© kate andrews 2003 minimising knowledge risk from the retirement boom actkm forum 2003 dr kate...
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© Kate Andrews 2003
Minimising Knowledge Risk from the Retirement BoomactKM Forum 2003
Dr Kate Andrews
BDO Kendalls
kandrews@bdokendalls.com.au
© Kate Andrews 2003
In this session
• Knowledge Risk: What is the shape of the beast?
• What is being done?– Two case examples
• Going forward
© Kate Andrews 2003
Knowledge Risk
Knowledge Risk is the risk associated with the under-utilisation or loss of knowledge critical to organisational performance.
It matters to organisations because it impairs performance and results.
© Kate Andrews 2003
Contributors to Knowledge Risk
• Downsizing
• Outsourcing
• Restructuring
• Reduced corporate budgets
• Generation X preferences
Does this sound familiar?
And then we put the age demographics over the top…
© Kate Andrews 2003
Demographics - Just the Facts…
• 30% of APS employees 45 – 54 years old (compared with 19% a decade ago)
• 45 – 54 year olds are clustered at the higher classification levels – 69% of SES – 46% of Executive Level
• Likely departure of a significant proportion of the workforce (~23%) by 2008
Organisational Renewal: APS 2003
© Kate Andrews 2003
Is Effective Knowledge Transfer Occurring?
Both current and former employees are uncertain that their corporate knowledge is or was being transferred. This is true for executive and SES level and long-term staff
Organisational Renewal: APS 2003
© Kate Andrews 2003
Conclusion: Demographics in the APS
Finding ways to efficiently capture knowledge has become an imperative, given the increasing emphasis on ‘knowledge work’ in the public sector, and the risk posed to corporate memory through loss of employees
Organisational Renewal: APS 2003
© Kate Andrews 2003
Protecting Corporate Memory: The Obvious Questions…
• Do we have a problem?
• What is its magnitude? (What and when?)
• What can we do about it?
© Kate Andrews 2003
Protecting Corporate Memory: Do we have a problem?
Where does critical expertise lie?– Organisational structure chart– Who do others (in the organisation or
outside of it) go to for help? – Who contributes what to your core
processes?
© Kate Andrews 2003
Protecting Corporate Memory: What is the magnitude of the problem?
• What will be the impact on delivery of core services?
• What does our demographic data tell us about when the effects will be apparent?
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
• Highly specialised and differentiated skills
• Decentralised
• Points of knowledge sensitivity
• Typically long lag time for incoming staff member
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
A comprehensive separation pathway for planned exits
• Valuable position-specific information available for incoming staff member
• Knowledge sharing occurs• Opportunities to comment post-exit• Tangible assets appropriately managed
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
A comprehensive separation pathway for planned exits
• Valuable position-specific information available for incoming staff member
• Knowledge sharing occurs before exit• Opportunities to comment post-exit• Tangible assets appropriately managed
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
Codification
Update Position description to reflect your duties and responsibilities
Information Transfer Templates: 4 or 5 key issues that the incoming staff member will need to address
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
For each key issue
Where related information is located / stored
Key contacts on this issue
Frequently asked questions that call on your special expertise (and the answers): contacts related to these questions and answers
© Kate Andrews 2003
Case Example 1Knowledge-based Exit Process – State Government
Knowledge Sharing
Handover Discussion (recommended audio recorded and notation by handover partner)
Adding context to the information templates
© Kate Andrews 2003
Case Example 2Retaining Corporate Memory – Commonwealth Government
• Most senior staff now eligible for retirement
• Very limited documentation, skills development
• Pinpoint risk – develop strategies to transfer and retain
© Kate Andrews 2003
Case Example 2Retaining Corporate Memory – Commonwealth Government
• Too many knowledge kings and queens, not enough princes and princesses
• We rely too much on just a few people because there’s nowhere else to get the information
• Everyone is too busy to explain ‘why’
© Kate Andrews 2003
Case Example 2Retaining Corporate Memory – Commonwealth Government
• Quality, consistency and timeliness of service delivery is supported by authoritative complete information resources
AND• Work with expert staff to support knowledge
transfer and capability development (SME, coaching, communities)
© Kate Andrews 2003
Tools and Techniques
RiskIdentification
K mapping
K process mapping
Social network analysis
This is a sense-making process
© Kate Andrews 2003
Protecting Corporate Memory: Rule of Thumb
The longer you leave it to address the problem, the less options you will have and the more it will cost you! (Time, resources, knowledge sharing opportunities foregone, $)
Now Planned Exit
$ $ $
© Kate Andrews 2003
Tools and Techniques
TacitTransfer
Mentoring
Communities
Alumni
Coaching
Narratives
© Kate Andrews 2003
Tools and Techniques
Codification
Exit process
Annotated examples / guidelines
Methodologies
FAQs
SME for training, procedures
© Kate Andrews 2003
Going Forward
• Know your risk
• Think tacit and explicit
• Start soon
• Au revoir
• Embed and sustain
© Kate Andrews 2003
Comments and Observations?
Thank you
Kate Andrews
kandrews@bdokendalls.com.au
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