As local government organizations prepare for the departure of valuable staff, a major concern is how to preserve the knowledge seasoned employees have amassed. Knowledge Management is much more than simply having employees record their day-to-day know prior to leaving or retiring, Transferring, or re-purposing tacit knowledge, is essential for the continued high performance of your organization. Join us for this informational session where we will learn: - First steps to adopting a Knowledge Management program for your agency. - Eight proven ways for government organizations to identify, store, and transfer knowledge. - Elements of the workplace culture conducive to knowledge transfer To learn more about recruiting trends, join us at LinkedIn Talent Connect. Learn more here: http://bit.ly/2bTwzhG

1. Knowledge Management Transfer
for Government Agencies
Patrick Ibarra
The Mejorando Group
August 23, 2016

2. Patrick Ibarra
Former City Manager and
HR Director
Founder of The Mejorando Group
(925)518-0187
patrick@gettingbetterallthetime.com
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3. Poll question: Which type of
organization do you represent?
3
4. State Government
5. Federal Government
6. Other
1. City Government
2. County Government
3. Special District

4. The Numbers
• Only 13% of local government managers are under 40 while nearly 71% were
under 40 in the early 1970’s.
• Each day, 10,000 people turn 65 years of age. First time, millennials now
outnumber baby boomers in the workplace 76 million to 75 million.
Millennials comprise 1/3 of the current workforce at 53.5 million and by
2025 they will make-up 75% of the workforce.
• Average age of a local government employees is 44 compared to average age
of a private-sector employee which is 39.
• In 2014, 19% of government workforce reached age 61, the average
retirement age. By 2018, this figure rises to 28% of those working.
• 49% of local governments reported higher levels of retirement in 2013
compared with 2012.
• 22% had reported that employees had accelerated their retirements.
4

5. Recruiting
&
Selection
On-
Boarding
First
Day on
the Job
Career
Planning
Learning
& Dev.
Succession
Planning
Retention of
High
Performers
Knowledge
Transfer
Performance
Management
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6. 1. Size of workforce
2. Explosion of technology
3. Potential loss of tacit knowledge and
impact on service and operations
4. Competitive marketplace and
demographic changes – impacts on
recruitment and retention
5. Employee Retention not the same as
Knowledge Retention
6. Increasing service demands
Knowledge Transfer: Drivers
6

7. Terminology
7

8. Types of Knowledge
8

9. Knowledge Management
9

10. Foster
Culture
Minimize
Risk
Lower Costs
For Training
Goal of
Process
Minimize
Cost
K&S
Repositories
Bench
Strength
Knowledge Retention
10

11. Poll question: How satisfied are
you with your current knowledge
retention efforts?
1. Very Satisfied
2. Satisfied
3. Dissatisfied
11

12. Step 1. Identify Knowledge
•What knowledge is critical?
•Who has critical knowledge?
•What is your risk level?
•What does it look like?
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13. Apprentices &
Trainees
Interns
Communities of
Practice
Retire to
Rehire
Job Aids
On The Job
Training
Wikipedia
Storytelling
Expert
Interviews
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14. Expert Interviews
• Sessions where one or more people, who are
considered experts in a particular subject,
program, process, policy, etc., meet with
others to share their knowledge.
• Example: All levels
• Benefits
• When to use
• How to use
14

15. Poll: How likely are you to utilize
expert interviews?
1. Very Likely
2. Somewhat Likely
3. Unlikely
15

16. Apprentice, Trainees & Interns
• Formal arrangements where a person gains
practical experience or knowledge by
working for a prescribed period of time
under the supervision of more experienced
workers.
• Example: Field Training Officer – Police
• Benefits
• When to Use
16

17. Communities of Practice
• Is a group of individuals, sharing a common
working practice over a period of time,
though not necessarily a part of a formally
constituted work team.
• Example: Utilities – Field Workers
• Benefits
• Obstacles
• When to Use
17

18. Poll questions: How likely are you to
utilize communities of practice?
1. Very Likely
2. Somewhat Likely
3. Unlikely
18

19. Storytelling
• Organizational stories (i.e. anecdotes) and
future scenarios
• Example: Lunch and learn
• Benefits
• Obstacles
• When to use
19

20. Retire to Rehire
• Employees who retire, return to work in
same job
• Example – Several agencies using
• Benefits
• Obstacles
• When to use
• How to use
20

21. Poll question: Our organization is
currently using the retire to rehire
approach -
1. Yes
2. No
3. Don’t know
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22. Job Aids
• Include things such as checklists, flow diagrams,
reference tables, decision tree diagrams, etc., that
provide specific, concrete information to the user and
serve as a quick reference guide to performing a
task.
• Example – Several agencies using
• Benefits
• When to use
• How to use
22

23. On-The-Job Training
• Any kind of instruction that takes place at the
actual job site and involves learning tasks,
skills, or procedures in a hands-on manner.
• Examples – Entry level and non-supervisory
• Benefits
• Obstacles
• When to use
23

24. How satisfied are you with your
current on the job training programs?
1. Very satisfied
2. Satisfied
3. Dissatisfied
24

25. Wikipedia
• A wiki is a collaborative website that
provides an easy way for people to upload
and edit information online.
• Benefits
• Obstacles
• When to use
• How to use
25

26. 1. Continue your organization’s “way of
doing business”
2. Transfer high value knowledge
3. Minimize loss of knowledge
4. Build internal bench strength
5. Create knowledge repositories
6. Cohesive strategy
7. Systematic and replicable approach
Outcomes
26

27. Next Steps for You…
1. Create a sense of urgency
2. Appoint a knowledge champion
3. Start with “critical” knowledge
4. Begin on a small scale – Pilot
5. Move along multiple fronts
6. Leverage existing approaches
7. Provide help throughout the organization
quickly
27

28. Poll question: How likely are you to
pursue a knowledge transfer
program?
1. Very likely
2. Somewhat likely
3. Unlikely
28

29. Questions?
Change and organizational effectiveness consultants
Implement solutions improving organizational performance
Patrick Ibarra, Co-founder & Partner
patrick@gettingbetterallthetime
gettingbetterallthetime.com
www.linkedin.com/in/pibarra
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