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SHRM 2010 KnowledgeTransfer Presentation - John Ely, Signature Worldwide.TRANSCRIPT
©SHRM 2010 1
Bracing for the Boomer BailoutKnowledge Transfer Strategies
John Ely • April 28, 2010
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NASA Video
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Who am I…and why does it matter?
• Signature Worldwide> Training Company> Specializing in non-technical> Research led us into succession planning > Identified “Knowledge Transfer” as the breakdown points
• Twitter hashtag - #SHRMBoomer
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Agenda for Today
• Quick review of the need for Succession Planning• Knowledge Transfer – the “Breakdown” points• Information vs. Knowledge• Challenges of a Knowledge Transfer program• Strategies• How to “Sell” a Knowledge Transfer program
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The Need for Succession Planning
• Boomers bailing• Outsourcing - Globalization• Restructuring and downsizing• Multiple-generation workforce
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Access candidates and competency readiness.
Identify key positions for succession planning.
Build key position profiles.
Communicate opportunities.
Develop plans (group/individual).
Respond to risks and opportunities.
Succession Planning
©SHRM 2010
Access candidates and competency readiness.
Knowledge Transfer areas
Identify key positions for succession planning.
Build key position profiles.
Communicate opportunities.
Develop plans (group/individual).
Respond to risks and opportunities.
The “Breakdown” Points
©SHRM 2010
Succession Planning vs. Knowledge Transfer
• Succession Planning –
“A process for identifying and developing internal personnel with the potential to fill key or critical organizational positions…”
- Wikipedia
• Knowledge Transfer –
“Knowledge transfer is a process that includes the passing on of knowledge, information, research findings and/or innovations – and the adopting, and/or adapting and utilization of such [information]”
- Paul D. Gordon
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Objectives of Knowledge Transfer
• Transfer of:> Documented processes> Best practices> Compliance> Intellectual capital> Client/customer relationship management info> Hunches, intuition, feelings???
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Outcomes
• Growth • Innovation• Productivity• Efficiency• Competitive advantages
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Information vs. Knowledge
Office Video
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Types of Knowledge
Explicit
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Types of Knowledge
Tacit
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Challenges to Knowledge Transfer
• Getting employees on board> Surrendering knowledge> Knowledge is power mentality> Soft or intangible knowledge
• Lack of standardized processes• Data deluge
> Information overload> Quantity rarely equals quality> Not all knowledge needs to be transferred
• Organizational culture• Generational differences• Perception of being “uninformed”
©SHRM 2010
Why an HR Issue?
• HR is involved in KM/KT and TM from end to end> Recruiting talent> Assessing skills> Developing training and compliance> Creating reward and recognition > Career pathing> Performance reviews
• The Challenge> How to best create a culture for KT> Retain & store critical knowledge> Establish a collaborative workplace
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Knowledge Transfer Strategies
• Knowledge audits• Apprenticeships/Internships• Mentoring
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Strategies
• Communities of Practice (CoP)• Virtual communities • Blending of social media & CoP
Good news…you don’t need to use all the tactics!!
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Knowledge Audit
• Uncover: > Where/how knowledge is housed> How it is used> Forms (explicit vs. tacit)> Usefulness> Accuracy> Gaps> Barriers
• Identify> Who has knowledge> Who needs knowledge> Technology available> Other resources> Success factors
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Apprenticeships/Internships
Vader Video
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Apprenticeships/Internships
• Designed to teach a particular skill or set of skills• Skills usually acquired OTJ (paid)• Set windows of time and milestones• “Graduation” to journeyman, bachelor, master, etc
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Mentoring
• Executive • SCORE• Story telling• Brown bagging• Double fills• Shadowing• Rotation• Walk-a-while programs
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Communities of Practice (CoP)
• Definition• Roles• Characteristics• Benefits
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CoP
• Mutual engagement• Joint enterprise• Shared repertoire
- Not a “project” team
* Wenger
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CoP Characteristics and Benefits
• Common interest or goal• Cross-functional, organization-wide• Willingness to share openly• Facilitated, not directed• Voluntary participation
• Cuts across traditional boundaries• Enables individuals to acquire knowledge (tacit)• Cooperatively solve problems
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CoP Roles
• Champion• Sponsor
• Facilitator• Integrator• Practice Leader• Members
* Fred Nickols
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Suggestions on forming a CoP
• Design to evolve• Create opportunities for sharing information• Allow different levels of participation (apprentices)• Develop public and/or private community spaces• Encourage participation• Regularity
*Wenger, McDermott & Snyder
©SHRM 2010
Virtual Communities
• Wikis• Social media
> Facebook> Twitter> Youtube> SlideShare
• Closed-loop Platforms> Ning > Yammer
• Our Network – www.signaturekt.ning.com
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How to Sell a Knowledge Transfer Program
• Sell the benefits – not the features! • Base benefit on departmental/individual areas of concern
> Cost savings (Finance)> Ease of innovation (Engineering)> Improve customer service (Sales)> Shorter development cycles (Marketing)> Enhanced employee relations (HR)
©SHRM 2010
Building the KT Culture
• Recruiting talent• Assessing skills• Developing training and compliance• Creating reward and recognition • Career pathing• Performance reviews
©SHRM 2010
Questions and Contact Information
John Ely
Signature Worldwide
5115 Parkcenter Ave.
Dublin, OH 43017
614-766-5101
Twitter - #SignatureWorld
Facebook – Signature Worldwide
Our Network – www.signaturekt.ning.com