Almost every organization is concerned with the retention of one of their largest assets: Knowledge. So many of them struggle in the process of increasing the shared level of knowledge and still many of them have to conclude that people leave their organization leaving considerable knowledge gaps. In this presentation we show you a proces for capturing and distribution of critical, experience driven knowledge; that knowledge that can only be obtained by doing the work. Our button-up approach has been successful in many organizations, leading to an efficient way of increasing the shared knowledge level. But maybe even more important: an increased awareness among employees towards their work and the quality aspects of it. We are happy to see that our clients are still working according our process and are in fact increasing the number of knowledge domains they would like to be included in this learning method. The online learning environment that is offered to employees to facilitate their learning of this critical, experienced based knowledge is no being used by more than 10000 users.

1. KNOWLEDGE
RETENTION
Capture and Distribution of Knowledge

2. 2

3. Current developments
Employees have knowledge “between the ears” that is of great
value to the organization/colleagues;
Employees leave with that knowledge (e.g. because of the
aging workforce);
New employees need to be on the right level in a shorter time
frame;
Older/more experienced employees have come up with
workarounds/short cuts or hang onto outdated knowledge (a
pitfall of the expert-apprentice learning model) ;
External contractors need to be able to perform on the same
level of quality as the own employees do.
3

4. Challenges current learning
Formal or class room learning is expensive and hard to plan;
For a subgroup the transferred knowledge is already known. But
most often that group is hard to identify (see also slide 5 Tailor made
learning);
People will forget 50% of what they have learned within an hour
unless they can bring it into practice within an hour (The
Ebbinghaus Forgetting Curve, 1885) (see also slide 6 Forgetting curve)
Most of the knowledge is transferred top-down. This knowledge
often does not relate to the perception and work place
experience of the employee that needs have the knowledge (see
also slide 7 Communication gap).
4

5. Tailor made learning
difference in reference framework between sender and receiver
communicationeffort
5
formal
learning is
necessary
short
messages are
sufficient
our tool eliminates
uncertainty over
what is known
copyright I See I Know

6. Forgetting curve
time
0
knowledge%
one training is
merely an impulse
automatic
repetition
prevents
forgetting
repetition
ensures
embedding in
memory
100
6
copyright I See I Know

7. abstract thinking
casuistry bridges the gap
between the two different
reference frameworks
practice driven
thinking
expert/manager
employee
casuistry
7
Communication gap
copyright I See I Know
we focus on
bottom up
knowledge caption

8. OUR CONTRIBUTION:
8
We help you implement a knowledge capture and
distribution process and support that with an
online learning environment: I See I Know

9. An addition to a LMS with
formal learning
9
This way of knowledge development and
retention should be used in addition to already
existing learning management tools. It offers a
low profile opportunity to, bottom up, capture
experience based knowledge about the things
that are difficult, go wrong and/or are critical.

10. The knowledge capture &
distribution process
10
notification
focus on
improvement
area/point
involve
target
group
experts
decide
learn &
apply
ideasfeedback
policy

11. The basic process in
I See I Know
11
The answers to simple questions like:
•What do you think is difficult?;
•What goes wrong sometimes?;
•etc, etc
but also:
•Discussions in a team meeting;
•A complaint;
•A fault report;
•etc, etc
Can trigger the development of a
new case. Important here is to
reach out to the employees
focus
on
improvement
areas/
points
involve
target
group
experts
decide
learn
&
apply
policy

12. The basic process in
I See I Know
12
focus on
improvement
area/point
involve
target
group
experts
decide
learn
&
apply
policy
From the previous step a case
question is developed in the
language of the employee and
relating to their working
environment.
This question is presented to some
colleagues as a brainstorm (open)
question. They answer this question
anonymous. As such answers are
collected in the language of the
employees and relating to their
working environment.

13. The basic process in
I See I Know
13
focus on
improvement
area/point
involve
target
group
experts
decide
learn
&
apply
policy
Experts decide which answers are
correct and which are incorrect.
They activate at least one good
and three incorrect answers.
We support the experts in this
process to make sure they don’t
stylize or rephrase the answers.
The experts appoint the finalized
case to one or more Functions*
that need to have this knowledge.
* A Function is terminology in I See I Know and can mean a function or a rol

14. The basic process in
I See I Know
14
focus on
improvement
area/point
involve
target
group
experts
decide
policy
learn
&
apply
The employees that need the
knowledge contained in this case,
practice and have the ability to
give feedback on both the
question as well as the answers. The
experts react to the employee and
inform line management if a
change in processes/procedures
should be investigated.
Next slide show a case question as
it appears to a trainee.

15. 15
context &
question
right
explanation
possibility to give
feedback
picture
related to
context
I don't pretend we have all the answers. But the
questions are certainly worth thinking about.
Arthur C. Carke

16. Main benefits of our process
and I See I Know
Maximum learning efficiency: Learning effort
focussed on the critical/experience knowledge that
an employee doesn’t posses;
The process caters for commitment from the
employees involved. The fact is: they brought in the
knowledge, it’s directly related to their work
experience and by giving feedback they can initiate
process or procedural changes.
I See I Know is a lean tool in which changes and
adjustments can be made instantly.
16

17. 17
Thank you for your
attention
for questions and more information:
Rob Mallens
+31 65 345 0353
r.mallens@kmsenergy.eu
www.kmsenergy.eu