When Do You Address Knowledge Transfer?
I spent a day recently consulting with the leaders of a large defense contractor. One of the topics that kept raising its head amid other discussions was the issue of knowledge transfer. As I have visited with professionals in a variety of industries over the past year, this issue has become the talk of many meetings. The typical conversation goes something like this:
"We’re looking at a lot of retirements in the next several years."
"What are you doing to preserve the knowledge that these coming retirees possess?"
"Well, we’ve certainly thought about it a lot. But right now there just too much on the plate. We will get to it."
As a result, many organizations have realized that critical people are about to leave and no one has captured what they know. As these individuals depart, many are hired back as consultants to advise those still on the job. So they end up collecting retirement and a monthly fee for what they used to do, but for more money and less hours. In some cases, the company will give them a stipend and a cell phone and they field phone calls from the golf course or favorite fishing hole.
While these approaches can serve as adequate stop-gaps, they do not address the challenge of capturing and preserving the native knowledge essential to the organization’s survival. Eventually, the retirees really do retire or are unable to fulfill this role. Besides, the financial burden these practices place on the bottom line is significant.
The process of knowledge transfer can appear intimidating. First, you have to capture the knowledge. Second, you have to verify that what you’ve gathered is accurate and still relevant. Third, you have to store it in such a way that it is secure and accessible. Finally, you have to deliver it to those who need to learn it in such a way that it is available on-demand and engaging enough for young digital minds to embrace. All of this can be too much to contemplate in an environment where we’re all being asked to do more with less.
But time is of the essence. Some industries, such as utilities, expect to see 50% of their skilled workforce depart by 2020. State and federal agencies are facing similar rates of retirement. While the overall task can appear large, it is important to raise awareness beginning today. After all, most people working for you have not stopped to consider what’s involved with transferring knowledge from one generation to the next.
The Center offers two great resources for fostering the process of everyday knowledge transfer. Knowledge Transfer and the Emerging Generations Special Report, will help you stay ahead of the competition by giving you insight on the central issues and challenges relating to the transfer of knowledge. The second resource, a webinar called Fostering Everyday Knowledge Transfer, will explain a practical approach to getting started.
We also offer seminars and presentations on this subject that are designed to meet your organization’s specific needs. Contact Bob to consult about your first steps in planning and implementing your knowledge transfer process.
Case Study
I manage a distribution center for a consumer products manufacturer. Managing the use of cell phones has become one of our biggest headaches within the facility. In the office, everyone seems to be walking around with their eyes on a mobile screen. In the warehouse, my supervisors have to patrol the out-of-the-way places to make sure someone’s not leaning against a rack catching up on Facebook. While it seems to be more prevalent with our young employees, the world seems to revolve around these devices and I’m convinced it’s hurting our productivity. I know I can’t ban them, but what do I do?
Anyone managing people these days seems to be faced with this dilemma. You’re correct in saying that you really can’t ban them. I tell employers all the time, "Don’t play Whack-A-Mole with the smart phones because the moles will win every time!"
That said, there are ways to manage smart phone use on the job. It just takes some planning and education. I recommend five steps:
Evaluate – Consider the roles that mobile technology currently plays within the organization’s daily practices. Make a list of the ways that its use runs counter to organizational effectiveness and productivity. The more metrics you can attach to this the better. A company can waste $175,000 per year in social-media-related labor expenses, if their 200 employees spend an average of 15 minutes on their devices daily. Quantifying lost productivity with a dollar value of tends to get everyone’s attention.
Establish – Develop a written protocol for both business and personal use of mobile devices during organizational time. Elements of this protocol should include communication with: employees, vendors, family, friends, media, and all others with whom the staff interacts. It should also address issues such as sharing proprietary information, gossiping, criticizing company policies and personnel, offensive language and content.
While it is impossible to create a protocol that is all-encompassing, your purpose here is two-fold: 1) To promote awareness of the issue and its nuances, and 2) To go on record that there are limits to the use of personal mobile devices in the work place. I would argue that in your situation it is possible to draw a distinct line between those who are performing managerial, professional or supervisory duties and those who are filling orders in the warehouse.
Collaborate – Once the protocol has been developed, assemble a cross-generational team for input and for developing investment in the outcome. This is critical to avoid a cultural response of "not invented here." Include representatives from both the warehouse and office. While those in the warehouse may not be pleased that their use will be more limited to breaks and such, including them in the discussion will give them the "street cred" to support it on the warehouse floor. I suspect team leads or those in a similar position would be good candidates for this gathering.
Communicate – All staff should receive the same message that balances rules with reasoning. EVERYONE should clearly understand the impact of improper use on productivity, perceptions of customers and visitors to the facility, and regard for co-workers. It is important that the message is communicated consistently but it is critical that employees have a chance to ask questions and respond.
I would advise introducing this in an all-hands meeting for each shift. Begin by acknowledging that mobile phone use has become a distraction and drain on resources. Use the metrics you’ve gathered to buttress your point. Explain that the protocol has been vetted by a team of people within the facility to ensure that it is reasonable. Distribute copies of the protocol and review it briefly.
Then open the floor to questions. You’ll probably get a few funny or smart-ass comments, and a few questions which go to the "letter of the law." I would tell those asking the questions that your intent is for them to follow the spirit of the protocol rather than to seek exceptions. Reiterate that this in response to distractions in the workplace and concerns about lost productivity, which impacts the bottom line.
Keep the meeting short, 20 minutes or less.The implementation will evolve over time. Don’t try to anticipate every little exception that may arise. Tell them that supervisors are being asked to use their common sense.
Enforce – Consistency among supervisors is also a key to reasonable enforcement. Supervisors should be encouraged to use their discretion rather than relying on an appeals process of some sort through human resources, senior management or some other administrative avenue. The risk you run is creating an adversarial relationship with those who live to connect with others.
With Millennials used to sending more than 100 texts per day, it’s easy to understand that they may find the adjustment most challenging. That said, you are running a business and they need to accept the fact that personal use of a mobile device on the job is at the company’s discretion. But make it an on-going conversation rather than decree. Mutual respect for others is crucial.
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