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Knowledge Transfer and Transition Russell W. Hinton State of Georgia State Auditor April 11, 2006.

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Presentation on theme: "Knowledge Transfer and Transition Russell W. Hinton State of Georgia State Auditor April 11, 2006."— Presentation transcript:

1 Knowledge Transfer and Transition Russell W. Hinton State of Georgia State Auditor April 11, 2006

2 Loss of Institutional Memory Government Facing Unprecedented Loss of Institutional Memory Government Facing Unprecedented Loss of Institutional Memory The Conference Board, a business research group, estimates that by 2010, 40% of the public and private workforce will be eligible for retirement. The Conference Board, a business research group, estimates that by 2010, 40% of the public and private workforce will be eligible for retirement.

3 Government Has Contributed to Age Imbalance 1960s – 1970s 1960s – 1970s Significant Expansion of Government Workforce During the Good Times Significant Expansion of Government Workforce During the Good Times 1980s – 1990s 1980s – 1990s Severe Budget Restraints, RIFs Severe Budget Restraints, RIFs Privatization and Early Retirement Incentives Designed to Achieve Short Term Savings Further Reduced Ranks of Middle Management Privatization and Early Retirement Incentives Designed to Achieve Short Term Savings Further Reduced Ranks of Middle Management 2000s 2000s Governments Often Not Competitive in Attracting Talent Governments Often Not Competitive in Attracting Talent

4 Knowledge Management The systematic collection, analysis and dissemination of information and insight in an organization.

5 Knowledge Management Knowledge Management comprised of: Knowledge Management comprised of: Explicit Knowledge – Information conveyed through manuals, specific training topics. Explicit Knowledge – Information conveyed through manuals, specific training topics. Tacit Knowledge – Higher level of understanding that goes beyond routine, procedural activities to anticipating and solving problems. WISDOM that comes largely from experience. Tacit Knowledge – Higher level of understanding that goes beyond routine, procedural activities to anticipating and solving problems. WISDOM that comes largely from experience.

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7 On the Other Hand Too much focus on previous experiences often makes government less flexible and effective…we must remember that new paradigms bring new challenges. Too much focus on previous experiences often makes government less flexible and effective…we must remember that new paradigms bring new challenges. Institutional memory is about what we have done in the past. Its almost irrelevant. Institutional memory is about what we have done in the past. Its almost irrelevant. Connie Phillips Connie Phillips Senior Human Resources Development Specialist Anaheim, California

8 Knowledge and Elected Leadership Elected leadership often seeks those individuals with exposure to different viewpoints and opportunities to see how government policies work in the real world. This experience gives them the rare ability to perceive unintended consequences. Elected leadership often seeks those individuals with exposure to different viewpoints and opportunities to see how government policies work in the real world. This experience gives them the rare ability to perceive unintended consequences.

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10 Employee Knowledge Talents Walking Encyclopedia Walking Encyclopedia Unconventional Thinker Unconventional Thinker Hundreds of Contacts Hundreds of Contacts Office Confidante Office Confidante Reads Fine Print Reads Fine Print Politically Savvy Politically Savvy

11 Knowledge Mapping Pilot Project Initiated by Public Works and Government Services Canada Pilot Project Initiated by Public Works and Government Services Canada ed variety of problems to members of IT staff. ed variety of problems to members of IT staff. Requested feedback on other staff contacted for assistance in resolution. Requested feedback on other staff contacted for assistance in resolution. Mapped key problems solvers, compared to retirement patterns. Mapped key problems solvers, compared to retirement patterns. Focused on assurance that key individuals/positions given emphasis in succession planning. Focused on assurance that key individuals/positions given emphasis in succession planning.

12 Concerns – Knowledge Mapping Employee Privacy – Were employees revealing gaps in their skill sets and subjecting themselves to management criticism for filling essential functions not related to official duties. Employee Privacy – Were employees revealing gaps in their skill sets and subjecting themselves to management criticism for filling essential functions not related to official duties. Management Personnel Decisions – Knowledge mapping did not correspond tp organizational charts. Managers were not in control. Management Personnel Decisions – Knowledge mapping did not correspond tp organizational charts. Managers were not in control.

13 Generational Differences This is the first time in American history that four generations are in the workforce simultaneously: This is the first time in American history that four generations are in the workforce simultaneously: Traditionalists/Veterans (Born Prior to 1946) Traditionalists/Veterans (Born Prior to 1946) Baby Boomers (1946 – 1964) Baby Boomers (1946 – 1964) Generation X (1965 – 1981) Generation X (1965 – 1981) Generation Y/Millennials (1982 – 2000) Generation Y/Millennials (1982 – 2000)

14 Characteristics of the Generations Traditionalists/Veterans – conservative, disciplined, conformists, respect authority Traditionalists/Veterans – conservative, disciplined, conformists, respect authority Baby Boomers – optimistic, idealistic, competitive Baby Boomers – optimistic, idealistic, competitive Generation X – skeptical, independent, entrepreneurial, adaptive to change Generation X – skeptical, independent, entrepreneurial, adaptive to change Generation Y/Millennials – social, realistic, techno-savvy, collaborative Generation Y/Millennials – social, realistic, techno-savvy, collaborative

15 Art of Managing The secret to managing is to keep those who hate you away from the ones who are undecided… Casey Stengel

16 Bridging the Gap(s) Be Aware of Differences Be Aware of Differences Acknowledge that everyone is different. Unique experiences influence attitudes toward work. Acknowledge that everyone is different. Unique experiences influence attitudes toward work. Appreciate the Strengths Appreciate the Strengths Focus on positive attributes coworkers possess. Focus on positive attributes coworkers possess. Manage the Differences Effectively Manage the Differences Effectively Identify ways to interact with others, acknowledging their strengths and differences. Identify ways to interact with others, acknowledging their strengths and differences.

17 Mentoring Can Bridge the Gaps An effective mentoring program should: Be designed to fit your culture; Be designed to fit your culture; Provide ongoing training for both mentors and mentees; Provide ongoing training for both mentors and mentees; Spell out roles and responsibilities for participants; and Spell out roles and responsibilities for participants; and Be voluntary. Be voluntary. Remember – mentoring isnt always about mentoring down.

18 Mentoring Program Characteristics Voluntary Relationship Voluntary Relationship Supported by the Organization (Formal or Informal) Supported by the Organization (Formal or Informal) Occurs Between Experienced Person and One or More Persons Occurs Between Experienced Person and One or More Persons Occurs Between Individuals Who Are Generally Not In A Direct Supervisory Relationship Occurs Between Individuals Who Are Generally Not In A Direct Supervisory Relationship Focused on Interpersonal Support, Guidance, Coaching and Role Modeling Focused on Interpersonal Support, Guidance, Coaching and Role Modeling

19 The measure of success is not whether you have a tough problem to deal with, but whether its the same problem you had last year. John Foster Dulles

20 QUESTIONS


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