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Knowledge Retention
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- 2. Knowledge Retention IowaCertified Public Manager Program Cohort #11 Team #1 Jake Anderson, Drake MPA Student Jeff Goerndt, Iowa DNR Connie Kinnard, Dallas County Frank Marasco, Polk County Phil Mescher, Iowa DOT
- 3. Agenda Introduction IdentifyAlternatives Methodology Expected Outcomes Application and Implementation Questions and Answers
- 4. Introduction Two majorforces shaping the workplace (1) an aging population (2) increasing complexity of knowledge needed Proliferation of information technologies Work today is much more interdisciplinary Requiring experts to develop relationships with other experts Creating cumulative or synergized knowledge that is very hard to replicate.
- 5. To capture theknowledge and expertise we must foster workplace environments where social interaction is: encouraged in formal training programs expected as a cultural norm Build Social Capital Robert Putnam, Bowling Alone – “the value of connections among individuals and the norms of reciprocity and trustworthiness that arise from those connections” Introduction continued…
- 6. Putman says that… unions and professional organizations have traditionally been among the most common forms of civic connectedness in America Pattern of sharp sustained decline in during the last third of the 20 th century Relationships fostered are key to developing interdisciplinary knowledge and expertise Ultimately bridging the knowledge gap between incumbents and their and successors. Introduction continued…
- 7. Complicating our task:Bureaucratic norms Early retirements Personnel attrition Budget cuts A general “do more with less” political culture The abstract nature of knowledge retention Nevertheless workplace relationships facilitate learning that is critical to succession planning and ultimately business continuity. Introduction continued…
- 8. We seek to:Outline a training and development program designed to mitigate the “brain drain” Strengthen the social fabric of our organizations Build results that last Introduction continued…
- 9. Reasons: Failure to“Value” knowledge Not willing to identify critical knowledge No incentive to share knowledge No knowledge management tools/technology Failure to identify a formal assessment method Identifying Alternatives
- 10. Barriers to Solutions:Budget restrictions Short time horizons A culture that does not support a team orientation Workers hesitant to share for fear of losing power The Complexity of knowledge retention No one department/person is responsible for knowledge retention Organizational size and characteristics Generational conflicts Identifying Alternatives continued…
- 11. FOCUS On thecritical positions where knowledge loss is the greatest threat. Identifying and prioritizing the specific knowledge and skills at risk. Developing concrete, actionable responses to mitigate this loss. Identifying Alternatives continued…
- 12. STEP ONE: Conducta Knowledge Loss Risk Assessment Identifying Alternatives continued…
- 13. STEP TWO: Determinethe Approach to Capture Critical Knowledge Identifying Alternatives continued…
- 14. Identifying Alternatives continued… STEP THREE: Monitor and Evaluate
- 15. Some Options toRetain or Mitigate Knowledge Loss: Codification: Documentation and Procedures Checklists, Inventories, etc. Performance Support Systems Concept Mapping Identifying Alternatives continued…
- 16. Some Options toRetain or Mitigate Knowledge Loss: Alternative Resources: Agency/site/department expert Rotational or “visiting” staff Multi-skilling or Cross-training Contracting, part-timers, retirees Identifying Alternatives continued…
- 17. Some Options toRetain or Mitigate Knowledge Loss: Engineer it Out: Process Improvement Update Equipment “ Smart” tools and technology Eliminate tasks, product or service Identifying Alternatives continued…
- 18. Some Options toRetain or Mitigate Knowledge Loss: Education and Training Classroom and Simulator Training Video-based and alternative educational delivery systems Coaching and Mentoring On the Job Training and Targeted Work Assignments Shadowing Apprenticeship Programs Provide Formal Education and Training Structured self-study and Mentoring Update/develop Documentation and Procedures Identifying Alternatives continued…
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- 20. Methodology continued… KnowledgeTransfer Concept of Managing Knowledge Process and Tools for Transfer Goal: Continually Prepared Workforce Goal: Maintain Collective Organizational Goals
- 21. Workforce Planning Informationfor Human Resource Decisions Anticipate Workforce Changes Develop Strategies to Meet Future Workforce Needs ? Does Our Agency Have the Human Resources to Achieve It’s Goals? Methodology continued…
- 22. SERIP Fallout PerfectExample where Workforce Planning Applies 9,000 Years of Experience Lost at DOT alone Goal: Have a continually prepared staff for transition opportunities. Retirement, promotion, layoff, etc. Methodology continued…
- 23. Transferring Job RelatedKnowledge To Best Understand Knowledge it should be Categorized Implicit- Knowledge People Carry in their Heads Hard to inventory Explicit- Both Structured and Unstructured Structured- notes, documents, manuals, etc. Unstructured- personal notes, e-mails, diagrams, etc. Further Categorization May Be Useful Methodology continued…
- 24. Workforce Plan AnnualKnowledge Inventory Coupled with Annual Review Continuing Log of Knowledge and Expertise Inventory Template Using Spreadsheet Methodology continued…
- 25. Methodology continued… LiteratureReview: Clarety Consulting http://www/claretyconsulting.com Free Knowledge Transfer Plan Template Excel based Very detailed and completely customizable “ Don’t reinvent the wheel” Knowledge Transfer Plan Template Components…
- 26. Methodology continued… Widearray of knowledge inventory categories/tabs Examples: List of Role Responsibilities Communication Activities – Reports etc Deliverables – List of work in progress or deliverables not yet started. Relationships & Contacts – Full contacts list and details of the relationship Activities – Things you do which are not planned. Actions – Meeting actions assigned to you Issues – Issues you are currently assigned to as owner. Details progress and next steps to resolution /mitigation
- 27. Knowledge Transfer ProcessTeaching/Master Class Apprenticeship Coaching Retirees on Retainer Codification/Publication Etc. Methodology continued…
- 28. Knowledge Transfer ToolsJob Aids Mentoring Job Shadowing Storytelling Structured On-the-job Training Etc. Methodology continued…
- 29. “ Knowledge isthe 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 Expected Outcomes
- 30. The Main ObjectiveEnabling current staff to develop skill sets thru observation, training and participation in everyday issues and operations Replace “knowledge workers” Prepare current staff to step into leadership roles Expected Outcomes continued…
- 31. Expected Outcomes continued…“ The only source of knowledge is experience.” Albert Einstein
- 32. Key Benefits toKnowledge Transfer Program Utilizing & retaining available talent Cost effectiveness Operational efficiency Expected Outcomes continued…
- 33. Main Objective MeetsKey Benefit Establishing the framework for an organization to continue to operate efficiently without a break in service or major increase in cost. Proactive vs. Reactive Taking the lead vs. lagging behind Expected Outcomes continued…
- 34. “ Why We’reHere” – Benefits! Utilizing & retaining talent Career succession program Better recruitment Better retention More competent workforce Expected Outcomes continued…
- 35. Cost effectiveness Decreasein turnover Cost of time and lost productivity U.S. Dept. of Labor: to replace employee costs 1/3 their salary Additional costs: Customer service disruption Emotional costs Loss of morale Burnout/absenteeism Loss of experience and continuity Cost effectiveness -> Operational efficiency Expected Outcomes continued…
- 36. Operational efficiency Projectmanagement The more knowledgeable staff is in relation to the project, the more successful project outcome will be Wider diversity of skills Increased flexibility in workforce Expected Outcomes continued…
- 37. Ultimately, the mainbenefits an organization strives to achieve are both intertwined and dependent on a successful knowledge transfer/retention program/plan. Expected Outcomes continued…
- 38. Application and ImplementationIowa Department of Natural Resources Forestry Bureau Staff Training and Development Program Provide continuous, consistent learning opportunities Create a “learning at work” environment Knowledge and experience can be shared
- 39. New Employee TrainingField Training with Mentors GIS Cross Training Certifications Pesticide Applicators License Commercial Drivers License S-130/S-190/L-180 Wildfire Training Application and Implementation continued…
- 40. Continuous Staff DevelopmentFocused training workshops, hands-on learning, interactive environment Silviculture Forest Stand Improvement Reforestation Forest Health Urban Forestry Prescribed Fire Methods Wildlife Diversity Application and Implementation continued…
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Editor's Notes
- #10 To date many organizations lack the effectiveness to manage organizational knowledge for many reasons: An organization fails to appropriately “value” its knowledge and protect it. Unable or not willing to identify critical knowledge Not giving workers an incentive to share knowledge Failure to employ knowledge management tools and technologies The major challenge for organizations remains developing a formal method to identify critical knowledge. And it is more than challenging to actively manage a critical asset if you cannot identify what that asset is.
- #11 Some of the barriers organizations face when finding solutions to knowledge retention techniques are: Budgetary Restrictions Short time horizons ( too little too late) A work culture that does not support a team orientation Workers who are hesitant to share their knowledge for fear of losing power The complexity of knowledge retention and lack of understanding where to begin There is no “One” department or person placed as responsible for knowledge retention Organizational size and characteristics: Too small, too, large, too spent out Etc. Generational conflicts: younger workers want access to mature workers knowledge, mature workers do not want to share knowledge fearing erosion in power.
- #12 The challenge then becomes one of FOCUS Focusing on the critical positions where knowledge loss is the greatest threat Identifying and prioritizing the specific knowledge and skills at risk Developing concrete, actionable responses to mitigate this loss
- #13 Conduct a Knowledge Loss Risk Assessment This is designed to identify positions or people where the potential knowledge loss is the greatest and most eminent. It includes ratings based upon two factors: Time until Retirement, and Position Criticality. This will provide the focus and identify the positions where steps to mitigate knowledge loss may be needed.
- #14 Conduct Interviews to identify potential knowledge loss areas During your Assessment, Focus on the importance of the knowledge, the rarity of the knowledge, and the difficulty of recovery.
- #16 Codification: Documentation and Procedures Checklists, Inventories, etc. Performance Support Systems Concept Mapping
- #17 Alternative Resources: Agency/site/department expert Rotational or “visiting” staff Multi-skilling or Cross-training Contracting, part-timers, retirees
- #18 Engineer it Out: Process Improvement Update Equipment “ Smart” tools and technology Eliminate tasks, product or service
- #19 Education and Training Classroom and Simulator Training Video-based and alternative educational delivery systems Coaching and Mentoring On the Job Training and Targeted Work Assignments Shadowing Apprenticeship Programs Provide Formal Education and Training Structured self-study and Mentoring Update/develop Documentation and Procedures