Presentation Transcript

1. CARLA SAPSFORD NEWMAN

   IDENTIFYING & TRANSFERRING CRITICAL KNOWLEDGE MASTERCLASS

   Practical, Proven Steps that Can Make a Difference in Your Organisation
2. HOW MANY ... 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
3. DEMOGRAPHICS AREN’T IN YOUR FAVOUR And Gen X and Gen Y employees aren’t loyal to one company anymore. Experienced professionals are fast retiring.
4. CRITICALITY 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 crisis 76% of high growth companies plan on bringing back retirees
5. ACCORDING 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.
6. FRAMING THE PROBLEM Identifying Your Organisation’s Most Critical Knowledge: Intellectual Property Personal Networks – It’s not WHAT you know, it’s WHO Lessons Learned/Case Studies Resources Not Know-How, but Know-Why
7. KNOWLEDGE 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.
8. SO, 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.
9. YOU CAN’T MANAGE KNOWLEDGE LIKE A DINOSAURNOT 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.
10. WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER BASIC RETIREE TRANSFERTIMING FOCUS AREAS Ideally 3-6 months before retirement Areas of expertise General experience and background Information resources Examples of lessons learned, as in projects Key contacts (personal network) Personal views on the future direction of the function Opportunities for improvement SCOPE Beginning with their career history, lessons learned with an emphasis on current position
11. WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER : CREW CHANGE TIMING FOCUS AREAS Within weeks of the transfer announcement Roles & responsibilities Key activities Risks and challenges Information resources Key contacts (personal network) Opportunities for improvement SCOPE Current job or role, lessons learned and occasionally key knowledge accrued; knowledge gap with successor
12. CARLA SAPSFORD NEWMAN carla@strategicknowledge.org Carla.Y.Newman@gmail.com

    THANK YOU!