Knowledge Transfer Concepts

1. Knowledge Transfer Concepts Presented by the Human Resources Division Department of Administration & Information - Human Resources

2. Workforce Planning • The process of ensuring that the right people are in the right place at the right time to accomplish the agency’s mission. A & I Human Resources Department

3. Why Workforce Planning? • Helps accomplish agency mission more effectively and efficiently • Helps ensure replacements are available to fill important vacancies • Provides realistic staffing projections for budget purposes • Helps agency retain institutional knowledge A & I Human Resources Department

4. State of Wyoming Workforce Planning • State agencies are encouraged to develop a strategic view of human resource needs, including the development of a workforce plan, with the assistance of the division of personnel, to address the future needs of the state agency. A & I Human Resources Department

5. State of Wyoming Workforce Planning • …it is essential that managers in all state agencies anticipate and plan for the eventuality of retirement of the state’s seasoned workforce in a manner that does not undermine the state’s workforce or create morale problems among less experienced staff who are preparing for promotional opportunities created by retirement of their co-workers. A & I Human Resources Department

6. Knowledge Management • A systematic approach to finding, understanding and using knowledge to achieve organizational objectives. • Consists of deciding: • What is to be shared • With whom it is to be shared • How it is to be shared • Sharing and using it A & I Human Resources Department

7. Types of Knowledge: Tacit • Knowledge that people carry in their heads. It is difficult to access and most people are not even aware of what they possess or how it is of value to others. It provides context for ideas, experiences, people, and places and is not easily captured. A & I Human Resources Department

8. Types of Knowledge: Explicit • Structured – Data elements that are organized in a particular way for future retrieval, e.g. documents, databases, spreadsheets • Unstructured – Information not referenced for retrieval, e.g. emails, images, audio or video selections A & I Human Resources Department

9. Knowledge Transfer • The process of sharing knowledge between one person and another • If knowledge has not been absorbed, it has not been transferred A & I Human Resources Department

10. Knowledge Transfer Tip #1 • Managers may have some knowledge transfer methods already in place • Consider using those methods as the foundation for the knowledge transfer plan A & I Human Resources Department

11. Job Aids Mentoring Programs Process Documentation Best Practice Meetings or Studies Communities of Practice Retirees on Retainer Job Shadowing Expert Systems Critical Incident Reviews Electronic Performance Support System Storyboards Storytelling Double fills Document Repositories Job Rotation Knowledge Fairs Knowledge Maps Structured On the Job Training Knowledge Transfer / Management Strategies A & I Human Resources Department

12. Anything that helps people perform in real time. Knowledge can be stored in the job aid and accessed through low-tech methods by performers when the need arises. Job Aids A & I Human Resources Department

13. Mentoring Programs • Mentors offer advice in a situation on what to do, how to do it and why it is worth doing. • A mentor is an experienced performer and rarely the mentee’s supervisor, since effective mentors should have no performance management interest in the development of another person. A & I Human Resources Department

14. Process Documentation • Process documentation involves flowcharting how work is performed. • It may include special variations in what performers should do or how they should do it based on special circumstances such as deviation from norms. A & I Human Resources Department

15. Best Practices Meetings or Studies • Best practices meetings or studies look for different processes or systems to perform work that have had measurable success and effectiveness and are likely transferable. • Best practices are found in a variety of ways; through meetings of similar functional groups, polling employees or surveying for best practices. A & I Human Resources Department

16. Communities of Practice • A community of practice is a group that comes together to share information about a common problem, issue or topic. • Such communities may meet in person or online; critical incidents or best practices are often discussed at these meetings. A & I Human Resources Department

17. Retirees on Retainer • Retirees on retainer is typically having experts available to train or share specialized knowledge. • What are the State’s limitations when agencies want to re-hire retires? A & I Human Resources Department

18. Job Shadowing • A less-experienced performer is paired up with a veteran performer to transfer knowledge. • The veteran is asked to share knowledge (and perhaps hands-on practice) in dealing with everyday problems in addition to the most difficult situations he or she has faced on the job. A & I Human Resources Department

19. Critical Incident Reviews • A critical incident is a difficult situation. • By documenting the critical incident experiences for the organization’s most experienced performers, the organization can capture lessons for knowledge transfer. A & I Human Resources Department

20. Story Telling • A story is a description of what happened in a situation. If you hear “what really happened” you are hearing a story. Story telling can be a most effective way of transmitting wisdom from one person to another. A & I Human Resources Department

21. Document Repositories • A collection of textual showrooms that can be viewed, retrieved and interpreted both by humans and by automates. • A document repository adds navigation and categorization to the information stored. A & I Human Resources Department

22. Structured On the Job Training • Instruction takes place on the actual job site, usually involving learning skills or procedures in a hands-on manner following a defined structured learning process. A & I Human Resources Department

23. Knowledge Transfer Tip #2 • Formalize existing processes. • Keep the Knowledge Transfer Plan effective and appropriate to the work. • Monitor and evaluate the plan to ensure the knowledge truly is transferred. A & I Human Resources Department

24. Agency Managers Identify critical components and KSA’s Develop Knowledge Transfer Plan Assure Plan is accomplished HR & A & I Consultants Assist managers in identifying KSA’s Assist managers in developing Knowledge Transfer Plan Available for ongoing consultation Roles & Responsibilities A & I Human Resources Department

25. “Knowledge is the most important raw material of government; working with knowledge is its most important process; and knowledge is what citizens expect government to provide.” • Thomas A. Stewart • Editorial Director • Business 2.0 Magazine A & I Human Resources Department