Proceedings of the 12th European Conference on Knowledge ...

3.2 Discussions
Adriana Schiopoiu Burlea
To draw a KM model in <strong>the</strong> process <strong>of</strong> implementing POSDRU projects, <strong>the</strong> following logical steps
should be considered:
1. Develop a pr<strong>of</strong>essional training strategy at <strong>the</strong> national level. This national strategy should be
differentiated according to several items <strong>of</strong> knowledge:
* A first distinction has to be made by development regions according to <strong>the</strong> economic and social
potential <strong>of</strong> each region
* A second distinction will be based on <strong>the</strong> absorption rate <strong>of</strong> EU funds by training agencies - which
will play <strong>the</strong> role <strong>of</strong> sharing knowledge
* A third difference has to take into account <strong>the</strong> existing human potential <strong>of</strong> each region and <strong>the</strong>
possibility <strong>of</strong> higher capitalization <strong>of</strong> <strong>the</strong> knowledge acquired upon <strong>the</strong> completion <strong>of</strong> <strong>the</strong> training
course during <strong>the</strong> project
* A fourth difference has to consider <strong>the</strong> possibility <strong>of</strong> using trainers in training programmes
The correct assessment <strong>of</strong> <strong>the</strong> costs <strong>of</strong> training and <strong>the</strong> development <strong>of</strong> standards so as to calculate
<strong>the</strong> minimum and maximum costs for specific training processes would be a prerequisite that would
not allow any more financial differences between <strong>the</strong> same types <strong>of</strong> projects, with similar objectives –
<strong>the</strong> present state indicates significant differences in funding policies.
2. Streng<strong>the</strong>ning <strong>the</strong> institutional role <strong>of</strong> <strong>the</strong> Romanian SOP HRM agencies taking into consideration
that <strong>the</strong> role <strong>of</strong> institutions (cultural, economic and political) is tw<strong>of</strong>old – on <strong>the</strong> one hand, to develop
human capital with respect to ethnic makeup and technological progress, and on <strong>the</strong> o<strong>the</strong>r hand, to
create <strong>the</strong> material conditions necessary to enhance progress.
Therefore, <strong>the</strong> role <strong>of</strong> SOP HRM agencies is:
* to facilitate <strong>the</strong> participation <strong>of</strong> <strong>the</strong> most viable stakeholders in specific ESF projects,
* to promote a real partnership between stakeholders so as to incorporate regional, local and
organizational KM strategies into <strong>the</strong> national human resources strategy,
* to promote and to defend <strong>the</strong> ethical principle so as to avoid <strong>the</strong> dissipation <strong>of</strong> responsibilities and
<strong>the</strong> waste <strong>of</strong> knowledge,
* to enhance <strong>the</strong> regional, local and organizational levels manpower to manage new knowledge and
high technologies. This characteristic allows quick adaptation to emerging demands for new skills in
parallel with <strong>the</strong> development <strong>of</strong> a culture <strong>of</strong> innovation.
4. Conclusions
In this paper, we have examined how ESF can be used by Romanian organizations, reshaping <strong>the</strong>ir
KM and overcoming barriers.
We argued that <strong>the</strong> KM coupled with a realistic HR strategy should be considered not just as a
demonstrative <strong>the</strong>ory, but also as a mechanism for obtaining a competitive advantage.
Therefore, notions such as dissipation <strong>of</strong> responsibilities and waste <strong>of</strong> knowledge have been used in
order to understand <strong>the</strong> artificial barriers that bodies designed to manage <strong>the</strong>se funds raise against
o<strong>the</strong>r stakeholders involved in this process.
In order to investigate how <strong>the</strong> national and regional SOP HRM agencies and o<strong>the</strong>r stakeholders use
KM to optimize <strong>the</strong> process <strong>of</strong> acquiring and developing new competencies, an in-depth analysis <strong>of</strong>
<strong>the</strong> public information and rumours market has been carried out.
Results have shown that <strong>the</strong> KM process is hampered both by national and regional HRM SOP
Agencies and by <strong>the</strong> lack <strong>of</strong> a strategy in <strong>the</strong> human resources field.
Therefore, <strong>the</strong> correlation between <strong>the</strong> data found on <strong>the</strong> websites and <strong>the</strong> rumors market is close and
shows a dissipation <strong>of</strong> responsibilities and a waste <strong>of</strong> knowledge at national and regional levels.
Reduced transparency and lack <strong>of</strong> communication, correlated with a superficial strategy for human
resources and knowledge management leads to <strong>the</strong> conclusion that <strong>the</strong> challenges <strong>of</strong> <strong>the</strong> ESF in
Romania do not display viable results, measurable through indicators <strong>of</strong> economic and social
efficiency.
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