Knowledge Loss Strategies Knowledge Showcase 18 Nov 1330 Kaplan


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Retaining and leveraging the critical and relevant knowledge of any workforce is a challenge. Many organizations lack a consistent and disciplined process for capturing and retaining for reuse their workforce’s relevant information, experience,and insight. This session presents ways to ensure such knowledge is not only retained, but also passed along to the next generation of professionals. Get some insights and ideas for addressing the risks to performance associated with this challenge.

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Knowledge Loss Strategies Knowledge Showcase 18 Nov 1330 Kaplan

  1. 1. © 2010 Working Knowledge CSP Knowledge Showcase Knowledge Loss Strategies Thursday 18 November 2010 1330-1345 Bill Kaplan Founder
  2. 2. © 2010 Working Knowledge CSP The Knowledge Loss Challenge • Change is part of an organization’s evolution • Knowledge loss occurs in organizations at the leadership and workforce level for many reasons – Retirement – Promotion – Rotation – Career Change – Unforeseen Critical Events • Organizations need to capture and retain critical and relevant knowledge to maintain continuity of operations and performance
  3. 3. © 2010 Working Knowledge CSP • Few organizations have consistent and disciplined processes for capturing, retaining, and making their knowledge accessible for reuse – Must be part of the business and operational processes of the organization – not an extra task – Necessary to continually and successfully adapt to change and enable innovation to address new challenges and situations – Must focus on both critical and relevant leadership and workforce knowledge • A consistent and disciplined process for capturing, adapting, transferring, and reusing knowledge is essential for effective continuity of operations and leadership transition programs • Must be a multi-year focus and investment, not just one year at a time! The Knowledge Loss Challenge
  4. 4. © 2010 Working Knowledge CSP4 Understand Some Basics • There is long term value in capturing and reusing knowledge and how and where it can be applied – it’s about performance! • Recognize that it is a long term commitment to build and sustain a knowledge enabled organization • Must make knowledge capture and reuse part of the way you work -- look for a place to start where it will have a significant impact on performance • Focus on the people and the processes necessary to move knowledge across the workforce -- not the technology -- it’s about changing behavior! • Understand the multi-generational nature of the workforce
  5. 5. © 2010 Working Knowledge CSP5 • Pick a place to start – at the leadership level or at the workforce level – and look for the early adapters in your organization to begin to move your efforts forward • Then, pick a pilot project to demonstrate the value of these efforts and the investment in time and resources • How you will measure or value the outcome of your efforts to demonstrate success and to convince anyone that not doing this is a risky alternative • Find ways to maintain a dialogue with those who “know” who have left the workforce • Create a common approach for knowledge capture and reuse focused on collaborative behavior—it does at its core require cultural change – it is not easy Getting Started
  6. 6. © 2010 Working Knowledge CSP6 Do Right Now • Mentoring and internships • “Communities of Practice” can create an ability for the workforce to share what they know across boundaries enabled by existing technology • Learning Before, Learning During, Learning After • Knowledge Repositories (Knowledge Assets) to store the “know how and know why” of processes or methods • Leadership and workforce expert knowledge
  7. 7. © 2010 Working Knowledge CSP Example: Expert Knowledge Retention & Transfer Process Overview Step Objective 1. Identify Experts & Critical Knowledge To Retain • Identify experts and critical knowledge areas OR • Identify and prioritize knowledge areas for achieving future strategies and mission-critical operations, then identify corresponding experts THEN • Assess risks and other vulnerabilities • Prioritize knowledge retention opportunities 2. Identify Successor(s) or other Learner(s) • Determine who will receive what knowledge • Understand learner(s)’ current capabilities 3. Determine Knowledge Retention & Transfer Objectives • Define learner(s) expected capabilities and level of performance post- transfer (e.g., competent versus SME). 4. Determine Knowledge Transfer Method(s) • Select methods for each knowledge item. 5. Develop/Execute Knowledge Transfer Plan • Identify specific knowledge items to transfer with timeframe and measures of success or capability. • Implement knowledge retention plan. 6. Monitor Expert And Learner Results • Manager tracks expert and learner progress against knowledge transfer objectives and plans. • Modify plans if needed. • Provide resources & reinforcement. Source: NCMA World Congress 2009; Jeff Stemke
  8. 8. © 2010 Working Knowledge CSP Contact Bill Kaplan 571.934.7408 (o) 703.401.4198 (m)