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Activity:
113 views;
last activity : 06 17 2012 01:39:19 +0000
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Proper Knwoledge transfer
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documentation
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Develop GROUP dynamics
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Knowledge Management
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Intangible domain knowledge is more important than tangible domain knowledge.
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Develop an efficient second line
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Succession Planning
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second in command must be always kept to maintain the rythm .
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Listen, analyse and act
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Added idea
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Develop GROUP dynamics
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Early detection, timely accommodation
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a proper handover and complete back up of his/her work
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A Proper Process for Exit Cases
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creating the environment to share and build the knowledge transfer platform.
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Develop more SME's
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Give Ownership of Work
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Develop the team under the knowledgeble Person.
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Develop Second Line of management
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I think a proper knowledge transfer should happen here...take inventory of those who are, or soon will be, retiring, people with special knowledge of products, services and/or customers from those who are leaving and also insight about their work processes/workflow from these departing individuals. |
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yes, to some extent knowledge transfer, giving proper importance/weightage to the talented pool and proper recognition with pay package is more important to retain the talented lot.
Well said Mr.Anand.
Yes Anand I agree in order to go up whether for company or individual it is important to transfer the the knowledge properly for the benefit of all.
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Knowledge capture is a very specialised profession by itself. Documentation of knowledge acquisition and capture are the key aspects. When a company is properly process driven which captures all knowledge and learnings, such knowledge transfer is easily done.
In the final analysis, it all depends on how well process developed and driven the organization is. In short organizational maturity.
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s...indeed..proper process is the key.
Proper documentation is the best way to protect the business from attrition related issues like information gap. Once the process and procedures are documented, it becomes easier for the successor to follow it and improve it if required. database management is also required along with this.
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It will remain bane of any organization.However,IT enabled companies can stop the rot and retain the knowledge.The employees must work in unison and share experiences so that in case one departs, the next in the group can fill the gape. |
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I agree that working in unison is important and beneficial. There are many things that can be said and done about this but it's good to have documentation and good methods of knowledge transfer.
~Business Management Consulting Services
CEO Business Management Solutions www.CEOBusinessManagementSolutions.com
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Nowadays KM has become a big aspect of management , and most good companies have KM on their corporate website , so that the corporate body of knowledge keeps growing , and new entrants find it much easier to tackle problems instead of reinventing the wheel. This can be an internal resource. As an external resource , companies also have a Knowledge Base website , and product forums where both company employees and customers can contribute their knowledge and experiences to not only add to everyone's knowledge , but also indirectly , promote the products.
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Knowledge management is the apt method to retain the knowledge base of the top talent who would want to quit. Knowledge transfer is a continuous process and cannot take place over night. The best way to extract such knowledge is to develop a number of case studies within the organisation revolving around the problems reported across the board and the solutions arrived. A number of open source applications are available in the public domain, or the organisations can look for developing one as per the requirement. The outgoing talent can in no way claim copyright or IPR for the knowledge stored for the period he served the organisation for which compensation for his services are meted out by the organisation!
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I would like to reiterate that knowledge has two parts like that of a coin.One is domain knowledge which is tangible and the other is the process knowledge which is intangible.The intangible knowledge is what that matters in productivity and that always remain with the people who are part of the organisation.
over the years the experience curve that has improved the process nuances in an individual employee is always with the individual.This Intangible knowledge cannot be extracted as it stays with the individual as such.
once a person leaves he takes it along with him and the organisations losses it.
In this advance technology it is very difficult to capture all the intangible knowledge and have a repository of it.
The best jobs are done by people with best intangible domain knowledge and not just with normal processes and knowledge domain that would have been documented.
hence one has to see the that such talented person should in any case not leave the organisation as much as possible.
if one think that there are many people available at a cost that could be less ,but it could not make up the loss of a person with the intangible knowledge taht makes the difference in growth.
In other words i would like to compare the intangible knowledge with wisdom and not just knowledge alone.
One may decide what one should have to keep the talent and as well as the intangible domain knowledge.
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Very true and a very realistic point of view.
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Atleast two people should know how to perform any task - technical, business, operational or anything. One of the persons should go on an extended vacation - say two to three weeks - compulsorily so that the other person gets to handle this job. Hands-on training.
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Very correctly said & is the best option to retain knowledge, when top talent departs.
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1. Development of team: If the company relies on team building instead of depending on individual there will be less pain when top talent departs. 2. Proper and safe documentation: Proper and safe documentation of details and salient features of various processes and products help continuity. 3. Succession Planning: This is of vital importance for all organizations. All top leaders and talent will leave the organization on retirement or on availability of better opportunities elsewhere. An early identification of successor,his proper grooming and placement with the top leader/talent at the earliest and well before his planned departure is essential. |
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aAsecond in command must be always kept to follow a good leader,this can result in maintaining the rythm of work . This is the only to wayout.
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If top talent is leaving the organisation one has to first understand the reasons behind this decision. Usually it will be either because of a bad boss or less remuneration. If it is a bad boss, HR should get into the details in an unbiased manner and take necesarry action. If it is remuneration, then they ought to be compensated in line with the market.
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The company should create a clean enviornment and feedback practice which will help preserve the human talent. Even in the feedback session both the pearty should neither behave like a Man nor like a Woman rather they should behave like a Human.
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It will remain bane of any organization.However,IT enabled companies can stop the rot and retain the knowledge.
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An organisation must have effective systems in place to have ability and speed to identify talent, effectively deal, utilise as also transfer of knowledge. Timely recognition helps retention. |
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a proper handover and complete back up of his/her work before the employee leaves
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There has to be a proper documented process on what to do when an employee puts in his papers. specially if he is at a higher level. Some of these can include but not be limited to the following: 1.) Identification and placement of an replacement immediately. 2) Proper documentation of all current files that are being handled by the chap. 3.) Identification by name of all subordinates who are reporting to him, what work they do, and what is the status of the same. 4.) List of "external Customers", what is the deliveries, what are the commitments. 5.) Possible problems envisaged and how to handle the same. 6) Immediate take-over of the new hand, with the exitee in a possibly only in an advisory role. This should be mandatory atleat during the last half of the notice period.
Unfortunately, in most cases, the employee leaves and it is only sometime after he has left that the need for a replacement is thought of.
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Majority of the time talented people hesitate to share, as they feel once it is transferred to second line, they loose their importance, hence they become holders, they don't share, the organisation has to create the environment for knowledge transfer and has to acknowledge it.
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Organization should develop more Subject Mater Experts (SME) to have seamless operations...
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It is a big thing.choose right Candidate, groom it give Ownership of Work.Freedom & Satisfaction of Work & Life.
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We should develop the teams under the experience person. It will give the support to the management to retain the knowlede base, sharing the knowledge with the people is important to retain the part in the organisation.
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Whenever you have top talent in your organisation, develop a second line of management.. which takes over in case of loss of top talent unexpectedly.
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Take day as it comes, who knows if there will be a tomorrow or not! |
Mam it might not make sense for highly qualified people but it does make sense for few who are still to reach that height. |
Tolerance is good sometimes but not always .. revenge is truly a sign of cowardice. Nice thought for the day sir ! |