{"id":3075,"date":"2026-02-17T09:30:00","date_gmt":"2026-02-17T09:30:00","guid":{"rendered":"https:\/\/www.klarahr.com\/blog\/?p=3075"},"modified":"2026-02-17T08:50:09","modified_gmt":"2026-02-17T08:50:09","slug":"skills-transfer-an-underestimated-operational-risk-in-service-roles","status":"publish","type":"post","link":"https:\/\/www.klarahr.com\/blog\/skills-transfer-an-underestimated-operational-risk-in-service-roles\/","title":{"rendered":"Skills transfer: an underestimated operational risk in service roles"},"content":{"rendered":"\n[et_pb_section fb_built=\u00a0\u00bb1&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_row _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">In service roles,<\/span><b> skills transfer<\/b><span style=\"font-weight: 400;\"> represents a major operational risk that is still too often underestimated. This strategic requirement directly affects the quality of the customer experience, business continuity and the real autonomy of local teams. Without structured transfer, performance weakens \u2014 even in the most well-resourced <\/span><b>organisations<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A restaurant slowing down after the departure of a key chef. A <\/span><b>regional insurance agency<\/b><span style=\"font-weight: 400;\"> losing advisory quality after a poorly prepared<\/span><b> internal move<\/b><span style=\"font-weight: 400;\">. A local authority facing a service disruption due to a lack of <\/span><b>handover <\/b><span style=\"font-weight: 400;\">in a technical role. These situations, seemingly ordinary, share one thing in common: <\/span><b>skills transfer<\/b><span style=\"font-weight: 400;\"> left to chance.<\/span><\/p>[\/et_pb_text][et_pb_heading title=\u00a0\u00bbEnsuring service continuity\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh2&Prime; title_text_color=\u00a0\u00bb#001F45&Prime; custom_margin=\u00a0\u00bb50px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">In service roles, <\/span><b>skills <\/b><span style=\"font-weight: 400;\">are context-specific. They are exercised within a specific place, context, relationship and territory. These skills are acquired through experience, strengthened through <\/span><b>practice<\/b><span style=\"font-weight: 400;\">, and passed on through proximity and human interaction.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Research on knowledge transfer clearly distinguishes between:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">explicit knowledge (procedures, tools, formalised rules),<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">and tacit knowledge, derived from experience, professional judgement and mastery of complex situations.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">These tacit forms of knowledge are precisely the hardest to transfer, yet also the most critical for operational performance and user or customer satisfaction. When they are not transferred, they disappear. And with them, part of the value created by the <\/span><b>organisation <\/b><span style=\"font-weight: 400;\">or <\/span><b>public organisations <\/b><span style=\"font-weight: 400;\">\u2014 a decisive factor in the quality of the service delivered.<\/span><\/p>[\/et_pb_text][et_pb_heading title=\u00a0\u00bbWhy skills transfer determines service quality\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh3&Prime; custom_margin=\u00a0\u00bb50px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">Service delivery relies on deeply embedded, experience-based know-how. An experienced employee knows how to respond to unexpected situations, adapt their approach and prioritise actions in the field. This knowledge is not always written down, rarely formalised and often tacit. Yet it is critical.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In many organisations, initial training and procedures are not enough. Interns, new hires or employees moving internally learn mainly through observation, mentoring and on-the-job guidance. When this natural process is not supported by a structured approach, the real level of competence across teams becomes uneven. The impact is immediate on the customer experience, as well as on business continuity.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">How many network directors realise, too late, that they were relying on isolated experts rather than truly autonomous teams. This phenomenon is frequently observed during:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">unanticipated departures,<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">poorly prepared internal moves,<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">or rapid workforce turnover.<\/span><\/li>\n<\/ul>[\/et_pb_text][et_pb_heading title=\u00a0\u00bbAn issue intensified by changes in the nature of work\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh3&Prime; custom_margin=\u00a0\u00bb50px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">The current context heightens the risk. Retirements, turnover, new ways of working, increased professional mobility. In<\/span><b> large organisations as well as in local public authorities<\/b><span style=\"font-weight: 400;\">, the question is no longer whether skills will be lost, but when \u2014 and with what level of preparation.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The regulatory framework itself underlines the importance of this transmission.<\/span><span style=\"font-weight: 400;\"><br \/><\/span><span style=\"font-weight: 400;\">Across many jurisdictions, employers are expected to maintain and develop employees\u2019 employability. This responsibility includes not only training actions, but also the effective<\/span><b> transfer of critical skills <\/b><span style=\"font-weight: 400;\">over time.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In the public sector, responsibilities are often distributed across multiple levels of government and public bodies. Over time, reforms and reorganisations have multiplied transfers of responsibilities between central authorities, regional entities and local organisations. Each transfer of responsibility brings a human and operational challenge: ensuring continuity of public service through the effective transfer of know-how.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">This transmission also acts as a direct lever for <\/span><a href=\"https:\/\/www.klarahr.com\/uk\/projects.html\"><span style=\"font-weight: 400;\">skills development<\/span><\/a><span style=\"font-weight: 400;\"> among those involved. By taking ownership of practices, operating frameworks and partnership dynamics, teams strengthen their ability to act autonomously and consistently.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The resulting skills development directly shapes the effectiveness of public action and service delivery. It enables <\/span><b>social programmes<\/b><span style=\"font-weight: 400;\">, <\/span><b>economic initiatives<\/b><span style=\"font-weight: 400;\"> and <\/span><b>sustainability efforts<\/b><span style=\"font-weight: 400;\"> to be adapted to local realities, while ensuring continuity over time.<\/span><\/p>[\/et_pb_text][et_pb_divider color=\u00a0\u00bb#F79699&Prime; divider_weight=\u00a0\u00bb3px\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb background_color=\u00a0\u00bbRGBA(255,255,255,0)\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][\/et_pb_divider][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_heading title=\u00a0\u00bbWhen the absence of skills transfer weakens the organisation\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh2&Prime; title_text_color=\u00a0\u00bb#001F45&Prime; custom_margin=\u00a0\u00bb||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">The classic mistake is to assume that <\/span><b>this transmission<\/b><span style=\"font-weight: 400;\"> will happen \u201cnaturally\u201d. Without structure, transmission depends on individuals. It becomes uneven and, at times, risky.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A common example in service roles: a recognised<\/span><b> expert lead <\/b><span style=\"font-weight: 400;\">leaves their position. No mentor has been appointed, no learning guide has been formalised, no skills tracking tool has identified what needed to be transferred. The newcomer learns on the job, under pressure. Quality declines, customer relationships become strained, and the team compensates as best it can.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In local authorities, the pattern is similar. A local government officer responsible for a complex scheme leaves after many years in the role. Knowledge of the local network, implicit rules and room for manoeuvre disappears. Service continuity is threatened, despite procedures that are fully compliant with the law.<\/span><\/p>[\/et_pb_text][et_pb_heading title=\u00a0\u00bbStructuring skills transfer without dehumanising\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh3&Prime; custom_margin=\u00a0\u00bb50px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">Structuring does not mean rigidifying. It means making what matters visible. Identifying critical skills, distinguishing between what belongs to general principles and what depends on local context, and organising explicit moments of knowledge transfer.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Several levers are well known, yet still underused:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">skills mapping through a <\/span><a href=\"https:\/\/www.klarahr.com\/uk\/skills-monitoring\/data-visualisation.html#matrice-competences\"><span style=\"font-weight: 400;\">skills matrix<\/span><\/a><span style=\"font-weight: 400;\">, to make the real state of know-how visible and anticipate departures;<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">mentoring and tutoring, particularly for new hires, interns or employees in transition;<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">ongoing skills tracking, to assess what has actually been acquired, transferred or is at risk;<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">integrating skills transfer into training and development plans, rather than treating it as a one-off action.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">These practices reflect a simple principle: skills are a flow. They either circulate, or they fade away.<\/span><\/p>[\/et_pb_text][et_pb_divider color=\u00a0\u00bb#F79699&Prime; divider_weight=\u00a0\u00bb3px\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb background_color=\u00a0\u00bbRGBA(255,255,255,0)\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][\/et_pb_divider][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb][et_pb_heading title=\u00a0\u00bbA strategic issue, not just an HR one\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh2&Prime; title_text_color=\u00a0\u00bb#001F45&Prime; custom_margin=\u00a0\u00bb0px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">Reducing<\/span><b> skills transfer<\/b><span style=\"font-weight: 400;\"> to a training issue would be a mistake. It involves senior leadership, frontline management and organisational culture. It challenges the collective ability to secure what creates the value of the service delivered.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In service roles, local performance depends less on tools than on teams\u2019 ability to act autonomously, within a shared framework. This autonomy cannot be improvised. It is built through transmission.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And then?<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Organisations that take this issue seriously start by asking the right questions: which skills are truly critical? Where are they held? What happens if those people leave tomorrow?<\/span><\/p>[\/et_pb_text][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb text_text_color=\u00a0\u00bb#FFFFFF\u00a0\u00bb link_font=\u00a0\u00bb||||on||||\u00a0\u00bb link_text_color=\u00a0\u00bb#FFFFFF\u00a0\u00bb background_color=\u00a0\u00bb#E5554F\u00a0\u00bb custom_padding=\u00a0\u00bb18px|26px|18px|26px|true|true\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">To take the reflection further, content on intergenerational skills or on the role of <\/span><a href=\"https:\/\/info.klarahr.com\/data-and-ai-in-skills-management\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">data and AI in skills management<\/span><\/a><span style=\"font-weight: 400;\"> provides useful insights, particularly on how to make this transfer measurable and sustainable. At its core, skills transfer is a condition for continuity, retention and performance \u2014 today and tomorrow.<\/span><\/p>[\/et_pb_text][et_pb_heading title=\u00a0\u00bbFAQ \u2013 Skills transfer\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_level=\u00a0\u00bbh2&Prime; title_text_color=\u00a0\u00bb#001F45&Prime; custom_margin=\u00a0\u00bb0px||10px||false|false\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;][\/et_pb_heading][et_pb_toggle title=\u00a0\u00bbDoes skills transfer only concern retirements?\u00a0\u00bb open_toggle_text_color=\u00a0\u00bb#E5554F\u00a0\u00bb closed_toggle_background_color=\u00a0\u00bb#FFFFFF\u00a0\u00bb icon_color=\u00a0\u00bb#F79699&Prime; toggle_icon=\u00a0\u00bb&#x3b;||divi||400&Prime; open_icon_color=\u00a0\u00bb#E5554F\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_text_color=\u00a0\u00bb#001F45&Prime; hover_enabled=\u00a0\u00bb0&Prime; border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb border_color_all=\u00a0\u00bb#F79699&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">No. It applies to all forms of mobility, whether internal or external, as well as the integration of new profiles.<\/span><\/p>[\/et_pb_toggle][et_pb_toggle title=\u00a0\u00bbCan the effectiveness of skills transfer be measured?\u00a0\u00bb open_toggle_text_color=\u00a0\u00bb#E5554F\u00a0\u00bb closed_toggle_background_color=\u00a0\u00bb#FFFFFF\u00a0\u00bb icon_color=\u00a0\u00bb#F79699&Prime; toggle_icon=\u00a0\u00bb&#x3b;||divi||400&Prime; open_icon_color=\u00a0\u00bb#E5554F\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_text_color=\u00a0\u00bb#001F45&Prime; hover_enabled=\u00a0\u00bb0&Prime; border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb border_color_all=\u00a0\u00bb#F79699&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">Yes, through indicators of proficiency, autonomy and operational continuity, provided there is structured tracking in place.<\/span><\/p>[\/et_pb_toggle][et_pb_toggle title=\u00a0\u00bbWhy are service roles more exposed?\u00a0\u00bb open_toggle_text_color=\u00a0\u00bb#E5554F\u00a0\u00bb closed_toggle_background_color=\u00a0\u00bb#FFFFFF\u00a0\u00bb icon_color=\u00a0\u00bb#F79699&Prime; toggle_icon=\u00a0\u00bb&#x3b;||divi||400&Prime; open_icon_color=\u00a0\u00bb#E5554F\u00a0\u00bb _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb title_text_color=\u00a0\u00bb#001F45&Prime; hover_enabled=\u00a0\u00bb0&Prime; border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb border_color_all=\u00a0\u00bb#F79699&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<p><span style=\"font-weight: 400;\">Because skills in these roles are closely tied to experience, relationships and local context, making them harder to formalise.<\/span><\/p>[\/et_pb_toggle][et_pb_text _builder_version=\u00a0\u00bb4.27.4&Prime; _module_preset=\u00a0\u00bbdefault\u00a0\u00bb hover_enabled=\u00a0\u00bb0&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb theme_builder_area=\u00a0\u00bbet_body_layout\u00a0\u00bb sticky_enabled=\u00a0\u00bb0&Prime;]<blockquote>\n<p><span style=\"font-weight: 400;\">Sources :<\/span><\/p>\n<p><a href=\"https:\/\/www.oecd.org\/en\/publications\/oecd-skills-outlook-2025_26163cd3-en.html\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">OECD Skills Outlook 2025<\/span><\/a><\/p>\n<p><a href=\"https:\/\/www.oecd.org\/en\/topics\/digital-transformation.html\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Digital transformation<\/span><\/a><\/p>\n<p><a href=\"https:\/\/lumsa.it\/sites\/default\/files\/UTENTI\/u95\/LM51_ITA_The%20Knowledge-Creating%20Company.pdf#:~:text=Ikujiro%20Nonaka%20is%20a%20professor%2C%20emeritus%2C%20of,Dynamics%20of%20Innovation%20%28Oxford%20University%20Press%2C%201995%29\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">The knowledge-creating company<\/span><\/a><\/p>\n<\/blockquote>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n","protected":false},"excerpt":{"rendered":"<p>In service roles, skills transfer represents a major operational risk that is still too often underestimated. This strategic requirement directly affects the quality of the customer experience, business continuity and the real autonomy of local teams. Without structured transfer, performance weakens \u2014 even in the most well-resourced organisations. A restaurant slowing down after the departure [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":3038,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[38],"tags":[36],"_links":{"self":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/3075"}],"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=3075"}],"version-history":[{"count":3,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/3075\/revisions"}],"predecessor-version":[{"id":3079,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/posts\/3075\/revisions\/3079"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/media\/3038"}],"wp:attachment":[{"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/media?parent=3075"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/categories?post=3075"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.klarahr.com\/blog\/wp-json\/wp\/v2\/tags?post=3075"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}