knowledge retention: a successful bottom-up approach
TRANSCRIPT
KNOWLEDGE RETENTION
Capture and Distribution of Knowledge
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Current developmentsEmployees have knowledge “between the ears” that is of great value to the organization/colleagues;
Employees leave with that knowledge (e.g. because of the aging workforce);
New employees need to be on the right level in a shorter time frame;
Older/more experienced employees have come up with workarounds/short cuts or hang onto outdated knowledge (a pitfall of the expert-apprentice learning model) ;
External contractors need to be able to perform on the same level of quality as the own employees do.
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Challenges current learning
Formal or class room learning is expensive and hard to plan;
For a subgroup the transferred knowledge is already known. But most often that group is hard to identify (see also slide 5 Tailor made learning);
People will forget 50% of what they have learned within an hour unless they can bring it into practice within an hour (The Ebbinghaus Forgetting Curve, 1885) (see also slide 6 Forgetting curve)
Most of the knowledge is transferred top-down. This knowledge often does not relate to the perception and work place experience of the employee that needs have the knowledge (see also slide 7 Communication gap).
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Tailor made learning
difference in reference framework between sender and receiver
co
mm
un
ica
tion
eff
ort
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formal learning is necessary
short messages are
sufficient
our tool eliminates uncertainty over
what is known
copyright I See I Know
Forgetting curve
time0
kno
wle
dg
e %
one training is merely an impulse
automatic repetition prevents
forgetting
repetition ensures
embedding in memory
100
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copyright I See I Know
abstract thinking
casuistry bridges the gap between the two different
reference frameworks
practice driven thinking
expert/manager
employee
casuistry
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Communication gap
copyright I See I Know
we focus on bottom up
knowledge caption
OUR CONTRIBUTION:
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We help you implement a knowledge capture and distribution process and support that with an
online learning environment: I See I Know
An addition to a LMS with formal learning
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This way of knowledge development and retention should be used in addition to already existing learning management tools. It offers a low profile opportunity to, bottom up, capture experience based knowledge about the things that are difficult, go wrong and/or are critical.
The knowledge capture & distribution process
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notificationfocus on
improvementarea/point
involve target group
experts decide
learn & apply
ideasfeedback
policy
The basic process inI See I Know
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The answers to simple questions like: •What do you think is difficult?; •What goes wrong sometimes?; •etc, etc
but also:
•Discussions in a team meeting; •A complaint; •A fault report; •etc, etc
Can trigger the development of a new case. Important here is to
reach out to the employees
focus on
improvementareas/points
involve target group
experts decide
learn &
applypolicy
The basic process inI See I Know
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focus on improvement
area/point
involve target group
experts decide
learn &
applypolicy
From the previous step a case question is developed in the
language of the employee and relating to their working
environment.
This question is presented to some colleagues as a brainstorm (open) question. They answer this question anonymous. As such answers are collected in the language of the employees and relating to their
working environment.
The basic process inI See I Know
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focus on improvement
area/point
involve target group
experts decide
learn &
applypolicy
Experts decide which answers are correct and which are incorrect. They activate at least one good
and three incorrect answers.
We support the experts in this process to make sure they don’t stylize or rephrase the answers.
The experts appoint the finalized case to one or more Functions*
that need to have this knowledge.
* A Function is terminology in I See I Know and can mean a function or a rol
The basic process inI See I Know
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focus on improvement
area/point
involve target group
experts decide
policylearn
& apply
The employees that need the knowledge contained in this case,
practice and have the ability to give feedback on both the
question as well as the answers. The experts react to the employee and
inform line management if a change in processes/procedures
should be investigated.
Next slide show a case question as it appears to a trainee.
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context & question
right
explanation
possibility to give feedback
picture related to context
I don't pretend we have all the answers. But the questions are certainly worth thinking about.
Arthur C. Carke
Main benefits of our process and I See I Know
Maximum learning efficiency: Learning effort focussed on the critical/experience knowledge that an employee doesn’t posses;
The process caters for commitment from the employees involved. The fact is: they brought in the knowledge, it’s directly related to their work experience and by giving feedback they can initiate process or procedural changes.
I See I Know is a lean tool in which changes and adjustments can be made instantly.
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Thank you for your attention
for questions and more information:
Rob Mallens +31 65 345 0353
[email protected] www.kmsenergy.eu