Minimizing the loss of valuable inventory of your corporate knowledge during a period of transition, downsizing, as well as growth requires investing in Knowledge Transfer. Such loss takes place when highly specialized employees leave their position either through promotion up, lateral transfer within or totally transition out of the organization. Knowledge, unlike data or information, exists within your people, derived from their training, education, and experiences. Knowledge of this type is not easily replaced when an executive and/or subject matter expert leaves the organization.
Papillon MDC Inc. believes that a solid business strategy requires capturing and transferring pertinent organizational knowledge to identified successors. Our Knowledge Transfer program integrates:
- Knowledge Transfer Methodology
A knowledge transfer methodology, based on scientific research, is deployed to ensure clarity on what types of information needs to be captured, who needs to know this information, and how will the dissemination of the captured knowledge be implemented.
- Mentoring and Knowledge Sharing Design Structures
Design structures that favor the successful transfer of captured knowledge are mentoring partnerships and knowledge sharing workshops. Both approaches to the diffusion and uptake of knowledge are implemented in line with the identification of successors designated to receive such knowledge
Key Advantages of Investing in Knowledge Transfer
- Ready access to highly specialized or highly contextual knowledge that is not available through job description, performance review tracking, and/or conversation with departing employees
- Identification of deep knowledge held by key employees that sets your corporation apart from your competitors
- Having a smooth knowledge transfer process in place from retirees and/or departing employees to successors
- Increase of ownership in all employees when it comes to working with corporate knowledge and transferring it to successors
Test your knowledge: Truth or Myth?
- Those who leave the organization always leave behind a reliable trail of readily accessible knowledge
- Executives in key positions acquire an incredible amount of knowledge that is not readily accessible
- Onboarding programs include enough knowledge and information to ensure newly hired employees succeed
- Deep knowledge regarding one’s competencies, skills,and approaches to work is difficult to access through conversations
- Corporations only need to have explicit knowledge to ensure their survival because tacit knowledge is irrelevant in how work is performed