The growth and development of people is the highest calling of leadership; Harvey S. Firestone
Performance Culture Strategic Planning Workforce Planning Recruitment, Selection, Succession Planning Performance Management, Rewards & Recognition, Work Environment Career Development, Diversity Management, Knowledge Transfer, Leader Development Retention Metrics
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Knowledge Sharing - Transferring intellectual capital

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Win-Win - Everybody benefits if
there is a
culture of knowledge sharing

INTRODUCTION

The purpose of this Companion Guide is to assist users in understanding potential problems created by the loss of critical organizational knowledge and expertise, and to provide them with core components and tools for implementing a Knowledge Transfer (KT) program. It is intended as a companion to the Option Models offered elsewhere on this site as solutions to knowledge loss.

This guide includes an overview that describes what knowledge transfer is and why it is important. It also describes the benefits derived from having a KT program, and has a list of possible obstacles and barriers to implementing a successful KT program, along with tips for overcoming them. Three steps to implementing a program are:

  1. Identify key positions and employees with critical knowledge at risk.
  2. Identify the content and type of knowledge in the position and held by the key employee, and determine the options to capture and transfer the critical knowledge and identify possible protégées.
  3. Monitor and evaluate the effectiveness of the KT plan and the tools used to establish the core components of a program.

Metrics used to assist in measuring and evaluating the success of the program are described. Once these core program actions have been identified and taken, users should choose a knowledge transfer option(s) or model(s) that best fits the type of knowledge to be transferred and the work environment.

Advisory #1 — This Companion Guide is a comprehensive document that details the core components of a Knowledge Transfer Program. Users are advised to adapt the guidelines to fit their individual work sites and agencies/universities. Modify the steps and tools to make them work for you. Some managers may find that they do not have the full support of top management for a complete Knowledge Transfer Program; however, there are tools and actions that can be taken at the first-line manager's level that will assist in solving the problem of critical knowledge loss. Adapt and adjust the program guidelines to fit your specific situation.

Advisory #2 — Much of the methodology presented in this guide has been adapted from the successful Tennessee Valley Authority's "Knowledge Retention Program," that has been referenced and adapted by many organizations as a best practice in knowledge retention. (See List of Works Cited)

Advisory #3 — This Knowledge Transfer Program is a part of the NC Office of State Personnel's HR Innovations Initiative. Phase I of this project includes this Companion Guide and seven Model Options. Phase II will list other Model Options. (See the Knowledge Transfer Practices model for possible future Models.)

Overview

What is Knowledge Transfer?

In his book, Lost Knowledge, David DeLong describes knowledge as the "capacity for effective actions or decision-making in the context of organizational activity". Lost knowledge would decrease this vital capacity and help undermine organizational effectiveness and performance. Knowledge Transfer is an organized process for:

  • Identifying key positions and people where potential knowledge loss is most imminent
  • Assessing the criticality of the potential knowledge loss
  • Developing a plan of action to ensure the capture of that critical knowledge and an appropriate method of transferring it

Why is it Important?

A significant percentage of the state's workforce is nearing retirement over the next ten years. These employees have acquired a tremendous amount of knowledge about how things work, how to get things done and who to go to when problems arise. Losing their expertise and experience could significantly reduce efficiency, resulting in costly mistakes, unexpected quality problems, or significant disruptions in services and/or performance. In addition, faster turnover among younger employees and more competitive recruiting and compensation packages add significantly to the mounting concern about the state's ability to sustain acceptable levels of performance.

 

What Are the Benefits of a Knowledge Transfer Program?

The ultimate benefit of a KT program is preventing critical knowledge loss by focusing on key areas. But the exercise itself has some immediate benefits:

  • Provides reusable documentation of the knowledge required in certain positions or job roles
  • Results in immediate learning and knowledge transfer when carried out by individuals who can either use the transferred knowledge themselves or have responsibility for hiring, training, mentoring, coaching or managing people within an organizational unit
  • Reduces the impact of employee departure
  • Integrates staffing, training, job and organization redesign, process improvements and other responses
  • Aids in succession planning
  • Prevents the loss of knowledge held only in employees' heads when they leave the organization or retire
  • Enhances career development