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Simple Knowledge Retention From Knoco Ltd


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Tom Young of Knoco outlines a Simple approach to Knowledge Retention. More advice from Tom can be found at

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Simple Knowledge Retention From Knoco Ltd

  1. 1. Simple approach to Knowledge Retention Hints, tips and suggestions from Knoco Ltd
  2. 2. Health Warning <ul><li>The following slides describe only the most basic of knowledge retention approachs </li></ul><ul><li>It must not be used where critical knowledge is involved </li></ul><ul><li>For situations where critical knowledge must be retained, visit us at or contact us at [email_address] </li></ul>
  3. 3. Context <ul><li>The purpose of this slide pack is to provide some insights as to the way in which you might manage knowledge retention when; </li></ul><ul><ul><li>Staff moving from one position to another </li></ul></ul><ul><ul><li>Staff leaving the company </li></ul></ul><ul><li>The material is presented from the perspective of the incumbent eg what should you make available to the person you are handing over to </li></ul>
  4. 4. What might they want from you <ul><li>Your contact details (in case they have a question after you have gone) </li></ul><ul><li>key relationships and contact details </li></ul><ul><li>A timeline of events including repeat events, documents and reports to be submitted and when and to whom </li></ul><ul><li>Processes and systems (including who to call for assistance) essential to the role </li></ul><ul><li>Your understanding of the role including any significant historical events / impacts </li></ul><ul><li>Your understanding of the objectives and targets of the role </li></ul><ul><li>An understanding of your specialist knowledge and how it might apply to the role </li></ul><ul><li>Ongoing Projects </li></ul><ul><li>Problems and Solutions </li></ul><ul><li>Possibilities and Opportunities </li></ul><ul><li>Your learning (AAR) </li></ul><ul><li>Essential business processes and systems </li></ul><ul><li>An overview of the business and the organisation (especially if they are new to that part of the business) </li></ul>
  5. 5. Opportunities and Threats Things that the new person could drive to success or things they should to avoid!
  6. 6. Your role, objectives and targets <ul><li>The main objectives and targets associated with the role. </li></ul><ul><li>Documents and other metrics recording the history of performance. </li></ul><ul><li>A history of the post (especially if it was the result of a company restructuring) </li></ul><ul><li>An outline of the business (especially if you are part of a large group and people transfer between business units) </li></ul>
  7. 7. Objectives & Targets <ul><li>Which 5 objectives do you think are key, and why? </li></ul><ul><li>What are the 10 key task deliverables in your role? </li></ul><ul><li>What are your top 5 successes against deliverables, and why? </li></ul><ul><li>What are your next 5 targets against deliverables, and why? </li></ul><ul><li>What do the boss and the business really care about - priorities? </li></ul><ul><li>What do you think it takes to be really successful in the job? </li></ul>
  8. 8. Schedule of activities <ul><li>Calendars for a typical day, week, month and year showing regular activities and meetings. </li></ul><ul><li>A weekly or monthly calendar might include </li></ul><ul><ul><li>regular team meetings </li></ul></ul><ul><ul><li>project meetings </li></ul></ul><ul><ul><li>phone conferences </li></ul></ul><ul><li>A yearly calendar might include </li></ul><ul><ul><li>performance reviews </li></ul></ul><ul><ul><li>appraisal meetings </li></ul></ul><ul><ul><li>objective setting </li></ul></ul><ul><ul><li>budget setting </li></ul></ul><ul><ul><li>other team or site events. </li></ul></ul>
  9. 9. Ongoing Projects <ul><li>List of ongoing activities: </li></ul><ul><ul><ul><li>Project / activity name </li></ul></ul></ul><ul><ul><ul><li>project leader (your or someone else) </li></ul></ul></ul><ul><ul><ul><li>team members </li></ul></ul></ul><ul><ul><ul><li>your role - and possible roles for your successors - in the project </li></ul></ul></ul><ul><ul><ul><li>project documentation and its location </li></ul></ul></ul><ul><ul><ul><li>Budget (SAP number, approval process) </li></ul></ul></ul>
  10. 10. Significant events Acquisition of Acme System X software installed Win largest order in company history 2000 2002 2007 2009
  11. 11. Back office <ul><li>List key processes including IT system </li></ul><ul><ul><li>Who is the ‘go to’ person when something doesn’t work </li></ul></ul><ul><ul><li>Transfer of account names, access codes </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>How do they work as distinct from how they are supposed to work </li></ul></ul>
  12. 12. Key collaborators <ul><li>Who do you need to keep on side to make the job go smoothly </li></ul><ul><li>Anyone external to the organisation that you need a good relationship with </li></ul><ul><ul><li>Suppliers </li></ul></ul><ul><ul><li>Legislators </li></ul></ul><ul><ul><li>Auditors, inspectors </li></ul></ul><ul><ul><li>Government agencies </li></ul></ul>
  13. 13. Specialist knowledge <ul><li>What do you consider to be the specialist knowledge you need for the post </li></ul><ul><li>How has helped you and how </li></ul><ul><li>What would other people consider you to be an expert in </li></ul>
  14. 14. Your contact details ! The main source of knowledge and key information about your previous role is probably you ! They might want to contact you after you have left
  15. 15. For further information <ul><li>For further information please visit our web site at </li></ul><ul><li>Or contact Tom Young at </li></ul><ul><li>Tel +44 1355 263 945 </li></ul><ul><li>[email_address] </li></ul>