Bracing for the Boomer Bailout Knowledge Transfer Strategies  John Ely  •  April 28, 2010
NASA Video
Who am I…and why does it matter?  <ul><li>Signature Worldwide </li></ul><ul><ul><li>Training Company </li></ul></ul><ul><u...
Agenda for Today <ul><li>Quick review of the need for Succession Planning </li></ul><ul><li>Knowledge Transfer – the “Brea...
The Need for Succession Planning <ul><li>Boomers bailing </li></ul><ul><li>Outsourcing - Globalization </li></ul><ul><li>R...
Access candidates and competency readiness. Identify key positions for succession planning. Build key  position profiles. ...
Access candidates and competency readiness. Knowledge Transfer areas Identify key positions for succession planning. Build...
Succession Planning vs. Knowledge Transfer <ul><li>Succession Planning –  </li></ul><ul><li>“ A process for identifying an...
Objectives of Knowledge Transfer <ul><li>Transfer of: </li></ul><ul><ul><li>Documented processes </li></ul></ul><ul><ul><l...
Outcomes <ul><li>Growth  </li></ul><ul><li>Innovation </li></ul><ul><li>Productivity </li></ul><ul><li>Efficiency </li></u...
Information vs. Knowledge Office Video
Types of Knowledge <ul><li>Explicit </li></ul>
Types of Knowledge <ul><li>Tacit </li></ul>
Challenges to Knowledge Transfer <ul><li>Getting employees on board </li></ul><ul><ul><li>Surrendering knowledge </li></ul...
Why an HR Issue? <ul><li>HR is involved in KM/KT and TM from end to end </li></ul><ul><ul><li>Recruiting talent </li></ul>...
Knowledge Transfer Strategies <ul><li>Knowledge audits </li></ul><ul><li>Apprenticeships/Internships </li></ul><ul><li>Men...
Strategies <ul><li>Communities of Practice (CoP) </li></ul><ul><li>Virtual communities  </li></ul><ul><li>Blending of soci...
Knowledge Audit <ul><li>Uncover:  </li></ul><ul><ul><li>Where/how knowledge is housed </li></ul></ul><ul><ul><li>How it is...
Apprenticeships/Internships Vader Video
Apprenticeships/Internships <ul><li>Designed to teach a particular skill or set of skills </li></ul><ul><li>Skills usually...
Mentoring <ul><li>Executive  </li></ul><ul><li>SCORE </li></ul><ul><li>Story telling </li></ul><ul><li>Brown bagging </li>...
Communities of Practice (CoP) <ul><li>Definition </li></ul><ul><li>Roles </li></ul><ul><li>Characteristics </li></ul><ul><...
CoP <ul><li>Mutual engagement </li></ul><ul><li>Joint enterprise </li></ul><ul><li>Shared repertoire </li></ul><ul><li>- N...
CoP Characteristics and Benefits <ul><li>Common interest or goal </li></ul><ul><li>Cross-functional, organization-wide </l...
CoP Roles <ul><li>Champion </li></ul><ul><li>Sponsor </li></ul><ul><li>Facilitator </li></ul><ul><li>Integrator </li></ul>...
Suggestions on forming a CoP <ul><li>Design to evolve </li></ul><ul><li>Create opportunities for sharing information </li>...
Virtual Communities <ul><li>Wikis </li></ul><ul><li>Social media </li></ul><ul><ul><li>Facebook </li></ul></ul><ul><ul><li...
How to Sell a Knowledge Transfer Program <ul><li>Sell the benefits – not the features!  </li></ul><ul><li>Base benefit on ...
Building the KT Culture <ul><li>Recruiting talent </li></ul><ul><li>Assessing skills </li></ul><ul><li>Developing training...
Questions and Contact Information <ul><li>John Ely </li></ul><ul><li>Signature Worldwide </li></ul><ul><li>5115 Parkcenter...
Upcoming SlideShare
Loading in …5
×

Knowledge Transfer Rev5 No Video

502 views

Published on

SHRM 2010 KnowledgeTransfer Presentation - John Ely, Signature Worldwide.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
502
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Sept 12, 1962 July 20, 1969 7 years is not that long – Columbia destroyed re-entering earth’s atmosphere in 2003 Recent NASA interviews state that even with all of our technological advances over the last 41 years, today we could not send someone to the moon Even worse, it would take 10 years or more to recreate the technology Why? Because they had no method (or interest) in sharing knowledge and the engineers who got us to the moon have long since retired
  • Why would a room full of HR professionals listen to a “Marketing Guy”? Because of who I work for and our research All training is knowledge transfer in some form
  • Boomers still bailing, however “pushed” due to economy 10s of millions of boomers turn 65 this year By 2013 all boomers are at least 65 Outsourcing and Globalization fragments and scatters information – especially tacit knowledge Restructure/downsize exits information and disenfranchises knowledge holders Multiple generational workforce has built-in barriers to communication Double threat – Older workers taking knowledge, younger workers entering – lost opportunities to transfer knowledge What others???
  • Office Space video
  • Explicit – able to document
  • Tacit – held in the mind, hunches, instinct, past experience Tacit knowledge is difficult to transfer, impossible to document and hard to define, however many times it is the most valuable knowledge to pass on
  • Trump Video
  • Group of people who share an interest, craft or profession.
  • Mutual engagement – by mere participation, members build relationships and establish group norms, rules identities Joint enterprise – shared understanding (domain) Shared repertoire – common and communal resources **project teams are officially form with a specific objective in mind, deadlines, and dissolve date. Works toward milestone and has consistent membership
  • Knowledge Transfer Rev5 No Video

    1. 1. Bracing for the Boomer Bailout Knowledge Transfer Strategies John Ely • April 28, 2010
    2. 2. NASA Video
    3. 3. Who am I…and why does it matter? <ul><li>Signature Worldwide </li></ul><ul><ul><li>Training Company </li></ul></ul><ul><ul><li>Specializing in non-technical </li></ul></ul><ul><ul><li>Research led us into succession planning </li></ul></ul><ul><ul><li>Identified “Knowledge Transfer” as the breakdown points </li></ul></ul><ul><li>Twitter hashtag - #SHRMBoomer </li></ul>
    4. 4. Agenda for Today <ul><li>Quick review of the need for Succession Planning </li></ul><ul><li>Knowledge Transfer – the “Breakdown” points </li></ul><ul><li>Information vs. Knowledge </li></ul><ul><li>Challenges of a Knowledge Transfer program </li></ul><ul><li>Strategies </li></ul><ul><li>How to “Sell” a Knowledge Transfer program </li></ul>
    5. 5. The Need for Succession Planning <ul><li>Boomers bailing </li></ul><ul><li>Outsourcing - Globalization </li></ul><ul><li>Restructuring and downsizing </li></ul><ul><li>Multiple-generation workforce </li></ul>
    6. 6. Access candidates and competency readiness. Identify key positions for succession planning. Build key position profiles. Communicate opportunities. Develop plans (group/individual). Respond to risks and opportunities. Succession Planning
    7. 7. Access candidates and competency readiness. Knowledge Transfer areas Identify key positions for succession planning. Build key position profiles. Communicate opportunities. Develop plans (group/individual). Respond to risks and opportunities. The “Breakdown” Points
    8. 8. Succession Planning vs. Knowledge Transfer <ul><li>Succession Planning – </li></ul><ul><li>“ A process for identifying and developing internal personnel with the potential to fill key or critical organizational positions…” </li></ul><ul><li>- Wikipedia </li></ul><ul><li>Knowledge Transfer – </li></ul><ul><li>“ Knowledge transfer is a process that includes the passing on of knowledge, information, research findings and/or innovations – and the adopting, and/or adapting and utilization of such [information]” - Paul D. Gordon </li></ul>
    9. 9. Objectives of Knowledge Transfer <ul><li>Transfer of: </li></ul><ul><ul><li>Documented processes </li></ul></ul><ul><ul><li>Best practices </li></ul></ul><ul><ul><li>Compliance </li></ul></ul><ul><ul><li>Intellectual capital </li></ul></ul><ul><ul><li>Client/customer relationship management info </li></ul></ul><ul><ul><li>Hunches, intuition, feelings??? </li></ul></ul>
    10. 10. Outcomes <ul><li>Growth </li></ul><ul><li>Innovation </li></ul><ul><li>Productivity </li></ul><ul><li>Efficiency </li></ul><ul><li>Competitive advantages </li></ul>
    11. 11. Information vs. Knowledge Office Video
    12. 12. Types of Knowledge <ul><li>Explicit </li></ul>
    13. 13. Types of Knowledge <ul><li>Tacit </li></ul>
    14. 14. Challenges to Knowledge Transfer <ul><li>Getting employees on board </li></ul><ul><ul><li>Surrendering knowledge </li></ul></ul><ul><ul><li>Knowledge is power mentality </li></ul></ul><ul><ul><li>Soft or intangible knowledge </li></ul></ul><ul><li>Lack of standardized processes </li></ul><ul><li>Data deluge </li></ul><ul><ul><li>Information overload </li></ul></ul><ul><ul><li>Quantity rarely equals quality </li></ul></ul><ul><ul><li>Not all knowledge needs to be transferred </li></ul></ul><ul><li>Organizational culture </li></ul><ul><li>Generational differences </li></ul><ul><li>Perception of being “uninformed” </li></ul>
    15. 15. Why an HR Issue? <ul><li>HR is involved in KM/KT and TM from end to end </li></ul><ul><ul><li>Recruiting talent </li></ul></ul><ul><ul><li>Assessing skills </li></ul></ul><ul><ul><li>Developing training and compliance </li></ul></ul><ul><ul><li>Creating reward and recognition </li></ul></ul><ul><ul><li>Career pathing </li></ul></ul><ul><ul><li>Performance reviews </li></ul></ul><ul><li>The Challenge </li></ul><ul><ul><li>How to best create a culture for KT </li></ul></ul><ul><ul><li>Retain & store critical knowledge </li></ul></ul><ul><ul><li>Establish a collaborative workplace </li></ul></ul>
    16. 16. Knowledge Transfer Strategies <ul><li>Knowledge audits </li></ul><ul><li>Apprenticeships/Internships </li></ul><ul><li>Mentoring </li></ul>
    17. 17. Strategies <ul><li>Communities of Practice (CoP) </li></ul><ul><li>Virtual communities </li></ul><ul><li>Blending of social media & CoP </li></ul><ul><li>Good news…you don’t need to use all the tactics!! </li></ul>
    18. 18. Knowledge Audit <ul><li>Uncover: </li></ul><ul><ul><li>Where/how knowledge is housed </li></ul></ul><ul><ul><li>How it is used </li></ul></ul><ul><ul><li>Forms (explicit vs. tacit) </li></ul></ul><ul><ul><li>Usefulness </li></ul></ul><ul><ul><li>Accuracy </li></ul></ul><ul><ul><li>Gaps </li></ul></ul><ul><ul><li>Barriers </li></ul></ul><ul><li>Identify </li></ul><ul><ul><li>Who has knowledge </li></ul></ul><ul><ul><li>Who needs knowledge </li></ul></ul><ul><ul><li>Technology available </li></ul></ul><ul><ul><li>Other resources </li></ul></ul><ul><ul><li>Success factors </li></ul></ul>
    19. 19. Apprenticeships/Internships Vader Video
    20. 20. Apprenticeships/Internships <ul><li>Designed to teach a particular skill or set of skills </li></ul><ul><li>Skills usually acquired OTJ (paid) </li></ul><ul><li>Set windows of time and milestones </li></ul><ul><li>“Graduation” to journeyman, bachelor, master, etc </li></ul>
    21. 21. Mentoring <ul><li>Executive </li></ul><ul><li>SCORE </li></ul><ul><li>Story telling </li></ul><ul><li>Brown bagging </li></ul><ul><li>Double fills </li></ul><ul><li>Shadowing </li></ul><ul><li>Rotation </li></ul><ul><li>Walk-a-while programs </li></ul>
    22. 22. Communities of Practice (CoP) <ul><li>Definition </li></ul><ul><li>Roles </li></ul><ul><li>Characteristics </li></ul><ul><li>Benefits </li></ul>
    23. 23. CoP <ul><li>Mutual engagement </li></ul><ul><li>Joint enterprise </li></ul><ul><li>Shared repertoire </li></ul><ul><li>- Not a “project” team </li></ul><ul><li>* Wenger </li></ul>
    24. 24. CoP Characteristics and Benefits <ul><li>Common interest or goal </li></ul><ul><li>Cross-functional, organization-wide </li></ul><ul><li>Willingness to share openly </li></ul><ul><li>Facilitated, not directed </li></ul><ul><li>Voluntary participation </li></ul><ul><li>Cuts across traditional boundaries </li></ul><ul><li>Enables individuals to acquire knowledge (tacit) </li></ul><ul><li>Cooperatively solve problems </li></ul>
    25. 25. CoP Roles <ul><li>Champion </li></ul><ul><li>Sponsor </li></ul><ul><li>Facilitator </li></ul><ul><li>Integrator </li></ul><ul><li>Practice Leader </li></ul><ul><li>Members </li></ul><ul><li>* Fred Nickols </li></ul>
    26. 26. Suggestions on forming a CoP <ul><li>Design to evolve </li></ul><ul><li>Create opportunities for sharing information </li></ul><ul><li>Allow different levels of participation (apprentices) </li></ul><ul><li>Develop public and/or private community spaces </li></ul><ul><li>Encourage participation </li></ul><ul><li>Regularity </li></ul><ul><li>*Wenger, McDermott & Snyder </li></ul>
    27. 27. Virtual Communities <ul><li>Wikis </li></ul><ul><li>Social media </li></ul><ul><ul><li>Facebook </li></ul></ul><ul><ul><li>Twitter </li></ul></ul><ul><ul><li>Youtube </li></ul></ul><ul><ul><li>SlideShare </li></ul></ul><ul><li>Closed-loop Platforms </li></ul><ul><ul><li>Ning </li></ul></ul><ul><ul><li>Yammer </li></ul></ul><ul><li>Our Network – www.signaturekt.ning.com </li></ul>
    28. 28. How to Sell a Knowledge Transfer Program <ul><li>Sell the benefits – not the features! </li></ul><ul><li>Base benefit on departmental/individual areas of concern </li></ul><ul><ul><li>Cost savings (Finance) </li></ul></ul><ul><ul><li>Ease of innovation (Engineering) </li></ul></ul><ul><ul><li>Improve customer service (Sales) </li></ul></ul><ul><ul><li>Shorter development cycles (Marketing) </li></ul></ul><ul><ul><li>Enhanced employee relations (HR) </li></ul></ul>
    29. 29. Building the KT Culture <ul><li>Recruiting talent </li></ul><ul><li>Assessing skills </li></ul><ul><li>Developing training and compliance </li></ul><ul><li>Creating reward and recognition </li></ul><ul><li>Career pathing </li></ul><ul><li>Performance reviews </li></ul>
    30. 30. Questions and Contact Information <ul><li>John Ely </li></ul><ul><li>Signature Worldwide </li></ul><ul><li>5115 Parkcenter Ave. </li></ul><ul><li>Dublin, OH 43017 </li></ul><ul><li>614-766-5101 </li></ul><ul><li>[email_address] </li></ul><ul><li>Twitter - #SignatureWorld </li></ul><ul><li>Facebook – Signature Worldwide </li></ul><ul><li>Our Network – www.signaturekt.ning.com </li></ul>

    ×