Knowledge Transfer Knowledge Transfer and Transitionand Transition

Russell W. HintonRussell W. HintonState of GeorgiaState of Georgia

State AuditorState AuditorApril 11, 2006April 11, 2006

Loss of Institutional MemoryLoss of Institutional Memory

Government Facing Unprecedented Government Facing Unprecedented Loss of Institutional Memory Loss of Institutional Memory

The Conference Board, a business The Conference Board, a business research group, estimates that by research group, estimates that by 2010, 40% of the public and private 2010, 40% of the public and private workforce will be eligible for workforce will be eligible for retirement. retirement.

Government Has Contributed to Government Has Contributed to Age ImbalanceAge Imbalance

1960’s – 1970’s1960’s – 1970’s Significant Expansion of Government Significant Expansion of Government

Workforce During the “Good Times”Workforce During the “Good Times” 1980”s – 1990’s1980”s – 1990’s

Severe Budget Restraints, RIF’sSevere Budget Restraints, RIF’s Privatization and Early Retirement Incentives Privatization and Early Retirement Incentives

Designed to Achieve Short Term Savings Designed to Achieve Short Term Savings Further Reduced Ranks of Middle Management Further Reduced Ranks of Middle Management

2000’s2000’s Governments Often Not Competitive in Governments Often Not Competitive in

Attracting TalentAttracting Talent

Knowledge ManagementKnowledge Management

““The systematic collection, The systematic collection, analysis and dissemination of analysis and dissemination of information and insight in an information and insight in an organization.” organization.”

Knowledge ManagementKnowledge Management

Knowledge Management comprised of:Knowledge Management comprised of:

Explicit Knowledge – Information conveyed Explicit Knowledge – Information conveyed through manuals, specific training topics.through manuals, specific training topics.

Tacit Knowledge – Higher level of Tacit Knowledge – Higher level of understanding that goes beyond routine, understanding that goes beyond routine, procedural activities to anticipating and procedural activities to anticipating and solving problems. WISDOM that comes solving problems. WISDOM that comes largely from experience.largely from experience.

On the Other HandOn the Other Hand

Too much focus on previous experiences Too much focus on previous experiences often makes government less flexible and often makes government less flexible and effective…we must remember that new effective…we must remember that new paradigms bring new challenges.paradigms bring new challenges.

““Institutional memory is about what we have Institutional memory is about what we have done in the past. It’s almost irrelevant.”done in the past. It’s almost irrelevant.”

Connie PhillipsConnie Phillips

Senior Human Resources Development Senior Human Resources Development SpecialistSpecialist

Anaheim, CaliforniaAnaheim, California

Knowledge and Elected Knowledge and Elected LeadershipLeadership

Elected leadership often seeks those Elected leadership often seeks those individuals with exposure to different individuals with exposure to different viewpoints and opportunities to see viewpoints and opportunities to see how government policies work in the how government policies work in the “real world”. This experience gives “real world”. This experience gives them the rare ability to perceive them the rare ability to perceive unintended consequencesunintended consequences..

Employee Knowledge Employee Knowledge TalentsTalents

Walking EncyclopediaWalking Encyclopedia Unconventional ThinkerUnconventional Thinker Hundreds of ContactsHundreds of Contacts Office ConfidanteOffice Confidante Reads Fine PrintReads Fine Print Politically SavvyPolitically Savvy

Knowledge MappingKnowledge Mapping

Pilot Project Initiated by Public Works and Pilot Project Initiated by Public Works and Government Services CanadaGovernment Services Canada Emailed variety of problems to members of IT Emailed variety of problems to members of IT

staff.staff. Requested feedback on other staff contacted Requested feedback on other staff contacted

for assistance in resolution.for assistance in resolution. Mapped key problems solvers, compared to Mapped key problems solvers, compared to

retirement patterns.retirement patterns. Focused on assurance that key Focused on assurance that key

individuals/positions given emphasis in individuals/positions given emphasis in succession planning.succession planning.

Concerns – Knowledge Concerns – Knowledge MappingMapping

Employee Privacy – Were employees Employee Privacy – Were employees revealing gaps in their skill sets and revealing gaps in their skill sets and subjecting themselves to management subjecting themselves to management criticism for filling essential functions not criticism for filling essential functions not related to official duties.related to official duties.

Management Personnel Decisions – Management Personnel Decisions – Knowledge mapping did not correspond tp Knowledge mapping did not correspond tp organizational charts. Managers were not organizational charts. Managers were not in control.in control.

Generational DifferencesGenerational Differences

This is the first time in American This is the first time in American history that four generations are in history that four generations are in the workforce simultaneously:the workforce simultaneously: Traditionalists/Veterans (Born Prior to Traditionalists/Veterans (Born Prior to

1946)1946) Baby Boomers (1946 – 1964)Baby Boomers (1946 – 1964) Generation X (1965 – 1981) Generation X (1965 – 1981) Generation Y/Millennials (1982 – 2000)Generation Y/Millennials (1982 – 2000)

Characteristics of the Characteristics of the GenerationsGenerations

Traditionalists/Veterans – conservative, Traditionalists/Veterans – conservative, disciplined, conformists, respect authoritydisciplined, conformists, respect authority

Baby Boomers – optimistic, idealistic, Baby Boomers – optimistic, idealistic, competitivecompetitive

Generation X – skeptical, independent, Generation X – skeptical, independent, entrepreneurial, adaptive to changeentrepreneurial, adaptive to change

Generation Y/Millennials – social, realistic, Generation Y/Millennials – social, realistic, techno-savvy, collaborativetechno-savvy, collaborative

Art of ManagingArt of Managing

““The secret to managing is to keep The secret to managing is to keep those who hate you away from those who hate you away from the ones who are undecided…” the ones who are undecided…”

Casey StengelCasey Stengel

Bridging the Gap(s)Bridging the Gap(s)

Be Aware of DifferencesBe Aware of Differences Acknowledge that everyone is different. Unique Acknowledge that everyone is different. Unique

experiences influence attitudes toward work.experiences influence attitudes toward work.

Appreciate the StrengthsAppreciate the Strengths Focus on positive attributes coworkers possess.Focus on positive attributes coworkers possess.

Manage the Differences EffectivelyManage the Differences Effectively Identify ways to interact with others, Identify ways to interact with others,

acknowledging their strengths and differences.acknowledging their strengths and differences.

Mentoring Can Bridge the Mentoring Can Bridge the GapsGaps

An effective mentoring program should:An effective mentoring program should: Be designed to fit your culture;Be designed to fit your culture; Provide ongoing training for both mentors and Provide ongoing training for both mentors and

mentees; mentees; Spell out roles and responsibilities for Spell out roles and responsibilities for

participants; and participants; and Be voluntary.Be voluntary.

Remember – mentoring isn’t always about Remember – mentoring isn’t always about “mentoring down.”“mentoring down.”

Mentoring Program Mentoring Program CharacteristicsCharacteristics

Voluntary RelationshipVoluntary Relationship Supported by the Organization (Formal or Supported by the Organization (Formal or

Informal)Informal) Occurs Between Experienced Person and Occurs Between Experienced Person and

One or More PersonsOne or More Persons Occurs Between Individuals Who Are Occurs Between Individuals Who Are

Generally Not In A Direct Supervisory Generally Not In A Direct Supervisory RelationshipRelationship

Focused on Interpersonal Support, Focused on Interpersonal Support, Guidance, Coaching and Role Modeling Guidance, Coaching and Role Modeling

The measure of success is not The measure of success is not whether you have a tough whether you have a tough problem to deal with, but problem to deal with, but whether it’s the same problem whether it’s the same problem you had last year.”you had last year.”

John Foster John Foster DullesDulles

QUESTIONSQUESTIONS