1. confronting the threat of an aging workforceintroducingLOST KNOWLEDGEThis presentation by: James W. Crowson, M.P.A.

2. Lost KnowledgePowerPoint Presentation in 3 parts Knowledge Knowledge KnowledgelossretentionRetentionPracticesStrategies Click the speaker for a60 second message 3. Knowledge LossSection Learning Outcomes: 1. Define knowledge and lost knowledge. 2. Define knowledge retention. 3. Discuss the strategic impact ofknowledge loss. 4. Explain the strategic framework forknowledge retention. 4. 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 aboutlosing highly specialized knowledge of building andtesting nuclear weapons. Ex: A bankrupt company that the US Air Force formerlydepended on to build spare parts for a weapon system. Ex: A sales representative who dies rights before asmall company gets their biggest sale ever that couldhave put them on the map. DeLong, 2004, p. 21 5. 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 memory.DeLong, 2004, pp. 23-25 6. Strategic ImpactsFollowing is information that must beunderstood about the strategic impact ofknowledge loss?At which level of an organization hasknowledge been lost? - individual - group or team - organization levelExamples of strategic threat of knowledgeloss: - Ability to grow is threatened - Providing an advantage to a competitor DeLong, 2004, p. 26 - Increased vulnerability 7. A Strategic Framework for ActionAn organization with highly qualified personnelleaving for various reasons take knowledge withthem out the door. A strategic framework must becreated to retain this knowledge before it leaves.Here are four highly effective methods:1. Knowledge transfer;2. IT applications to capture, store & share knowledge;3. Human resources processes and practices; and4. Knowledge recovery initiatives. DeLong, 2004, pp. 43, 48 8. Takeaway Points 1. Lost knowledge translates intoreduced capability to act efficientlyand/or make decisions for theorganization. 2. Knowledge retention requires 3parts: acquisition, storage, andretrieval.these are your 3. The strategic impact of knowledgelearning outcomes loss can occur at any level: individual,group, or organizational. 4. Having a strategic framework forknowledge retention requires 4parts: transfer, IT, HR, and recoveryinitiatives. 9. Knowledge Retention Practices Learning Outcomes: Section 1. List two HR knowledge retentionpractices. 2. Explain two knowledge transferpractices. 3. Discuss how IT can help retainknowledge. 4. Explain what can be done afterknowledge leaves. 10. 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: Career development/succession planning processes Building a retention culture across the organization Phased retirement programs Reinventing the recruiting process DeLong, 2004, pp. 48-50 11. Explicit Knowledge Transfer Scenario: a veteran employee is retiringin 20 days. What is the best approach toget, i.e., transfer, this experts knowledgeout of his head to a usable format forothers? In this case, there are at least threemethods to help retain knowledge: Documentation Interviews Training DeLong, 2004, p. 88 12. 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 experiences which may not be obtainable through other methods. DeLong, 2004, pp. 101-118 13. Apply IT to capture, store and shareInformation Technology has an important role to play in anorganizations overall strategy to retain knowledge. There are fouractivities where it helps:- 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 HRDeLong, 2004, pp. 119 14. After the Knowledge LeavesWhen valuable personnel with critical intellectual capital arealready gone, what can be done? Here are three strategies tohelp managers be proactive.1. Utilize retirees effectively2. Outsource for the knowledge3. Regenerate the knowledgeEx: Some retirees, such as specialized tax accountants, work only a fewmonths a year. Other types may have taken an early retirement but still comeback for part-time work.Re-accessing Knowledge DeLong, 2004, pp. 144-159 15. Takeaway Points 1. HR helps organizations when aninfrastructure is built to retainknowledge. 2. Knowledge transfer practicesinvolve both explicit and implicitknowledge. 3. Knowledge can be retained bythese are yourleveraging the power of ITlearning outcomessystems. 4. Managers can use three strategiesto re-access knowledge after itleaves. 16. Knowledge Retention StrategiesLearning Outcomes:Section1. Describe two knowledge retention principles.2. List three organizational barriers to knowledge retention.3. Provide two examples of future thinking regarding knowledge retention initiatives. 17. Stemming the flow ofknowledge loss A lot more support can be gained for knowledge retentioninitiatives when top leadership sees a direct link betweenretention and strategic objectives. Examples of early adopters:Click the speaker fora 60 second message DeLong, 2004, p. 170 18. Audio: 2 minutes1. Determine what knowledge is at risk.2. Build sustained organizational support.3. Decide which initiatives to pursue first.DeLong, 2004, p. 171 19. Overcome Organizational BarriersManagement must effectively deal with the followingorganizational barriers in order to successful create a system ofknowledge transfer to obtain knowledge retention within theorganization:1. Poor communication between inexperienced and experienced/expertemployees;2. Lack of motivation to share knowledge;3. The social context for knowledge transfer is unstable.These are complex problems, and no single treatment is always successful.Overcoming Barriers DeLong, 2004, pp. 189-215 20. Create the FutureOrganizations must think strategicallyabout knowledge retention and takethese five actions: - Link knowledge retention initiatives toorganizational strategy; - Reduce uncertainty created by the threat oflost knowledge; - Address knowledge retention problemssystematically; - View existing knowledge as a resource; - Take a long-term view on the problem of lostknowledge.The point is Retaining represents a philosophy DeLong, 2004, pp. 217-226of business which is becoming necessary toremain competitive in the years to come. 21. Takeaway Points 1. Knowledge retention principlesrequire knowing risk, support, andwhich initiative to pursue. 2. Organizational barriers toknowledge retention include poorcommunication, lack ofmotivation, and unstable socialthese are yourcontext.learning outcomes 3. Future thinking regardingknowledge retention initiativesmeans thinking in terms of abusiness philosophy. 22. Concluding Thoughts: Create the Future DeLong, D.W. (2004). Lost knowledge: Confronting the threat of an aging workforce. Oxford: Oxford University Press. Closing Comment17 second message 23. confronting the threat of an aging workforceLOST KNOWLEDGE