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Breakout Session # 1004 Panel: Kent Greenes Eric Niemann

Managing the Risk of Knowledge Loss Due to Workforce Attrition: Retaining and Leveraging the Critical and Relevant Knowledge of the Workforce. Breakout Session # 1004 Panel: Kent Greenes Eric Niemann Founder & President Thought Leadership Manager

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Breakout Session # 1004 Panel: Kent Greenes Eric Niemann

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  1. Managing the Risk of Knowledge Loss Due to Workforce Attrition:Retaining and Leveraging the Critical and Relevant Knowledge of the Workforce Breakout Session # 1004 Panel: Kent Greenes Eric Niemann Founder & President Thought Leadership Manager Greenes Consulting IBM Public Sector Procurement Jeff StemkeBill Kaplan, CPCM, Fellow Chevron Corporation Chief Knowledge Officer Knowledge Management Director Acquisition Solutions Date: Tuesday, 7 April Time: 3:00 – 4:30

  2. Outline for Our Conversation Context for the challenge Practical solutions in the right context Why is it challenging to implement practical solutions?

  3. Definitions Attrition: Change in the numbers, skills, ands competencies in the workforce due to retirement, promotion, transfer, career change of leadership and workforce Critical Knowledge: Knowledge that is fundamental to the business or operational processes of the organization that supports mission delivery and mission success

  4. “The ageing of the workforce is the single most significant issue for Human Resource Managers over the next century” Peter Drucker

  5. Why Is Knowledge Loss A Key Workforce Challenge We Are Facing? Loss of knowledge -- and people with the knowledge -- between agencies and those leaving government is increasing No integrated process or framework to capture and reuse the workforce’s relevant information, experience, and insight on a consistent and disciplined basis Complicating factors: increasing size and complexity of procurement workload decline in number of professionals in procurement workforce It exists at the leadership level and at the workforce level – it’s multi-generational and still not priority for most organizations

  6. People Have Always Retired Or Left With Their Knowledge What’s different about this now and why should we care? We have the “workforce gap” – knowledge of the workforce is inversely proportional to the age of the workforce There is a real issue when there is not a ready and continuous stream of knowledgeable replacements due to an inability retain workforce with the critical skills to fill the gaps of growing retirement eligibles as well as other attrition factors Example  Acquisition Workforce: The average age of the acquisition profession according to a 2007 NCMA survey is 47 years old There is competition for the remaining scarce resources among many agencies and the private sector We need a deliberate means for learning, capture and transfer of the “experience” of procurement – the “know how” and “know why” of procurement

  7. 78M Born 1946-1964 Entering “Traditional” Retirement Life Stages Nearly equal in size to next two “follower” generations Key US (and other) Factors: “Baby Boomer” Size and Life Stage Generations whose members are alive today by year of birth 5 4.5 4 3.5 3 U.S. population alive today (Millions) 2.5 Greatest + Eisenhower Generations Baby Boom Generation Generation X Generation Y 2 1.5 1 0.5 0 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Year of Birth Sources: Baby Boomer Proportion of US Workforce:: Execu Net Inc./Human Capital Institute Study entitled “The Aging of the US Workforce; Employer Challenges and Responses”, January 2006 All Other: Based on data from the U.S. Census Bureau, 2000; U.S. Census Bureau, International Data Base, July 2003

  8. DoD AT&L Workforce Size Growth in Recruiting & Retention Required 140,000 Projected Baby Boomer Gap 120,000 100,000 80,000 60,000 40,000 20,000 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 = DoD AT&L Workforce Size Pending retirements over the next 10-15 years will create additional challenges on the acquisition community Source: DoD Acquisition, Technology, & Logistics (AT&L) Human Capital Strategic Plan v 3.0, 2007

  9. What Impact Will Changing Workforce Demographics have an impact on your organization in the next 3-5 years? None 1% Unsure 2% Slight 16% Significant 43% Moderate 38% Source: ASTD/IBM Learning & Changing Workforce Demographics Study

  10. What approaches are being used in your organization to transfer the knowledge of maturing workers? Mentoring 60% Document/Knowledge Repositories 46% 30% Mature workers to deliver classroom content Lessons Learned embedded in education 29% Fostering the development of communities ofpractice 29% We are not using any of these 22% Expert Systems 3% 2% Other Capturing Audio/Video interviews of retiringemployees 2% 0% 10% 20% 30% 40% 50% 60% 70% Source: ASTD/IBM Learning & Changing Workforce Demographics Study

  11. How effective are the following employee development techniques in your organization? Source: IBM Global Human Capital Study, 2008

  12. Federal Acquisition Amounts & Numbers of Acquisition Professionals, 1999-2006 Acquisitions in $ Billions Acquisition Professionalsin Thousands (GS-1102s) $450 220 $428 $388 $400 $344 170 $350 $317 $300 $262 120 $250 $221 $205 $188 $200 70 $150 27.3 26.8 26.8 26.6 26.8 27.9 27.6 26.9 $100 20 $50 $0 -30 1999 2000 2001 2002 2003 2004 2005 2006 Sources: Federal Procurement Data System & FAI Federal Acquisition Workforce Study

  13. Do you have a challenge? Where is the pain?

  14. On a scale of 1 to 5, how would you rate your organization’s challenge in addressing the risk of critical knowledge loss due to workforce attrition? (1=low to 5=high) Quick Survey

  15. On a scale of 1 to 5, how would you rate your organization’s performance in addressing the loss of critical knowledge? (1=Poor to 5=Excellent) Quick Survey

  16. Expert Knowledge Retention & TransferProcess Overview

  17. Knowledge Transfer Methods • Teaching/Master Class:Presentation of fundamental and operational knowledge; review and discussion of a learner’s specific problem or results in a group. • Community of Practice:Groups of practitioners in a discipline that connect to seek/share experiences, develop/adopt practices or tools and develop/support a learning agenda. • Technical Mentoring:Interaction between expert and learner to help the learner do a job more effectively and/or to progress in their career. • Job Shadowing: Opportunities for a learner to observe the expert interacting with others or doing more complex work. Includes setup and debriefing discussions. • Guided Experience / Development Assignments:Carefully selected projects or work assignments that fill gaps in experience or broaden/deepen targeted skills. “Guided” includes expert observation and feedback. • Knowledge Coaching:Combines mentoring, shadowing and observation to assess learner competency gaps, and guide development with timely performance feedback. Expert enables learner to work on projects above current skill level to accelerate learning while cost-effectively assuring that project is successful. • Knowledge Elicitation:Interview-based approach with expert to articulate big picture, mental models and detailed “how to” and “when to” guidance. • Peer Assist: Experts share experiences and knowledge in a facilitated meeting with a person or team who is looking for advice on a challenge, problem or project.

  18. What are some of the tools and techniques your organizations are using for capturing and reusing knowledge? How well are they working?

  19. ProjectMitigating the Risk of Knowledge Loss Due to Workforce AttritionDefense Intelligence AgencyOffice of the Chief Acquisition Executive

  20. DIA AE Business Context Imminent acquisition knowledge loss of knowledgeable and experienced procurement professionals due to retirement from or transition within the government  Immediate and long term risk to the quality of the intelligence operational support that the Office of the Acquisition Executive (AE) provides both to DIA and the Intelligence Community (IC)  

  21. Approach • Project 1 - Understand AE Workforce Dynamics • Understand the workforce attrition and knowledge loss in AE (factors and dynamics) • Understand how AE captures, adapts, transfers, and reuses its relevant and critical knowledge in providing intelligence operational support • KM Organizational Assessment as baseline for Project 2 • Knowledge Leadership • Organization • Culture • Knowledge Flow and Use (Learning) • Enabling technology • Implementation • Project 2 – Mitigation and Proof of Concept • Pilot project tailored to a current AE challenge (Contracting Officer Representative-COR • Integrate Project 1 understandings of unique AE attrition factors and knowledge loss risks and address • Develop and deploy “consistent and disciplined approach” to knowledge capture, adapt, transfer, and reuse” of critical COR procurement knowledge at both the leadership and workforce level as part of operating processes • Create COR Community of Practice to keep them talking an sharing

  22. What questions should we be asking?

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