Call Girls in Gomti Nagar - 7388211116 - With room Service
Stop the brain drain
1. to save your organization!
Heather Hughes, CMC
heatherconsults@shaw.ca
2. Why the brain drain is here - now
Demographic elements that need attention
The RISKS
Mission Critical Skills
Subject Matter Experts
Why ‘go to’ people are crucial
How to capture knowledge and skills
Tacit knowledge – needs special techniques
Storage and retrieval issues
Policies that hinder/help
Rewards and recognition
3. What is your
organization doing
about knowledge
capture?
What risks are on the
horizon?
Do you know?
4. Starting
in 2011 for
next 20 years
10,000
baby
boomers
Loss of commitment
5. Baby Boomers Middle Managers
Not ready to retire Building their careers
Part time options Mobile
Volunteering Double duty too
Consulting Less loyalty
Less loyalty Educational demands
Fewer health issues Balanced lifestyle
Sandwich responsibilities Socially conscious
Fitter/healthier
6. What are boomers
doing that middle
managers need to
emulate?
What do middle
managers do that baby
boomers envy?
What do organizations
need from both of these
groups?
7. When the baby boomers start to leave it won’t be one at
a time - with the occasional retirement party - they will
leave in the hundreds
and they will take their
knowledge
with them!
8. Clients have a single point of contact
Clients have no relationship with an alternative
Individuals don’t teach their colleagues
Employees feel they are not entitled to know some
details
Learning is not applied or shared
Departing employees clean out desks and toss out files
or papers
9.
10.
11. Loss of clients
Loss of quality services
Tarnished reputation
Need to put out fires
Budgets stretched
Stressed employees
Absenteeism
12. Conduct a detailed risk assessment
Interview managers
Meet Subject Matter Experts (SME’s)
Find and talk with the ‘go to’ people
Examine HR Policies
Imbed KT into Performance Management
Put sharing knowledge on the agenda
Build a learning culture
Reward and recognize learning and sharing expertise
13.
14. Interviews with
department heads
Key knowledge for
core purpose
Pay attention to
mission NOT
positions
15. Key personnel
Central to your department’s
success
Special knowledge or skills
Not necessarily the
‘go to’ people
16. Why do clients seek out special personnel?
What value do they add?
What happens when they are not available?
How does that influence trust?
What can you learn from their style/approach
17. Tacit knowledge
Blend of
knowledge and
style
What, how and
why
18. What types of polices help advance knowledge
transfer?
Which polices or practices hinder?
How HR can assist managers
Build pools of expertise through Performance
Management
19. Google has spoiled us…
We expect to ‘click’ to
find everything we want
There must be a naming/filing convention
Key word searches
Find the people who can provide answers
People must drive the action – see value
21. Remember…
What gets measured gets
done!
What you talk about people
notice!
Lead by example –
teach/share/seek info.
22.
23. Conduct a risk assessment
Identify Mission Critical Skills
Talk with SME’s
Meet the ‘go to’ people
Learn how people find answers or want to get info.
Check HR Policies
Make teaching as important as learning
Build pools of talent