1IDENTIFYING & TRANSFERRING CRITICAL KNOWLEDGE MASTERCLASS CARLA SAPSFORD NEWMANIDENTIFYING & TRANSFERRING CRITICAL KNOWLEDGE MASTERCLASSPractical, Proven Steps that Can Make a Difference in Your Organisation
2HOW MANY ... For every one of these shifts in your talent pool… employees in your company retire every year?employees transfer jobs or jump ship?new employees join?For every one of these shifts in your talent pool…You have a potential problem
3DEMOGRAPHICS AREN’T IN YOUR FAVOUR Experienced professionals are fast retiring.And Gen X and Gen Y employees aren’t loyal to one company anymore.
4CRITICALITY OF KNOWLEDGE: Case Study of the Oil & Gas Crew Change Crisis According to Schlumberger Business Consulting based on a worldwide HR Benchmark Survey in 2011:70% of National Oil Companies and 60% of the oil majors said they faced project delays due to a staffing crisis76% of high growth companies plan on bringing back retireesSorry, oil and gas is what I know best!
5ACCORDING TO BOOZ ALLEN: …The average employee working for a major operator or service company is 46 to 49 years old, according to the Interstate Oil and Gas Compact Commission (IOGCC) in the United States.With the average retirement age for the industry being 55 years, it is obvious that the industry faces a crisis in the next 7 to 10 years as more than half of the employee base leaves the work force.
6Identifying Your Organisation’s Most Critical Knowledge: FRAMING THE PROBLEMIdentifying Your Organisation’s Most Critical Knowledge:Intellectual PropertyPersonal Networks – It’s not WHAT you know, it’s WHOLessons Learned/Case StudiesResourcesNot Know-How, but Know-Why
7KNOWLEDGE IS EXPENSIVE TO REPLACE When companies say, ‘people are our greatest asset’ what they mean is…It is too expensive to replace them and start all over again!So if you can be a KM hero in your organisation, you can help save a LOT of money for your boss. If you ARE the boss, you can help reduce churn and diminish lost downtime as new employees get onboard.
8SO, HOW?Identify the knowledge that is the most valuable to your organisation.Make it a contractual requirement or build into your HR practices a guided knowledge transfer.If people aren’t required to do it, chances are they won’t bother.Must build in incentives for behaviour which benefits not only the organisation, but the employee.
9YOU CAN’T MANAGE KNOWLEDGE LIKE A DINOSAUR NOT IN THE ERA OF SOCIAL MEDIA Technology has to be part of your solution. But IT alone can NEVER replace a human-focused KM strategy. Checklists alone will never drill down to the most critical knowledge your employees carry with them.
10WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER BASIC RETIREE TRANSFER TIMINGFOCUS AREASIdeally 3-6 months before retirementAreas of expertiseGeneral experience and backgroundInformation resourcesExamples of lessons learned, as in projectsKey contacts (personal network) Personal views on the future direction of the function Opportunities for improvementSCOPEBeginning with their career history, lessons learned with an emphasis on current position
11WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER : CREW CHANGE TIMINGFOCUS AREASWithin weeks of the transfer announcementRoles & responsibilitiesKey activitiesRisks and challengesInformation resourcesKey contacts (personal network) Opportunities for improvementSCOPECurrent job or role, lessons learned and occasionally key knowledge accrued; knowledge gap with successor