Lost Knowledge

confronting the threat of an aging workforce
introducing
LOST KNOWLEDGE
This presentation by: James W. Crowson, M.P.A. 3/8/13
Lost Knowledge
Knowledge retention Practices
PowerPoint Presentation in 3 parts

Knowledge loss
1 2 3
Knowledge Retention Strategies
Click the speaker for a 60 second message
3/8/13
Knowledge Loss
Secti on
Learning Outcomes: Define knowledge and lost knowledge. Define knowledge retention. Discuss the strategic impact of knowledge loss. Explain the strategic framework for knowledge retention.
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Knowledge and Lost Knowledge Defined

Knowledge is capacity to take
effective action and/or make decisions in the context of organized activity.

Lost knowledge is a decreased ability
to act effectively or make decisions in an organization.

Ex: Leaders of the US nuclear enterprise
worried about losing highly specialized knowledge of building and testing nuclear weapons. Ex: A bankrupt company that the US Air Force formerly depended on to build spare parts for a weapon system. Ex: A sales representative who dies rights before a small company gets their biggest sale ever that could have put them on the 3/8/13 map.
DeLong, 2004, p. 21
Knowledge Retention Defined

Knowledge Retention comprises
three activities: acquisition, storage, and retrieval.

Acquisition means the practices,
processes, and routines to place knowledge into a state of reuse.

Storage means processes, facilities, and
entities that keep knowledge until required for use.

Retrieval means routines, systems, and
behaviors used to access knowledge.

Ex: Taken together these three
activities characterize organizational 3/8/13 memory.
DeLong, 2004, pp. 23-25
Strategic Impacts Following is information that

At which level of an organization has knowledge been lost? - individual - group or team - organization level
must be understood about the strategic impact of knowledge loss?
Examples of strategic threat of knowledge loss: - Ability to grow is threatened - Providing an advantage to a 3/8/13 competitor
DeLong, 2004, p. 26
A Strategic Framework for Action

An organization with highly qualified personnel leaving for various reasons take knowledge with them out the door. A strategic framework must be created to retain this knowledge before it leaves.
Knowledge transfer; HereIT applications to capture, store & share are four highly effective methods: 2. knowledge; 3. Human resources processes and practices; and DeLong, 2004, pp. 4. Knowledge recovery initiatives. 3/8/13
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43, 48
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Takeaway Lost knowledge translates Points

Knowledge retention requires 3 parts: acquisition, storage, and retrieval. The strategic impact of knowledge loss can occur at any level: individual, group, or organizational. Having a strategic
into reduced capability to act efficiently and/or make decisions for the organization.
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learning outcomes
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these are your
3/8/13
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Knowledge Retention Practices
Learning Outcomes: 1. List two HR knowledge retention practices. 2. Explain two knowledge transfer practices. 3. Discuss how IT can help retain knowledge. 4. Explain what can be done after knowledge leaves.
Secti on
HR Infrastructures
Building processes and practices to
manage the knowledge retention program of an organization are heavily dependent on human resources professionals.
These processes and practices
include:
planning processes Building a retention culture across the organization Phased retirement programs 3/8/13 Reinventing the recruiting process
Career development/succession
DeLong, 2004, pp. 48-50
Explicit Knowledge Scenario: veteran employee Transfer retiring in a20 days. What is theis
best approach to get, i.e., transfer, this experts knowledge out of his head to a usable format for others?
In this case, there are at least
three methods to help retain knowledge: Documentation Interviews Training DeLong, 2004,
p. 88
3/8/13
Implicit Knowledge Transfer Four methods of implicit knowledge transfer help to retain
knowledge:
Storytelling Mentoring and coaching After action reviews Communities of Practice (CoP)
Scenario: A hotel designer has 40
years experience. When junior designers ask his advice, he tells them stories.
His method conveys knowledge
effectively through personal 3/8/13 experiences which may not be
DeLong, 2004, pp. 101-118
Information Technology has an important role to play in an organizations overall strategy to retain knowledge. There are four activities where it helps:
Apply IT to capture, store and share
- networking less experienced to experienced/expert employees - speeding up the learning process through better collaboration - capturing knowledge and making it available on share drives - mapping human knowledge and making it available as capital for HR
DeLong, 2004, pp. 119 3/8/13
After the Knowledge Leaves
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When valuable personnel with critical intellectual capital are already gone, what can be done? Here are three strategies to help managers be proactive.
1. Utilize retirees effectively 2. Outsource for the knowledge 3. Regenerate the knowledge
Re-accessing Knowledge
Ex: Some retirees, such as specialized tax accountants, work only a few months a year. Other types may have taken DeLong, 2004, pp. 3/8/13 an early retirement but still come back for part-time work. 144-159
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when an infrastructure is built to retain knowledge.

2.
Takeaway Points HR helps organizations
learning outcomes
3.
these are your
Knowledge transfer practices involve both explicit and implicit knowledge. Knowledge can be retained by leveraging the power of IT systems. Managers can use three
3/8/13
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Knowledge Retention Strategies
Learning Outcomes: 1. Describe two knowledge retention principles. 2. List three organizational barriers to knowledge retention. 3. Provide two examples of future thinking regarding knowledge retention initiatives.
Secti on
Stemming the flow of knowledge loss

A lot more support can be gained for knowledge
retention initiatives when top leadership sees a direct link between retention and strategic objectives.
Examples of early adopters:
Click the speaker for 3/8/13 a 60 second
DeLong, 2004, p. 170
Launching Knowledge Retention Initiatives
Principles for Action
Audio: 2 minutes
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2.
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Determine what knowledge is at risk. Build sustained organizational support. DeLong, 2004, p.
171
Overcome Organizational Barriers
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Management must effectively deal with the following organizational barriers in order to successful create a system of knowledge transfer to obtain knowledge retention within the organization:
Overcoming Barriers 2. Lack of motivation to share knowledge;

3/8/13
1. Poor communication between inexperienced and experienced/expert employees;
3. The social context for knowledge transfer is unstable.

DeLong, 2004, pp. 189-215
Create the Future must think Organizations

strategically about knowledge retention and take these five actions:
- Link knowledge retention initiatives to organizational strategy; - Reduce uncertainty created by the threat of lost knowledge; - Address knowledge retention problems systematically; - View existing knowledge as a resource; - Take a long-term view on the problem of lost knowledge. The point is Retaining represents
3/8/13
DeLong, 2004, pp. 217-226
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principles require knowing risk, support, and which initiative to pursue.

these are your
2.
Takeaway Points Knowledge retention
learning outcomes
Organizational barriers to knowledge retention include poor communication, lack of motivation, and unstable social context.
3/8/13
Concluding Thoughts: Create the Future

DeLong, D.W. (2004). Lost knowledge: Confronting
the threat of an aging workforce. Oxford: Oxford University Press.
Closing Comment 17 second message
3/8/13
confronting the threat of an aging workforce
LOST KNOWLEDGE
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confronting the threat of an aging workforce

PowerPoint Presentation in 3 parts

Knowledge and Lost Knowledge Defined

effective action and/or make decisions in the context of organized activity.

to act effectively or make decisions in an organization.

Knowledge Retention Defined

three activities: acquisition, storage, and retrieval.

processes, and routines to place knowledge into a state of reuse.

entities that keep knowledge until required for use.

behaviors used to access knowledge.

activities characterize organizational 3/8/13 memory.

DeLong, 2004, pp. 23-25

Strategic Impacts Following is information that

must be understood about the strategic impact of knowledge loss?

A Strategic Framework for Action

Takeaway Lost knowledge translates Points

these are your

Knowledge Retention Practices

DeLong, 2004, pp. 48-50

Scenario: A hotel designer has 40

effectively through personal 3/8/13 experiences which may not be

DeLong, 2004, pp. 101-118

Apply IT to capture, store and share

DeLong, 2004, pp. 119 3/8/13

After the Knowledge Leaves

Click icon to add media

when an infrastructure is built to retain knowledge.

Takeaway Points HR helps organizations

these are your

Knowledge Retention Strategies

Stemming the flow of knowledge loss

Click the speaker for 3/8/13 a 60 second

DeLong, 2004, p. 170

Launching Knowledge Retention Initiatives

Principles for Action

Overcome Organizational Barriers

Click icon to add media

Overcoming Barriers 2. Lack of motivation to share knowledge;

1. Poor communication between inexperienced and experienced/expert employees;

3. The social context for knowledge transfer is unstable.

Create the Future must think Organizations

DeLong, 2004, pp. 217-226

principles require knowing risk, support, and which initiative to pursue.

Takeaway Points Knowledge retention

Concluding Thoughts: Create the Future

the threat of an aging workforce. Oxford: Oxford University Press.

Closing Comment 17 second message

confronting the threat of an aging workforce

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