Simple Knowledge Retention From Knoco Ltd
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Simple Knowledge Retention From Knoco Ltd

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Tom Young of Knoco http://www.knoco.com outlines a Simple approach to Knowledge Retention. More advice from Tom can be found at http://www.youtube.com/user/tomyoungknoco

Tom Young of Knoco http://www.knoco.com outlines a Simple approach to Knowledge Retention. More advice from Tom can be found at http://www.youtube.com/user/tomyoungknoco

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    Simple Knowledge Retention From Knoco Ltd Simple Knowledge Retention From Knoco Ltd Presentation Transcript

    • Simple approach to Knowledge Retention Hints, tips and suggestions from Knoco Ltd
    • Health Warning
      • The following slides describe only the most basic of knowledge retention approachs
      • It must not be used where critical knowledge is involved
      • For situations where critical knowledge must be retained, visit us at www.knoco.com or contact us at [email_address]
    • Context
      • The purpose of this slide pack is to provide some insights as to the way in which you might manage knowledge retention when;
        • Staff moving from one position to another
        • Staff leaving the company
      • The material is presented from the perspective of the incumbent eg what should you make available to the person you are handing over to
    • What might they want from you
      • Your contact details (in case they have a question after you have gone)
      • key relationships and contact details
      • A timeline of events including repeat events, documents and reports to be submitted and when and to whom
      • Processes and systems (including who to call for assistance) essential to the role
      • Your understanding of the role including any significant historical events / impacts
      • Your understanding of the objectives and targets of the role
      • An understanding of your specialist knowledge and how it might apply to the role
      • Ongoing Projects
      • Problems and Solutions
      • Possibilities and Opportunities
      • Your learning (AAR)
      • Essential business processes and systems
      • An overview of the business and the organisation (especially if they are new to that part of the business)
    • Opportunities and Threats Things that the new person could drive to success or things they should to avoid!
    • Your role, objectives and targets
      • The main objectives and targets associated with the role.
      • Documents and other metrics recording the history of performance.
      • A history of the post (especially if it was the result of a company restructuring)
      • An outline of the business (especially if you are part of a large group and people transfer between business units)
    • Objectives & Targets
      • Which 5 objectives do you think are key, and why?
      • What are the 10 key task deliverables in your role?
      • What are your top 5 successes against deliverables, and why?
      • What are your next 5 targets against deliverables, and why?
      • What do the boss and the business really care about - priorities?
      • What do you think it takes to be really successful in the job?
    • Schedule of activities
      • Calendars for a typical day, week, month and year showing regular activities and meetings.
      • A weekly or monthly calendar might include
        • regular team meetings
        • project meetings
        • phone conferences
      • A yearly calendar might include
        • performance reviews
        • appraisal meetings
        • objective setting
        • budget setting
        • other team or site events.
    • Ongoing Projects
      • List of ongoing activities:
          • Project / activity name
          • project leader (your or someone else)
          • team members
          • your role - and possible roles for your successors - in the project
          • project documentation and its location
          • Budget (SAP number, approval process)
    • Significant events Acquisition of Acme System X software installed Win largest order in company history 2000 2002 2007 2009
    • Back office
      • List key processes including IT system
        • Who is the ‘go to’ person when something doesn’t work
        • Transfer of account names, access codes
        • Training
        • How do they work as distinct from how they are supposed to work
    • Key collaborators
      • Who do you need to keep on side to make the job go smoothly
      • Anyone external to the organisation that you need a good relationship with
        • Suppliers
        • Legislators
        • Auditors, inspectors
        • Government agencies
    • Specialist knowledge
      • What do you consider to be the specialist knowledge you need for the post
      • How has helped you and how
      • What would other people consider you to be an expert in
    • Your contact details ! The main source of knowledge and key information about your previous role is probably you ! They might want to contact you after you have left
    • For further information
      • For further information please visit our web site at http://www.knoco.com
      • Or contact Tom Young at
      • Tel +44 1355 263 945
      • [email_address]