Stop The Brain Drainto save your organization!

Heather Hughes, CMCheatherconsults@shaw.ca

Why the brain drain is here - now Demographic elements that need attention The RISKS Mission Critical Skills Subject Matter Experts Why ‘go to’ people are crucial How to capture knowledge and skills Tacit knowledge – needs special techniques Storage and retrieval issues Policies that hinder/help Rewards and recognition

Overview

How are you doing?

What is your organization doing about knowledge capture?

What risks are on the horizon?

Do you know?

Starting in 2011 for next 20 years

10,000 baby boomers

Loss of commitment

Current Situation

Current Reality Baby Boomers

Not ready to retire Part time options Volunteering Consulting Less loyalty Fewer health issues Sandwich

responsibilities

Middle Managers

Building their careers Mobile Double duty too Less loyalty Educational demands Balanced lifestyle Socially conscious Fitter/healthier

What are boomers doing that middle managers need to emulate?

What do middle managers do that baby boomers envy?

What do organizations need from both of these groups?

Bridging the Gap

When the baby boomers start to leave it won’t be one at a time - with the occasional retirement party - they will leave in the hundreds

and they will take their knowledge with them!

The Risk

Clients have a single point of contactClients have no relationship with an

alternative Individuals don’t teach their colleaguesEmployees feel they are not entitled to

know some detailsLearning is not applied or sharedDeparting employees clean out desks and

toss out files or papers

We’re accustomed to think this is okay when:

While you are on vacation…

Welcome back…

Loss of clients Loss of quality services Tarnished reputation Need to put out fires Budgets stretched Stressed employees Absenteeism

Risks

Conduct a detailed risk assessment Interview managers Meet Subject Matter Experts (SME’s) Find and talk with the ‘go to’ people Examine HR Policies Imbed KT into Performance Management Put sharing knowledge on the agenda Build a learning culture Reward and recognize learning and sharing

expertise

Taking Action = Risk Reduction

Build a Culture for Learning

Interviews with department heads

Key knowledge for core purpose

Pay attention to mission NOT positions

Mission Critical Skills

Subject Matter Experts

Key personnel Central to your

department’s success Special knowledge or

skills Not necessarily the ‘go to’ people

Why do clients seek out special personnel?

What value do they add?

What happens when they are not available?

How does that influence trust?

What can you learn from their style/approach

‘Go To’ Employees

Tacit knowledge

Blend of knowledge and style

What, how and why

Collecting data

What types of polices help advance knowledge transfer?

Which polices or practices hinder?

How HR can assist managers

Build pools of expertise through Performance Management

Is HR helping or hindering?

Google has spoiled us…

We expect to ‘click’ to find everything we want There must be a naming/filing convention Key word searches Find the people who can provide answers People must drive the action – see value

Data has to be stored and be accessible

What has Performance Management got to do with it?

A Lot!

Remember…

What gets measured gets done!

What you talk about people notice!

Lead by example – teach/share/seek info.

Start to talk about learning and sharing knowledge

Reward and recognize the behavior you want

Conduct a risk assessment Identify Mission Critical Skills Talk with SME’s Meet the ‘go to’ people Learn how people find answers or want to

get info. Check HR Policies Make teaching as important as learning Build pools of talent

Key Activities for Success

Contact: Heather Hughes Certified Management Consultant Heatherconsults@shaw.ca Tel 250-857-5833

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