Transcript Knowledge Transfer Across Generations: Preserving Your

Welcome
Effective Knowledge Transfer:
3 Steps to Getting Your
Workforce on the Same Page
June 19, 2012
Our Presenters
Steve Trautman
Steve Trautman is corporate
America’s leading knowledge transfer
expert. For more than two decades,
he has provided executives at bluechip companies and those in the
nonprofit and public sectors with the
simplest, most relevant and quick solutions for
knowledge transfer. His pioneering work in the
field of knowledge transfer and related risk
management tools—which he began at Microsoft
in the early 1990s—is now the nationallyrecognized gold standard used by companies
ranging from Boeing to Nike, Kraft to Zynga. And
he continues to innovate. He has written two
books, speaks internationally, and provides
business leaders with consulting, presentations,
and executive retreats. He is known for his high
energy style that combines humor, street smarts,
and board room wisdom
7/21/2015
Charles Gillette, Knowledge
Anywhere President & CEO
Charlie founded Knowledge
Anywhere in 1998 and, under his
leadership as president and chief
executive officer, Knowledge
Anywhere has emerged as a leading
e-learning provider in the online-education
industry, through the development and
implementation of knowledge management
infrastructures for leading global corporations.
Gillette is credited with building a coveted team
of developers, technical writers and learning
experts, all focused on delivering superior results
in the burgeoning e-learning field. Gillette earned
valuable expertise and peer respect in a variety of
senior-level management positions in finance,
sales and marketing. In these roles, he emerged
as a forward-thinking leader, capable of
successfully leading his teams through significant
corporate growth.
2
Agenda
Welcome
Introductions
Why should we care ?
Steve
Closing
7/21/2015
3
Knowledge Anywhere Inc.
• History: Founded in 1998 by
Charlie Gillette
• Location: Headquartered in
Washington State with presence
throughout North America
• Core Competencies: Leader in
knowledge solutions with expertise
in corporate learning
• Employees: 45 full-time and
about 15 contractors for a total of
60
4
A Few Of Our Valued Clients
5
5
Why should we care about
Knowledge Transfer ?
• Nearing the exit of Baby
Boomers from work force
• Shortage of specific skill sets
• Average time on the job is in
decline
• Fortune 100 organizations are
no longer providing basic
training (IBM, Xerox, Pepsi,
Baxter, P&G…)
• Competing and collaborating
with a global work force
7/21/2015
6
What will this mean?
A greater need to transfer knowledge efficiently and effectively
Elevate new employees’ specific knowledge and competencies,
so they can positively contribute as quickly as possible
Harness the informal knowledge that is available
Look beyond traditional “training”
7/21/2015
7
Effective Knowledge
Transfer: 3 Steps to Getting
Your Workforce on the Same Page
Steve Trautman
Principal & Founder
Webinar
Outline
• Define Knowledge Transfer
• Connect to 70/20/10
• Tell some stories
• Provide tools you can use
• Answer questions
• Continue the conversation
9
What is
Knowledge
Transfer?
Knowledge transfer is more than just on-the-job
training. It is also replicating the expertise,
wisdom and tacit knowledge of critical
professionals in the heads and hands of their
co-workers.
In order to transfer knowledge you need to
know:
• What are the talent/skill risks?
• What is the priority?
• Who knows?
• Who needs to know?
• When is the risk going to be reduced?
CAN WISDOM BE TAUGHT?
You can’t replace the wisdom gathered over
many years, but you can reduce the amount of
time it takes someone to begin acting wisely…
11
RISK
Management
• How do you assess business risk?
–
Cash flow: with cash reserves or credit
–
Operations: capacity planning
–
Supply chain: alternate/multiple suppliers
–
Legal: contracts, insurance
• How do you assess “ready workforce”
risk?
–
Talent planning?
–
Headcount?
–
Demographic data?
–
Competency model?
–
Gut feel?
WHAT
keeps you
AWAKE
Select all the challenges that apply to you:

Onboarding new employees faster

Kicking off new projects and adding
resources to existing projects
Departing/retiring workers with critical and
unique knowledge (boomers and gen x or
gen y)
Cross-training to foster innovation,
consistency, flexibility and culture
Speeding recovery after reorganizations,
mergers and acquisitions
Deploying and managing contractors to a
standard
Defining roles and expectations within and
between teams

at night?




What Must
be Known?
Linear, Definable
•
•
•
•
•
•
•
•
Skills
Processes
Standards
Tools
Templates
Policies
Success metrics
Requirements
Your Secret Sauce!
History
Tribal Knowledge
Collaborative Team Issues
Customer Issues
Culture
Communication Strategies
Stories from the field…
15
How do you teach innovation, crafting and culture?
16
How will anyone be able to take over for the big boss?
17
Who is ready to build
an oil rig?
18
What happens when the expert
who picks the sugar retires?
19
Is there a right way to
sew a heart valve?
20
3- STEP
Knowledge Transfer Solution
1. Assess Risk
do we have enough bench strength for the critical areas
of expertise (“knowledge silos”) to deliver on our
strategy 12-36 months from now?
2. Create a Skill Development Plan
list the specific skills, wisdom and tacit knowledge that
must be transferred to measurably reduce risk.
3. Training
make it easy for experts to transfer knowledge on the
job, and for apprentices to take responsibility for their
own development.
Step 1: Knowledge Silo Matrix
Name
F
ilo
S
ilo
E
D
S
C
ilo
S
B
ilo
S
ilo
S
S
ilo
A
Team One
To assess risk, Start
with listing all of the
knowledge silos across
the top:
Silos are:
• Tools
• Platforms
• Products
• Processes
• Customers
• Regulations
• Job Functions
Add team
Name
F
ilo
S
ilo
E
D
S
C
ilo
S
B
ilo
S
ilo
S
S
ilo
A
Team One
Then add in the people
you want to include in
the risk assessment
exercise.
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
Organize them by team
(under one supervisor)
or by job family
(everyone with the
same job title
regardless of where
they work)
Note Experts (Mentors)
Name
Employee 1
Employee 2
Employee 3
F
ilo
S
ilo
E
D
S
C
ilo
S
B
ilo
S
ilo
S
S
ilo
A
Team One
For each silo, note in
purple those employees
who are doing the work
in a way you would
consider the “gold
standard.”
Employee 4
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
This is not just your
“best.” These are the
people you would like to
replicate or “clone.” Ok
to leave blank if no one
fits the bill.
Add Independent Workers
Name
Employee 1
F
ilo
S
ilo
E
D
S
C
ilo
S
B
ilo
S
ilo
S
S
ilo
A
Team One
For each silo, note in
green those employees
who are independently
and successfully doing
the work.
Employee 2
Employee 3
Employee 4
It is “good to be green.”
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
These are your “solid
citizens.”
Add Learners (Apprentices)
Name
F
ilo
S
ilo
E
D
S
C
ilo
S
B
ilo
S
ilo
S
S
ilo
A
Team One
Add in all of the people
who are actively learning
the silo by marking them
yellow.
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Employee 7
Yellow means they have
(or will have) a plan and a
deadline for learning the
silo.
Employee 8
Employee 9
Employee 10
Leave the matrix white if
the employee’s job doesn’t
include the silo.
Prioritize (1-5, 1 High)
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
F
S
ilo
S
ilo
E
D
C
S
ilo
B
ilo
ilo
S
Priority
S
Name
S
ilo
A
Team One
1
2
1
4
2
3
Prioritize each silo based
on these criteria:
• Importance to the
business strategy
• Current bench
strength relative to
need
• Availability in the
marketplace
• Time it would take to
train someone to take
over
• Likelihood of losing
current expert
Note Risk
S
ilo
F
E
S
ilo
S
ilo
B
ilo
S
ilo
S
ilo
S
Priority
D
Name
Silos that require
immediate attention
C
Note the risks in red.
A
Team One
1
2
1
4
2
3
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
Employees who are at
risk because of
• Overload
• Imminent departure
• Chance of failure
Exercise: Analyze the Risk
Employee 1
Employee 2
Employee 3
Employee 4
Employee 5
Employee 6
Employee 7
Employee 8
Employee 9
Employee 10
Chosen to Mentor
Independently Working
Actively Learning
Not Working in that Silo
Risk
F
S
ilo
S
ilo
E
D
C
S
ilo
B
ilo
ilo
S
Priority
S
Name
S
ilo
A
Team One
1
2
1
4
2
3
1. If you were going to spend
money on formal training,
where might you put it?
2. Why is employee 2 marked
red? What could be done
about it?
3. Why is employee 8 at risk?
4. What could be going on with
employee 5?
5. Employee 4 was shocked
because he thought he was
purple in Silo B. What might
have happened?
6. Why is Silo F at risk?
Step 2: Plan to Reduce Risk
Skill
Sequence Test Questions
Date
Write a …
1
1, 2, 3, 5
Resources
specific documentation at
10-May location…
Design a …
2
1, 2, 3, 8
17-May name of a mentor
Analyze…
3
1, 2, 3,
formal training date and
19-May time
Lead … meeting
4
3, 4, 7, 8, 14
25-May specific template…
Build a
relationship with
5
3, 4, 7, 8, 14
26-May link to webinar
Frame
Wisdom as
an Answer to
a Question
1. What are the steps and why does each
step matter?
2. What are the most common mistakes?
3. Who do you have to talk to and why?
4. How do you know when you’re over your
head?
5. How do you escalate and ask for help?
6. What are the rules and which ones can you
ignore?
7. How do you know if your work is good
enough?
8. What should you listen and look for?
Step 3: Teach the Experts to Teach
Provide specific tools that get to the heart of knowledge
transfer:
•
•
•
•
•
•
•
Clarifying communication techniques
Getting the “basics” right away
Explaining the “big picture”
Planning and preparing
Responding to learning styles
Testing to ensure knowledge transfer
Giving feedback
Step 1:
Step 2:
Step 3:
Cross Gen
KT Program
Attributes:
• Clear risk profile for a ready workforce
• Clear metrics and deliverables
• Role definition for teacher/master, learner and
manager and executives
• Framework for setting priority
• Plans for mitigating the risk
• Easy to explain including a common lexicon
• Supports international knowledge transfer
• Uncovers and transfers wisdom and tacit
knowledge
• Works cross-platform
• Customizable for individuals
• Scalable
34
Stay in the conversation:
Subscribe to our Knowledge Transfer Today blog
35
Questions?
Steve Trautman
www.stevetrautman.com
[email protected]
206.547.1775
LEARN MORE!
Download the White Paper
Knowledge Transfer: Preserving
Your Secret Sauce
www.stevetrautman.com
36