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AASHTO HR Subcommittee Annual Meeting May 20, 2014.

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Presentation on theme: "AASHTO HR Subcommittee Annual Meeting May 20, 2014."— Presentation transcript:

1 AASHTO HR Subcommittee Annual Meeting May 20, 2014

2 WHY KNOWLEDGE MANAGEMENT? INDUSTRY TRENDS AND FINDINGS CALTRANS: A STATE DOT CASE STUDY OVERVIEW

3 SECTION 1: CONTEXT FOR OUR DEPARTMENTS & MOTIVATIONS FOR KNOWLEDGE MANAGEMENT

4 CONTEXT & MOTIVATIONS Many state Dots are seeking transformational change Loss of institutional knowledge upon which to build that transformation 4

5 5 o Experienced employees are retiring and/or resigning taking with them operational knowledge and a history of changing practices. o Agencies are reorganizing to align with budget constraints, new strategic directions, and outsourcing expectations, disrupting patterns of communication and information management. o Agencies are responding to increased expectations for efficiency, accountability, and open government, putting more pressure on an aging information management infrastructure. CONTEXT & MOTIVATIONS

6 6 o In the increasingly mobile workforce, employee tenure is decreasing. In addition to the risk of knowledge loss, this churning of the workforce also brings new knowledge that the organization may wish to leverage. Likewise, there are increasing opportunities to leverage knowledge from industry partners due to increased outsourcing. o Technologies that facilitate remote communication and increase personal computing capability as well as increased use of remote offices and telework are disrupting patterns of institutional information management at a time when security concerns, transparency, and networking are growing. CONTEXT & MOTIVATIONS

7 7 o Agencies need proven, cost-effective strategies to navigate these changes and demonstrate the capacity to be high-performing, responsive, and agile organizations. o The global economy is transitioning from an industrial economy to a knowledge economy, and the practices that determined success need to be re-evaluated and updated to support an interconnected network of knowledge resources to support decision-makers and practitioners in their work. CONTEXT & MOTIVATIONS

8 SECTION 2: INDUSTRY TRENDS & TASK FORCE FINDINGS

9 10 Facets of KM Domestic Scan Organization Knowledge Leadership and Strategy Culture and Communication Knowledge Assessment and Evaluation Knowledge Operations Knowledge Architecture Knowledge Asset Management Intellectual Capital Management Communities and Collaboration Organizational Learning Knowledge Technologies Context Innovation and Knowledge Sharing Succession Management Employee Orientation, Learning and Development Identification, Documentation and Dissemination of Processes, Practices and Expertise 9 A Roadmap to Transformation

10 INDUSTRY TRENDS & FINDINGS 10 Cultivating KM o Domestic Scan on Knowledge Management o TRB KM Task Force o NCHRP Study 20-98 (KM Guidance Doc) o AASHTO Special Committee on Workforce Planning & Development – Resolution approved by BOD in 2011 o Begin where you are. Take opportunities. Address pain points

11 SCAN TEAM MEMBERS 11 John Halikowski & Anne Ellis – Arizona Department of Transportation Carin Michel, FHWA Resource Center, Baltimore Arthur "Turo" Dexter, Federal Transit Administration Lee Wilkinson, Iowa Department of Transportation Becky Burk, Maryland State Highway Administration Lori Dabling, Utah Department of Transportation Maureen L. Hammer, Virginia Department of Transportation Leni Oman, Washington State Department of Transportation Frances Harrison (Subject Matter Expert), Spy Pond Partners, LLC Harry Capers, (Principal Investigator), Aurora and Associates Andrew Lemer (Program Officer), Transportation Research Board

12 KM Domestic Scan Presenters Alberta Transportation (Canada) Alaska DOT&PF Georgia DOT Kansas DOT Missouri DOT Virginia DOT Washington State DOT Wisconsin DOT Accenture USDOT-FAA USDOT-FHWA USDOT-FTA Kent State University Kraft Foods NASA

13 INDUSTRY TRENDS & FINDINGS 13 Culture Change  Establish a vision for the future state of the culture  Manage to core values  NASA adopted Excellence, Safety, Integrity, and Teamwork  Alberta’s “Reaching our Full Potential” initiative  Missouri’s emphasis on performance management, teamwork and innovation  FAA’s and other’s descriptions of cultural characteristics

14 INDUSTRY TRENDS & FINDINGS 14 Limited scale Part time staff Independent initiatives Formal responsibilities Leadership KM activities across silos Improved value to business functions Corporate strategy Lead staff and senior management Dedicated funding Value across the organization Platform for credibility and innovation Concepts for developing a mature knowledge management practice

15 INDUSTRY TRENDS & FINDINGS 15 Workforce Planning & Succession Management o Workforce Planning o Risk Assessment o Succession Planning o Staff Retention o Employee Interviews

16 INDUSTRY TRENDS & FINDINGS 16 Employee Orientation, Learning & Development o New Employee Orientation o Employee Growth and Development o Communities o Storytelling

17 INDUSTRY TRENDS & FINDINGS 17 Communities and Collaboration o Knowledge Mapping o Communities of interest/practice o Formal o Informal o Fostering collaboration o In person o Virtual

18 INDUSTRY TRENDS & FINDINGS 18 Identification, Documentation and Dissemination of Processes, Practices and Expertise o Content Management Function/Policies/Processes o Lessons Learned & Case Studies o Institutional Memory/ Critical Knowledge Retention o Business Process Documentation o Expertise Identification

19 INDUSTRY TRENDS & FINDINGS 19 Supporting Knowledge Management o Designated function – location and responsibilities o Role of leadership o Fostering a culture of knowledge sharing o Recognition and rewards

20 Evolving Resources 20 KM Domestic Scan Report – soon Webinars on specific functions of knowledge management – plan and distribution process in development NCHRP 20-98 Report – est. completion, April 2015

21 SECTION 3: SPECIFIC CASE STUDY: CALTRANS KM MODEL

22 CASE STUDY: CALTRANS KM MODEL 22 o Knowledge Management Impetus o Alignment with Strategic Planning and Goal Setting Process o Development of KM Concept o Development of KM Guidebook and Website o Training to New Supervisors o Ongoing KM marketing and application in succession planning, workforce planning, and as a workforce risk treatment strategy

23 STRATEGIC PRIORITIES 23

24 STRATEGIC PRIORITIES 24 Informed and Engaged Workforce o Develop and maintain an informed and engaged workforce that is empowered to effectively deliver our promised projects and programs. o Develop a comprehensive succession planning program.

25 GUIDEBOOK 25 http://www.dot.ca.gov/docs/ct_knowledge_transfer_guidebook.pdf

26 KNOWLEDGE TRANSFER 26

27 INFORMED AND ENGAGED 27

28 FOUR BUILDING BLOCKS 28 Face-to-Face: Group Face-to-Face: Individual Multimedia Rotational Programs

29 FACE-to-FACE: GROUP 29 Boot Camp Best Practices Meetings / Studies Communities of Practice Critical Incident Reviews / Lessons Learned Expert Storytelling Knowledge Fairs

30 BOOT CAMP 30

31 COMMUNITIES OF PRACTICE 31

32 FACE-to-FACE: INDIVIDUAL 32 Cross-Training (Position Backup) Job Shadowing Mentoring Programs Structured On-The-Job Training (OJT) Transitional Training (“Double Fill”)

33 JOB SHADOWING 33

34 MENTORING PROGRAMS 34

35 MULTIMEDIA 35 Expert Interviews / Expert Storytelling Knowledge Maps Wiki

36 EXPERT INTERVIEWS 36

37 WIKI 37

38 ROTATIONAL PROGRAMS 38 JOB ROTATION

39 39

40 KNOWLEDGE TRANSFER 40

41 FUTURE GOALS 41 Training Outreach

42 QUESTIONS California Department of Transportation 1120 N Street, MS #49 Sacramento, CA 95814 Michelle Tucker, Chief Risk and Ethics Officer Michelle.Tucker@dot.ca.gov Washington Department of Transportation 310 Maple Park Avenue SE Olympia, WA 98504 Leni Oman, Director, Office of Research & Library Services OmanL@wsdot.wa.gov


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