{"id":1003,"date":"2024-10-24T22:15:32","date_gmt":"2024-10-24T22:15:32","guid":{"rendered":"http:\/\/51.159.152.193\/blog\/?p=1003"},"modified":"2024-10-25T14:04:18","modified_gmt":"2024-10-25T14:04:18","slug":"critical-knowledge-transfer-within-companies","status":"publish","type":"post","link":"https:\/\/www.klarahr.com\/blog\/critical-knowledge-transfer-within-companies\/","title":{"rendered":"Critical knowledge transfer within companies"},"content":{"rendered":"\n[et_pb_section][et_pb_row][et_pb_column type=\u00a0\u00bb4_4&Prime;][et_pb_text]<p>We are currently in the midst of the \u2018baby-boomer retirement\u2019 phase: a period (from 2006-2025 in developed countries) where a significant number of people are retiring. This is not surprising, as it is the direct and predictable consequence of the post-war baby boom, as well as the increased life expectancy and declining birth rates.<br><br>Furthermore, we are confronted with an ever increasing need for new skills, as a result of changes such as the \u2018robolution\u2019 which refers to a robotic revolution (combining robot and revolution) and global digitalisation. Despite these changes brought about by technological and technical development, <strong id=\"\">knowledge that the older generation carries is just as important as ever<\/strong> and cannot simply be replaced by these sudden innovations. Their existing and <strong id=\"\">rare skills <\/strong>are<strong id=\"\"> crucial <\/strong>and allow teams and companies to function effectively. <strong id=\"\">Passing on these skills therefore needs to be done in a rigorous and careful manner.<br>\u200d<\/strong><\/p><h2><strong id=\"\">What exactly is this \u2018critical knowledge\u2019?<\/strong><\/h2><p>Sociologist Carole Ibos explains that critical knowledge means a <em id=\"\">\u201ccritical relationship to knowledge: instead of just accepting facts as given, concepts as fixed and the meaning of the world as clear, we question everything.\u201d<\/em> This critical knowledge represents <strong id=\"\">all of the expertise of departing employees<\/strong>, which <strong id=\"\">needs to be passed on to existing employees<\/strong> (and <strong id=\"\">newcomers<\/strong>).&nbsp;<\/p><p>To avoid losing the knowledge and expertise that the older generation acquired throughout their careers, <strong id=\"\">transferring this knowledge is essential.<\/strong> Failing to train newcomers would be a <strong id=\"\">considerable waste of time and energy,<\/strong> impacting both managers and employees.<\/p><p>\u200d<\/p><h2 id=\"\"><strong id=\"\">Actions to be taken&nbsp;<\/strong><\/h2><p id=\"\">Several simple and quick actions can be taken to ensure the effective transfer of knowledge. This can be divided into 3 steps:&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Define the \u2018critical knowledge\u2019 within your company and the experts possessing this knowledge<\/strong><\/h3><p id=\"\">Firstly, you need to <strong id=\"\">identify the actual skills<\/strong> to be passed on. To do this, <strong id=\"\">senior<\/strong> employees with the knowledge can create their <strong id=\"\">own knowledge maps<\/strong>. They could, for example, run <strong id=\"\">workshops<\/strong> where they can simplify and explain their knowledge.<\/p><p id=\"\">It is important to also target internal employees and managers on learner topics specifically relevant to them. <strong id=\"\">Clearly define what needs to be learned, by whom and by when<\/strong>; create a detailed <strong id=\"\">timeline<\/strong>.&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Put it into practice<\/strong><\/h3><p id=\"\"><strong id=\"\">\u200d<\/strong>Once the knowledge has been defined, as well as the learners and experts identified, the next step is to actually put the <strong id=\"\">process<\/strong> into place. It is up to you how you decide to roll out the process. For example, this could be through \u2018interdisciplinary workshops\u2019, where experts compare their respective knowledge with that of others, or they simply explain their knowledge. <strong id=\"\">Comparing ideas can allow employees to broaden their knowledge and if \u2018new talent\u2019 are allowed to have their say, this can provide a fresh perspective<\/strong>. The idea is to <strong id=\"\">make it routine for experts to be made to contribute<\/strong>, and so be put in the spotlight, in order to effect the transfer of these skills to learners.&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Validate and retain the knowledge<\/strong><\/h3><p id=\"\"><strong id=\"\">\u200d<\/strong>To ensure this critical knowledge continues to be passed on, <strong id=\"\">educational content can be recorded<\/strong> (videos\/podcasts\/documents\u2026), formalising it for future talent. Employees could create digital training modules. The objectives and outcomes can then be approved by those concerned (experts, new talent, senior employees).&nbsp;<\/p><p id=\"\">Another method which is becoming more and more common is <strong id=\"\">\u2018On-The-Job training\u2019<\/strong>, also known as <strong id=\"\">mentoring<\/strong>. It involves organising the <strong id=\"\">transfer of knowledge directly through practice, with guidance from the expert<\/strong>. This approach is particularly effective when using the <strong id=\"\">70-20-10 model<\/strong>, where the majority of learning happens on the job.&nbsp;<\/p><p id=\"\">This requires structuring the organisation around the subject of learning, with time specifically dedicated to the transfer of knowledge.<\/p><p>\u200d<\/p><h2 id=\"\"><strong id=\"\">Conclusion&nbsp;<\/strong><\/h2><p>Several articles have explained how the costs associated with the loss of expertise can be \u201cparticularly high\u201d (as mentioned in a survey conducted on business leaders, and led by the author of \u2018Critical Knowledge Transfer\u2019). Critical knowledge must not be lost and the only way to keep it alive is by passing it on to future generations.<\/p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n","protected":false},"excerpt":{"rendered":"<p><div class=\"et_pb_section et_pb_section_0 et_section_regular\" >\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_pb_row et_pb_row_0 et_pb_row_empty\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_pb_module et_pb_text et_pb_text_0  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div>We are currently in the midst of the \u2018baby-boomer retirement\u2019 phase: a period (from 2006-2025 in developed countries) where a significant number of people are retiring. This is not surprising, as it is the direct and predictable consequence of the post-war baby boom, as well as the increased life expectancy and declining birth rates.Furthermore, we [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":1064,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<p>We are currently in the midst of the \u2018baby-boomer retirement\u2019 phase: a period (from 2006-2025 in developed countries) where a significant number of people are retiring. This is not surprising, as it is the direct and predictable consequence of the post-war baby boom, as well as the increased life expectancy and declining birth rates.<br><br>Furthermore, we are confronted with an ever increasing need for new skills, as a result of changes such as the \u2018robolution\u2019 which refers to a robotic revolution (combining robot and revolution) and global digitalisation. Despite these changes brought about by technological and technical development, <strong id=\"\">knowledge that the older generation carries is just as important as ever<\/strong> and cannot simply be replaced by these sudden innovations. Their existing and <strong id=\"\">rare skills <\/strong>are<strong id=\"\"> crucial <\/strong>and allow teams and companies to function effectively. <strong id=\"\">Passing on these skills therefore needs to be done in a rigorous and careful manner.<br>\u200d<\/strong><\/p><h2><strong id=\"\">What exactly is this \u2018critical knowledge\u2019?<\/strong><\/h2><p>Sociologist Carole Ibos explains that critical knowledge means a <em id=\"\">\u201ccritical relationship to knowledge: instead of just accepting facts as given, concepts as fixed and the meaning of the world as clear, we question everything.\u201d<\/em> This critical knowledge represents <strong id=\"\">all of the expertise of departing employees<\/strong>, which <strong id=\"\">needs to be passed on to existing employees<\/strong> (and <strong id=\"\">newcomers<\/strong>).&nbsp;<\/p><p>To avoid losing the knowledge and expertise that the older generation acquired throughout their careers, <strong id=\"\">transferring this knowledge is essential.<\/strong> Failing to train newcomers would be a <strong id=\"\">considerable waste of time and energy,<\/strong> impacting both managers and employees.<\/p><p>\u200d<\/p><h2 id=\"\"><strong id=\"\">Actions to be taken&nbsp;<\/strong><\/h2><p id=\"\">Several simple and quick actions can be taken to ensure the effective transfer of knowledge. This can be divided into 3 steps:&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Define the \u2018critical knowledge\u2019 within your company and the experts possessing this knowledge<\/strong><\/h3><p id=\"\">Firstly, you need to <strong id=\"\">identify the actual skills<\/strong> to be passed on. To do this, <strong id=\"\">senior<\/strong> employees with the knowledge can create their <strong id=\"\">own knowledge maps<\/strong>. They could, for example, run <strong id=\"\">workshops<\/strong> where they can simplify and explain their knowledge.<\/p><p id=\"\">It is important to also target internal employees and managers on learner topics specifically relevant to them. <strong id=\"\">Clearly define what needs to be learned, by whom and by when<\/strong>; create a detailed <strong id=\"\">timeline<\/strong>.&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Put it into practice<\/strong><\/h3><p id=\"\"><strong id=\"\">\u200d<\/strong>Once the knowledge has been defined, as well as the learners and experts identified, the next step is to actually put the <strong id=\"\">process<\/strong> into place. It is up to you how you decide to roll out the process. For example, this could be through \u2018interdisciplinary workshops\u2019, where experts compare their respective knowledge with that of others, or they simply explain their knowledge. <strong id=\"\">Comparing ideas can allow employees to broaden their knowledge and if \u2018new talent\u2019 are allowed to have their say, this can provide a fresh perspective<\/strong>. The idea is to <strong id=\"\">make it routine for experts to be made to contribute<\/strong>, and so be put in the spotlight, in order to effect the transfer of these skills to learners.&nbsp;<\/p><p>\u200d<\/p><h3 id=\"\"><strong id=\"\">Validate and retain the knowledge<\/strong><\/h3><p id=\"\"><strong id=\"\">\u200d<\/strong>To ensure this critical knowledge continues to be passed on, <strong id=\"\">educational content can be recorded<\/strong> (videos\/podcasts\/documents\u2026), formalising it for future talent. Employees could create digital training modules. The objectives and outcomes can then be approved by those concerned (experts, new talent, senior employees).&nbsp;<\/p><p id=\"\">Another method which is becoming more and more common is <strong id=\"\">\u2018On-The-Job training\u2019<\/strong>, also known as <strong id=\"\">mentoring<\/strong>. It involves organising the <strong id=\"\">transfer of knowledge directly through practice, with guidance from the expert<\/strong>. This approach is particularly effective when using the <strong id=\"\">70-20-10 model<\/strong>, where the majority of learning happens on the job.&nbsp;<\/p><p id=\"\">This requires structuring the organisation around the subject of learning, with time specifically dedicated to the transfer of knowledge.<\/p><p>\u200d<\/p><h2 id=\"\"><strong id=\"\">Conclusion&nbsp;<\/strong><\/h2><p>Several articles have explained how the costs associated with the loss of expertise can be \u201cparticularly high\u201d (as mentioned in a survey conducted on business leaders, and led by the author of \u2018Critical Knowledge Transfer\u2019). Critical knowledge must not be lost and the only way to keep it alive is by passing it on to future generations.<\/p>","_et_gb_content_width":"","footnotes":""},"categories":[37],"tags":[36],"_links":{"self":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/1003"}],"collection":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/comments?post=1003"}],"version-history":[{"count":4,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/1003\/revisions"}],"predecessor-version":[{"id":1079,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/1003\/revisions\/1079"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/media\/1064"}],"wp:attachment":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/media?parent=1003"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/categories?post=1003"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/tags?post=1003"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}