2. Knowledge Retention Iowa Certified Public Manager Program Cohort #11 Team #1 Jake Anderson, Drake MPA Student Jeff Goerndt, Iowa DNR Connie Kinnard, Dallas County Frank Marasco, Polk County Phil Mescher, Iowa DOT
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29. “ Knowledge is the most important raw material of government; working with knowledge is its most important process; and knowledge is what citizens expect government to provide.” Thomas A. Stewart Editorial Director Business 2.0 Magazine Expected Outcomes
To date many organizations lack the effectiveness to manage organizational knowledge for many reasons: An organization fails to appropriately “value” its knowledge and protect it. Unable or not willing to identify critical knowledge Not giving workers an incentive to share knowledge Failure to employ knowledge management tools and technologies The major challenge for organizations remains developing a formal method to identify critical knowledge. And it is more than challenging to actively manage a critical asset if you cannot identify what that asset is.
Some of the barriers organizations face when finding solutions to knowledge retention techniques are: Budgetary Restrictions Short time horizons ( too little too late) A work culture that does not support a team orientation Workers who are hesitant to share their knowledge for fear of losing power The complexity of knowledge retention and lack of understanding where to begin There is no “One” department or person placed as responsible for knowledge retention Organizational size and characteristics: Too small, too, large, too spent out Etc. Generational conflicts: younger workers want access to mature workers knowledge, mature workers do not want to share knowledge fearing erosion in power.
The challenge then becomes one of FOCUS Focusing on the critical positions where knowledge loss is the greatest threat Identifying and prioritizing the specific knowledge and skills at risk Developing concrete, actionable responses to mitigate this loss
Conduct a Knowledge Loss Risk Assessment This is designed to identify positions or people where the potential knowledge loss is the greatest and most eminent. It includes ratings based upon two factors: Time until Retirement, and Position Criticality. This will provide the focus and identify the positions where steps to mitigate knowledge loss may be needed.
Conduct Interviews to identify potential knowledge loss areas During your Assessment, Focus on the importance of the knowledge, the rarity of the knowledge, and the difficulty of recovery.
Codification: Documentation and Procedures Checklists, Inventories, etc. Performance Support Systems Concept Mapping
Alternative Resources: Agency/site/department expert Rotational or “visiting” staff Multi-skilling or Cross-training Contracting, part-timers, retirees
Engineer it Out: Process Improvement Update Equipment “ Smart” tools and technology Eliminate tasks, product or service
Education and Training Classroom and Simulator Training Video-based and alternative educational delivery systems Coaching and Mentoring On the Job Training and Targeted Work Assignments Shadowing Apprenticeship Programs Provide Formal Education and Training Structured self-study and Mentoring Update/develop Documentation and Procedures
