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Stop the brain drain
- 1. to save yourorganization! 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 babyboomers 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 havea 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
- 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
- 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 spoiledus… 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
- 20.
- 21. Remember… What gets measured gets done! What you talk about people notice! Lead by example – teach/share/seek info.
- 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
- 24. Contact: Heather Hughes Certified Management Consultant Heatherconsults@shaw.ca Tel 250-857-5833