Formal incentives

Incorporate sharing in personnel competencies
Organise lunch presentations
Create an inventory on what people want to be asked about
"Send" people to conferences and ask for reports on the meetings
Reward people for ideas that are picked up by others

In general these aspect can be part of a personal development plan or personal commitment statement. Stimulate people to write down what they want to achieve in a coming period; for example 'publish and update their curriculum vitae on intranet' or 'visit two partner organisations' or 'mentor new personnel' or 'do a lunch presentation'. Most formal incentives can be organised by a HRM department.

Informal incentives

Recognition / awards
Allow people to publish stories (success and failure)
Organise exhibition fairs / showcasing
Invite people to talk about their work / write about their work in internal media
Stimulate people to take part in communities of practice
Organise happy hours
Invite all personnel to contribute to a new year plan for the organisation

Allow self-organisation outside the hierarchy; allocate time for this
Make sure management supports the idea of sharing knowledge
Time spent on sharing must be recognised as legitimate by management / peers
Stress the potential return of investment
Centralise the canteen / coffee machines / water coolers / library
Organise flexible workplace; get people out of their 'cubicles' or relocate people now and then
Make management think about the concepts for a 'knowledge friendly organisation'

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