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| Date post: | 23-Jun-2015 |
| Category: |
Business |
| Upload: | heatherjhughes |
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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 [email protected] Tel 250-857-5833
Want more information?
