,800 at the beginning of 2006. The newly employed personnel, accounting for 40% of the total, were assigned to field offices.

○ The increase in the number of new employees led to lack of expertise and lower job adaptability among employees.

- As the application of the Labor Standards Act was extended to workplaces with less than five workers in 1999, complaints about overdue wages sharply increased especially among small enterprises, which led to a delay in handling complaints and growing discontent among service users. The heavy workloads, thus, undermined the morale of employees. In addition, field offices suffered from a lack of employees with proper expertise.

- All this raised the need to standardize work processes and provide job-related professional training in real time so that new employees can adapt themselves to work and master their work in a short period of time.

○ Rapid industrialization entailed numerous and diverse industrial accidents. To meet the growing demands for accident prevention, administrative services were expanded.

- Professional knowledge of technical matters in each sector is needed to prevent industrial accidents effectively. However, in 2006, 80.4% of occupational safety & health inspectors of the Ministry of Labor, in charge of preventing industrial accidents, were either newly employed ones or administrative workforces with no technical skills. They lacked the knowledge of complicated laws and regulations, as well as the ability to apply their administrative duties to each workplace.

- Since occupational safety & health administration was focused on taking a one-off remedial measure after an industrial accident occurred, it had a limited effect on accident prevention and the reliability was low.

Solution and Key Benefits

 What is the initiative about? (the solution)
○ Development and implementation of user-friendly PKMS (Process-based Knowledge Management System)

- With both new and experienced employees in mind, the Ministry of Labor developed PKMS, which provides a standardized process for performing work and timely offers employees core knowledge according to each job performed while they carry out the job.

- In 2005, the system began as a pilot project in the area of occupational safety & health. In 2006, it was expanded to 31 kinds of work processes in the areas of occupational safety & health and labor inspection. In 2007, it was further expanded to 22 kinds of work processes in the areas of the Labor Relations Commission and employment policy.

- PKMS helped to simplify the processing procedures of the existing knowledge management system and reinforce the function of providing various analytical data based on the results of work, such as work-specific statistical data.
- The institutional foundation for PKMS was laid by constantly updating job knowledge, establishing guidelines for the management of PKMS and setting up and operating a permanent organization dedicated to managing PKMS and promoting the use of PKMS.
○ Quantitative effects

< Cost reduction >

- Since the launch of PKMS in 2007, the time spent on processing in the areas of occupational safety & health and labor inspection have been greatly curtailed. This led to a reduction in labor costs. About 5.7 billion won and 33% of inspection and management workforces could be saved as a result. (This excludes cost saving with regard to training for new employees and other processes)

< Improved administrative productivity >

- The average processing time in the area of occupational safety and health was reduced by approximately 9 days per person. (29.8 days in 2006  20.8 days in 2007)

- The average processing time in the area of labor inspections was reduced by approximately 8.3 days per person. (49.7 days in 2006  41.4 days in 2007)

Accident prevention inspection was improved in terms of quality by visualizing work processes and providing customized knowledge. As a result, the accident rate fell by 0.06%. (0.59% in 2006  0.53% in 2007)

○ Qualitative effects

- PKMS standardized and visualized work processes by applying BPM (Business Process Management).

- The basis for constantly reforming work processes was secured using PAL (Process Asset Library), which greatly improved the quality of labor administration.

- As employees became able to use core job knowledge thanks to the standardization of work processes, the level of job satisfaction increased.

- By introducing portable tablet PCs, PKMS created an environment that enables work to be handled on the spot; reduced the processing time; and raised the level of customer satisfaction by 30% (47.3% in 2005 75.3% in 2006) by providing job knowledge to employers and workers in real time.

○ The Ministry of Labor won an award in a contest among government agencies in relation to knowledge administration, thereby raising awareness about PKMS.

-The Ministry of Labor won the Prime Minister’s Award for best government agency in knowledge administration in 2006.

- The Ministry of Labor won the Government Administration and Home Affairs Minister’s Award in the 2007 best practice competition.

- The Ministry of Labor won the President’s Award for best government agency in knowledge administration in 2007.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
○ To improve work processes concerning labor administration, BPR (Business Process Reengineering) was carried out.
- Employees and a consulting firm identified actual challenges they have to tackle to solve the problems with work processes. As a tool for business innovation to come up with improvement measures, BPR (Business Process Reengineering) was carried out.
- The role of each job was redefined and core values and action agenda called ‘3 Values and 4 Actions ’ were set up. “Realizing administration based on work/knowledge integration through learning organization” was adopted as the vision for knowledge administration.
○ Korea is the first country in the world to develop and implement PKMS to labor administration.
- The Ministry of Labor and HandySoft Enterprise jointly designed PKMS, a knowledge management system, based on ideas from experts on labor administration and field employees. PKMS, first developed in the world, created a one-stop work environment called RTE (Real Time Enterprise) that allows personnel at all levels from top decision makers to field employees to share every information and knowledge in real time.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
○ Establishing and implementing five strategic goals for building PKMS and ‘3 Values and 4 Actions’
- Given the Ministry of Labor’s strategies and missions and from the perspective of users, how to share job knowledge in the flow of work was devised and then five strategic goals for building PKMS and 3 Values and 4 Actions were established and implemented with the aim of laying the foundation for knowledge administration linking work with knowledge.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
○ Analyzing and developing success factors to maximize the effects of PKMS
- The factors that made PKMS successful were analyzed in order to minimize any errors, develop the system effectively in a short period of time, apply it to work processes and enhance its effects. Given the results of the analysis, the major direction of the development of the system was set with regard to selecting strategic work processes that will be able to strengthen core competence, forming strong sponsorship for the system, setting up an organization exclusively in charge of the system and managing any changes to the system.
○ Standardizing work processes
- By linking work with knowledge, the system realized administration that enables new employees to perform their work easily. Also, it helped experienced employees to transfer their knowledge and know-how to new employees. The knowledge gained through experiences was refined into explicit knowledge. In this way, work processes were standardized in order to remarkably improve employees’ ability to perform work.
-Through various work monitoring, the system classified progress in processes according to each unit of work and provided information on the progress. The system was developed in a way to see progress easily.
○ Laying the foundation for providing process-based knowledge
- According to job profiling methodology, work was classified into jobs, duties and tasks. And knowledge required to carry out tasks was divided into four types : knowledge on tasks, core knowledge, product knowledge, and reference knowledge. The system was developed in a way to be able to provide the required knowledge in real time.
○ Establishing the basis for realizing on-site labor administration, using mobile tablet PC
- By using tablet PC, portable mobile equipment, the foundation was established for on-site labor administration in which employees can provide and acquire knowledge that is required while checking and inspecting workplaces.
○ Establishing task-based infrastructure, thereby creating a virtuous circle of work innovation
- Activities relating to knowledge administration were integrated and visualized under three categories, that is, people, process, and knowledge. By doing so, task-based infrastructure reflecting the idea of e-Government 2.0 which maximizes work performance and supports policy decisions was built, thereby creating a virtuous circle of work innovation.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
○ Major obstacles in establishing and implementing PKMS
- The following emerged as obstacles in establishing and implementing PKMS : clashes of roles and interests between departments within the organization, employees’ low response to the system for fear of an increase in workloads, existing employees’ reluctance to accept the new environment, and lack of consensus on the direction in which progress is made.
○ Overcoming obstacles thanks to stronger leadership and with a firm determination to innovate
- The Vice-Minister of Labor and CKO (Chief Knowledge Officer) pushed for top-down work innovation based on the 5W principles.
- A PKMS management team was organized mainly with employees who are veterans in labor administration. The PKMS management team gathered bottom-up ideas and established a cooperative relationship with the system building team.
○ How the PKMS management team overcame the obstacles
- The PKMS management team removed obstacles faced while actually performing tasks, linked work with knowledge, established the logic behind such links, divided work, such as major technological research, between supporting departments and cooperating departments, and strived endlessly to develop new technologies.
- The team linked tasks, knowledge and learning and came up with how to manage changes that need to be made to job knowledge in real time as a result of the enactment or amendment of laws.
- The team encouraged a change of perception by providing publicity and education to inform employees of the excellence of the new system relative to the existing one.
- Participating employees showed endless enthusiasm in working as creators, and made sacrifices, such as enduring personnel-related decisions that might be disadvantageous to them.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
○ The financial resource came from the budgets for the labor administration e- project.
- The establishment of PKMS was financed from the budgets for the informatization of the Ministry of Labor. Approximately 300 million won was invested in 2005, 1,600 million won in 2006, and 2,300 million won in 2007.
○ Field employees and a professional system development company provided ideas and technical resources, respectively.
- To realize PKMS that had existed just as a concept, a private system development company with professional workforces well versed in this kind of project and capable of building expert ideas into a system was selected.
- Difficulties were overcome by constantly persuading the managers of the private system development company who were reluctant to develop PKMS, and with the help of creativity and enthusiasm from participating employees. employees.
○ Employees with over 10 years of field experience were used as human resources for the system.
- Employees with professional job knowledge in each area, professional consultants, etc., jointly carried out BPR (Business Process Reengineering), and developed task-based learning.
- In addition to the permanent PKMS management team whose members have over 10 years of experience in the area concerned, a non-permanent taskforce team consisting of those recommended from among employees with professional job knowledge in regional offices was organized. Both teams cooperated systematically.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
○ The continuity of PKMS
- Working as a virtuous circle of innovation in which people, process and knowledge concerning labor administration activities are linked together, PKMS will continue to be maintained by strengthening its position as an infrastructure that can maximize job performance and support policy decision-making.
- To ensure the continuity of PKMS, strategies will be established in three dimensions, that is, people, process and knowledge.
․ People to People: supporting communications and interactions between people, such as managers, task performers and those related to the task, to ensure that the task is carried out efficiently.
․ People to Process: managing process changes caused by the establishment of new processes and alteration of existing processes and supporting the integration of IT applications on the basis of process automation
․ People to Knowledge: optimizing knowledge given knowledge flows and a knowledge life cycle and providing the best knowledge at the right time.
○ How PKMS will be spread
- Currently, PKMS operates mainly in the Ministry of Labor. However, the system will be spread to its subsidiary organizations such as the Korea Labor Welfare Corporation and the Korea Occupational Safety & Health Agency, and the work processes of these organizations will be connected.
- The system will be gradually expanded in the areas of occupational safety and health, labor standards, employment policy, and labor relations commission.
- By linking with data warehouse, PKMS will strengthen its analytical base and establish an integrated environment for the existing knowledge management system.
○ Sharing gains from the implementation of PKMS
- Numerous organizations are benchmarking the establishment of PKMS. The organizations and companies listed below are currently benchmarking the system: Korea Employment Information Service, K-TV, the Ministry of Environment, Seoul Agricultural & Marine Products Corporation, the Ministry of Health & Welfare, Civil Service Commission, Sungkyunkwan University, Korea Export/import Bank, Financial Supervisory Service, Jeollabukdo Office of Education, and SK Telecom.
- As of 2007, SK Telecom and Korea Export Insurance Corporation are carrying out related projects. Some companies, including BC Credit Card, and Samsung Heavy Industry, are considering introducing PKMS.
- The Ministry of Planning & Budget plans to newly establish KMS based on PKMS in 2008.
- The Ministry of Labor submitted PKMS for the “Global Excellence in BPM & Workflow Awards”, the most respected BPM contest in the world. The Ministry of Labor is also seeking a patent for PKMS.
○ Future development of PKMS
- The system aims to realize performance-driven strategic knowledge administration by creating a virtuous circle of process-based creative knowledge administration and innovation.
- To achieve this goal,
1) firmly establishing a virtuous circle of knowledge administration
2) strengthening CoP activities for solving problems
3) establishing a system of managing the quality of knowledge and work processes
4) building a performance-driven knowledge administration system
5) establishing the foundation for forming standard links between EA and ITA
6) publicizing excellent examples of using PKMS and promote its usage.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
○ Overcoming the obstacles
- Clashes of roles and interests between departments and employees within the organization
Decision makers continued to maintain their strong drive to pursue work innovation. The mutual cooperation between major departments involved in establishing PKMS, such as personnel, accounting and computerization departments, was strengthened.
- Employees’ low response to the system for fear of an increase in workloads
A task force team dedicated to PKMS was organized mainly with veteran employees with relevant professional knowledge. The team carried out the main work of PKMS project and presided over related workshops.
- Existing employees’ reluctance to accept the new environment
Employees of regional labor offices, who would be the main users of the system, were constantly asked how they want the system to be improved. In addition, an online Q&A site was opened and operated.
To make the system user-friendly, publicity activities were conducted by providing job education and on-site education.
- Lack of consensus on the direction in which progress is made
By having meetings with inspectors, decision makers explained their strong determination in a continuous manner and shared the policy direction with users.
○ Lessons learned
- A medium and long-term approach needs to be taken to reform overall knowledge administration across all government agencies not in one area of work or in one department.
- It is essential to carry out a mutually beneficial project under which the goals of a government agency and the interests of individuals can be aligned, thereby ensuring both the improvement of administration and convenience for users.
- It is necessary to manage changes in a continuous manner, rather than making one-off process improvement, to ensure that work and knowledge are constantly updated to meet a changing work environment.

Contact Information

Institution Name:   Ministry of Labor
Institution Type:   Government Agency  
Contact Person:   Lee SooYoung
Title:   Director of Innovation & Performance Management  
Telephone/ Fax:   82-2-2110-7026
Institution's / Project's Website:   82-2-503-7432
E-mail:   parkihoon@gmail.com  
Address:   Jungang-dong 1, Gwacheon-city, Gyeonggi-do, Korea
Postal Code:   427-718
City:   Gwacheon
State/Province:   Gyeonggi
Country:  

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