Cross-Generational Knowledge Transfer<br />Allison Gordon			April 29, 2010 <br />
Agenda<br />
Issue<br />Baby Boomers are not retiring at the rates that were anticipated by companies.  <br />	These more senior worker...
Employee Population<br />Mix of generations in the workplace: <br />Generations X, Y, and the Baby Boomers all working sid...
Domain Knowledge<br />Much of domain knowledge is tacit (undocumented) <br />Institutional knowledge that is not written d...
Technological Knowledge<br />Individual experiencesand natural talent capabilities<br />Difficult to transfer<br />Web 2.0...
How to Share Knowledge<br />Need to be “accountable for corporate effectiveness at acquiring, creating, sharing, and explo...
Six Steps to Create Cross-Generational Teams<br />
Mentorship Program<br />Best way to transfer tacit knowledge and create partnerships between senior and junior knowledge w...
Reverse Mentoring<br />Key  to efficient two-way knowledgetransfer <br />Junior employees can show how they would use tech...
Shadow Days<br />Key Ways to Conduct Shadow Days<br />Knowledge capture is best accomplished through storytelling, convers...
Case Studies<br />Almost 70% of Fortune 500 companies offer formal mentoring programs<br />AT&T and Cisco are often cited ...
Takeaways<br />These strategies to share knowledge will create a more cohesive corporate culture<br />Today’s economy requ...
Search Strategy Highlights<br />
Questions?<br />
Bibliography<br />Australian Centre for Retail Studies. (2007). Attracting and retaining a cross-generational workforce. R...
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Cross-Generational Knowledge Transfer

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Cross-Generational Knowledge Transfer

  1. 1. Cross-Generational Knowledge Transfer<br />Allison Gordon April 29, 2010 <br />
  2. 2. Agenda<br />
  3. 3. Issue<br />Baby Boomers are not retiring at the rates that were anticipated by companies. <br /> These more senior workerspossess the specific domain knowledgeof the company. <br /> The more junior employeeshave technological knowledgethat is unfamiliar to most senior employees. <br /> How can companies find ways for senior and junior knowledge workers to better share the insightsthat each group possesses?<br />
  4. 4. Employee Population<br />Mix of generations in the workplace: <br />Generations X, Y, and the Baby Boomers all working side by side<br />When the Baby Boomers retire, the knowledge they have about the products and processes for the organization will be lost<br />If managed correctly, the employee mix can be an advantage for the company <br />Each generation’s knowledge can be leveraged by another’s<br />
  5. 5. Domain Knowledge<br />Much of domain knowledge is tacit (undocumented) <br />Institutional knowledge that is not written down  <br />It is strategic knowledge and much of it cannot be transferred through traditional methods, such as training classes<br />The collective wisdom of an organization<br />Learned ways to do things on the job <br />Life experiences learned outside and inside the company <br />The sharing of experiences with others<br />
  6. 6. Technological Knowledge<br />Individual experiencesand natural talent capabilities<br />Difficult to transfer<br />Web 2.0 tools and other new technologies <br />Younger generations communicate, transfer, and gain knowledge both at work and at home<br />Wikis, blogs, social media, IM<br />
  7. 7. How to Share Knowledge<br />Need to be “accountable for corporate effectiveness at acquiring, creating, sharing, and exploiting knowledge”<br />Performance is improved and additional knowledge is developed<br />Allow junior knowledge workers to share their knowledge with executives<br />Need the proper tools, software, applications, and support to allow employees to do their jobs well and achieve objectives<br />
  8. 8. Six Steps to Create Cross-Generational Teams<br />
  9. 9. Mentorship Program<br />Best way to transfer tacit knowledge and create partnerships between senior and junior knowledge workers<br />Two-way knowledge transfer can only be facilitated through a true partnership between senior and junior employees<br />Organizations must transform their culture from“knowledge hoarding” to make the business a learning organization<br />The organization chart does not necessarily show where the knowledge is<br />The technological knowledge sits at lower levels<br />
  10. 10. Reverse Mentoring<br />Key  to efficient two-way knowledgetransfer <br />Junior employees can show how they would use technology to provide a new perspective by suggesting ways to solve a problem with technological resources the mentor may not know about<br />Twitter coaches are the next “fabulous” addition to a company<br />Younger employees with this type of technological knowledge are an asset since company does not need to hire a consultant for something that is already in the workforce<br />
  11. 11. Shadow Days<br />Key Ways to Conduct Shadow Days<br />Knowledge capture is best accomplished through storytelling, conversations, and question and answer sessions  <br />
  12. 12. Case Studies<br />Almost 70% of Fortune 500 companies offer formal mentoring programs<br />AT&T and Cisco are often cited as having progressive shadow day opportunities<br />IBM gives every employee a “connection coach” before their first day<br />After they have been in their role for awhile, they are assigned a formal mentor <br />At Xerox, younger employees are matched with higher-ups to learn about possibilities in the organization and learn from someone who has been in their function before<br />Companies realize that mentoring is a two-way street, especially in the current recession<br />Mentees are teaching their coaches how to utilize Twitter, Facebook, LinkedIn, and other social networking tools to help them do their jobs more efficiently<br />
  13. 13. Takeaways<br />These strategies to share knowledge will create a more cohesive corporate culture<br />Today’s economy requires employees to work across generationsand have domain and technical knowledge<br />
  14. 14. Search Strategy Highlights<br />
  15. 15. Questions?<br />
  16. 16. Bibliography<br />Australian Centre for Retail Studies. (2007). Attracting and retaining a cross-generational workforce. Retrieved from http://www.agrifoodskills.net.au/issuefiles/cross-generational-workforce-report.pdf<br />Gutner, T. (2009, January 27). Finding anchors in the storm: Mentors. The Wall Street Journal, p. D4 <br />Kearney, E. (2008). It takes six steps to build a cross-generational team. Retrieved from http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1880<br />Lewison, J. (2001). Knowledge management. SHRM. Retrieved from http://www.shrm.org/Research/Articles/Articles/Pages/CMS_000295.aspx<br />Minton-Eversole, T. (2007). Most knowledge management strategies fail to improve corporate performance. SHRM. Retrieved from http://www.shrm.org/hrdisciplines/Pages/CMS_018762.aspx <br />Overman, S. (2008).  Transferring “undocumented” knowledge.  Staffing Management. Retrieved from http://www.shrm.org/hrdisciplines/orgempdev/articles/Pages/TransferringUndocumentedKnowledge.aspx<br />Thilmany, J. (2008). Organizational development – Passing on know-how. HR Magazine. Retrieved from http://www.shrm.org/Publications/hrmagazine/EditorialContent/Pages/0608Thilmany.aspx <br />Tracy, W. R. (1998). The Human Resources Glossary: a Complete Desk Reference for HR Professionals (2nd ed.). Boca Raton: St. Lucie Press<br />Vogt, P. (2009). Four ways to make a shadow day work. Retrieved from http://allhealthcare.monster.com/careers/articles/204-four-ways-to-make-job-shadow-day-work  <br />Wright, A.D. (2009). Why getting a Twitter coach is a smart idea. SHRM. Retrieved from http://www.shrm.org/hrdisciplines/technology/Articles/Pages/GettingaTwitterCoach.aspx<br />

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