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Knowledge transfer or retention can be done in many different ways or combinations of ways. The objective of the Knowledge Transfer (KT) program is to capture the right knowledge and make it available to the people who need it, when they need it, and then make an assessment as to whether the right knowledge is consistently being used in the right way. The KT plan should not be designed to get the critical knowledge into the hands of only one immediate replacement; the goal is to make it available to a pool of potential replacement candidates.

The KT program presented here currently has five transfer models available. However, there are other choices that do not involve a model. For example, it may be best to eliminate or reduce the need for a particular "know how" by eliminating a task, replacing a rare or "non-standard" piece of equipment with standardized designs, or replacing equipment with devices that are easier to operate or maintain.

The urgency and criticality of certain knowledge loss could demand immediate action as an interim measure, such as hiring a temporary employee or a contractor if time does not allow for training a replacement. There is not a single right way to design your knowledge management plans. For one situation, one transfer model may work best; for another, a different model or combination of elements from different models may be best. Below is a list of all the current KT Models and their associated tools, which are solution strategies for many potential situations leading to loss of critical knowledge.

Knowledge Transfer Models

Communities of Practice (CoP) are groups of employees with a common interest or working practice that solve problems and issues through an informal network that includes knowledge experts.

Job Shadowing, Job Switching & Job Sharing are closely related models that describe ways to achieve a qualified pool of high-performing candidates for different roles within an organization.

The Knowledge Documentation & Job Aids model describes a process by which critical knowledge can be captured through different forms of documentation and the creation of job or performance aids.

The Mentoring models describe ways of pairing the experienced worker with an inexperienced worker in order to pass on critical knowledge and expertise.

The official OSP On-Line Learning Center and Training and Career Development websites give managers and employees many other tools for managing and gaining critical knowledge.

In order to cultivate a better-prepared workforce, use these tools to craft and design your own agency or unit-specific knowledge management solutions.