Wednesday, November 16, 2016

Evidence Based Knowledge Loop: Are you recruiting for knowledge or potential?

The only source of knowledge is experience...
~Albert Einstein

Deloittes the creators of Compass - Order that we Fail Fast

Career Corner. Learn Something New When You’re Bored and Stuck at Your Job (Rachel Andujar, Going Concern)

In a rising sea of ever growing and increasingly fragmented knowledge,Omnity enables searchers to efficiently find related documents, even if those documents do not directly cite or link to one another. This accelerates the discovery of otherwise hidden, high-value patterns of interconnection within and between fields of knowledge as diverse as science, medicine, engineering, law and finance. Omnity is based on fundamental advances in associative semantic search technology, through which we create landscapes of meaning-based relationships arising from the semantic signatures of entire documents. In this manner, the knowledge contained within whole documents can be deeply inter-connected, solely through shared ideas.”

Jobs: Knowledge Officer

 The Endless Frontier ... 
Skilling Softly Courtesy of Slavic Soft Skills


Sharing of Potential wisdom ...

Strategies for Knowledge Sharing video

I have learnt that most people have some value that they can add to the world. Unfortunately due to societal structures, lack of confidence, the fear that you may be wrong or someone will criticise you, often people don’t speak up and their ideas stay in their head Two great tools to improve workplace culture and team morale

“Enabling employees to do their work more easily – by collaborating and capturing and sharing knowledge without an additional burden or interruption on their part – is doing knowledge management (sharing) in the work flow. Asking employees to stop their work process to move to another mode to reflect, capture, or share is doing knowledge management (sharing) out of the work flow” (O’Dell & Hubert, 2011, p. 2). By creating and sharing knowledge ‘in the flow’ employees will be more willing to make contributions as they will not see it as adding another duty to their already heavy workload. 

 Remember, all knowledge has a best before date What I'm calling “ghosts” are out-dated attitudes and behaviours about collaborative knowledge sharing that still haunt corporate halls ...

Risk Assessment Tools

Circa 2008: "Nowhere was the knowledge transfer conundrum more acutely confronted than at Victoria’s major revenue agency, the State Revenue Office (SRO), during its metamorphosis five years ago."
Good knowledge management ensures continued access to employees’ know-how, even when they move on. Mark Story investigates how one organisation‘s systems mean they no longer rely solely on what‘s in the heads of individual staff. fastforward to 2016 little has changed : Mentorloop for mentorship in modern age

Providing the information and tools to staff to do the best possible job – successful knowledge transfer – would be a breeze if nobody ever changed jobs. The trouble, in a period of high staff churn, is that the holding and transferring of all-important knowledge remains a dark art ... 
... there was an acute need to quickly create an environment where knowledge could be stored and shared with ease. This requirement spurred a series of knowledge-transfer and management initiatives that over the ensuing four years would see the SRO not only win numerous national business awards but have its programs considered for adoption by much larger organisations (including the Australian Tax Office). The sum of these initiatives also contributed to a 64 per cent increase in operational productivity while reducing staff turnover by 30 per cent to just 7 per cent in five years.   
SRO Commissioner Paul Broderick warns against making knowledge management the responsibility of one individual. He says it’s more effective when knowledge management is everyone’s responsibility and there’s a moral obligation embedded in the company’s culture. “If you centralise knowledge management too much then managers don’t feel the same commitment to it.”  Storing and Transfering Knowledge: Storytelling and Blogging 
Drivers and barriers to more effective and efficient knowledge transfers  ...
Europa knowledge transfer - Priceless Research

Deloitte today announced "State NOL Insight," a tax data analytics and visualization solution that enables organizations to address tax planning and compliance requirements related to state net operating losses ("NOLs") across multiple entities and state jurisdictions.
Deloitte Launches New Tax Data Analytics Tool: State NOL Insight 

The objective is to produce a set of implementable recommendations to assist ADOT&PF in capturing and transferring many types of knowledge from senior managers and technical experts to those who can use this knowledge to perpetuate the department’s on-going efforts ..
*Knowledge Transfer Needs and Methods

Islands and Labyrinths: Overcoming Barriers to Effective Knowledge Transfer

Predictions about the future of work point to this: companies need clever and adaptable workers. Who you pick on your team shapes your ability to grow and respond to changing market dynamics.
Technology is disrupting business, but the biggest disruption is more subtle—it comes in the form of new paradigms about: what customers want; what constitutes a product and service; how to deliver experiences; and go-to-market models.
Finding people that will allow you to thrive amidst disruption, also means being willing to take a fresh approach to how you hire.
Are you recruiting for knowledge or potential? Here’s why it matters

Capitalizing on organizational knowledge requires conveying it to people or groups who need it but don’t have it. Why is this so challenging for people and organizations? A gap exists between and among human beings across which important tacit knowledge often cannot pass. Imparting what is in your head successfully to another person requires effort. It does happen, but neither automatically nor naturally.
Individual employees array like islands in the contemporary work world; their mode of work disconnects them from their fellow employees. Either they sit at their laptops working on individual projects with a small number of peers, unaware of the existence of others who possess knowledge that would prove useful, or they attend countless meetings with too many people, where competition for scarce resources makes them resist connection with others. Whether unaware or resistant, they lose opportunities to view situations differently, choose solutions more cogently, and devise innovations plentifully.

Organizations often make the problem worse. They become labyrinths that foil earnest attempts to find or use knowledge. Their systems, policies, and cultures often combine to render it harder—if not impossible—to make something out of the knowledge contained within their boundaries. Wittingly or not, they create bottlenecks, cul-de-sacs, and other barriers.
This insight is not original. The separation between the potential and actual value of collective knowledge was recognized before Peter Drucker even coined the term “knowledge worker” in 1959. But understanding this disjointed reality can cure the practitioner of arrogant plans and unrealistic aspirations while prodding productive experiments associated with individuals and organizations.

The issues with the “islands” include the following:
  • The way we see ourselves—thinking we know more than we know and/or that we are always right.
  • The way we see others—failing to listen to that which does not confirm existing beliefs.
  • The way we make sense of what we see—a mix of biases, heuristics, and filters.
GAP: Capturing /Transferring Knowledge Manager's Tool

Risk comes from not knowing what you're doing.
~Warren Buffett

Every organization has a repository of paper and electronic documents that must be stored and archived properly for easy retrieval and for regulatory compliance. Over time, these documents can form part of the company’s knowledge base.Powering the knowledge enterprise through ECM 

 Where to start • Identify areas where significant loss of knowledge and skills will be occurring in the near future • Identify “high value” knowledge and skills - core business processes or programs most vulnerable to turn over • Based on the above criteria, select a function(s) in your organization that would benefit from knowledge transfer.

Developing a framework for transferring knowledge into action: a thematic analysis of the literature

Knowledge that people carry in their heads. It is difficult to access and most people are not even aware of what they possess or how it is of value to others. It provides context for ideas, experiences, people, and places and is not easily captured ..

Knowledge Transfer Issue: Not a Priority in many organizations and Experienced Staff are Leaving

Develop a Plan
• Sponsor plan
• Engage key stakeholders
• Develop a knowledge transfer plan
• Communicate the plan
• Implement and monitor
• Evaluate and revise

Knowledge Transfer/ Management Strategies
• Best Practices
• Communities of
• Documenting Processes
• Document Repositories
• Job Aids
• Job Rotation
• Job Shadowing
• Knowledge Audits
• Knowledge Fairs and Open
• Knowledge Maps/Inventories
• Learning Games
• Lessons Learned Debriefing
• Mentoring
• Storytelling
• Structured On-the-Job training
Knowledge Transfer

Knowledge Transfer Tools

1) What kinds of knowledge or skills do you have that your office will miss when you leave?
2) If you had to leave suddenly and only had one day to brief your replacement, what’s on the list of things to tell him/her?
3) Looking back, what things do you wish your office had taught you early on that you eventually learned the hard way?
4) What are the key resources (procedures, manual, checklists) that you use to do your job?
5) What pieces of knowledge are you most worried about slipping through the cracks when you leave?
6) Are there important types of knowledge that take a long time for someone else to learn but are critical to your job?
7) How did you learn the things you know? What were the critical training programs, work assignments etc.?
8) What is unique about your background compared to the typical employee in a position like yours?
9) Who do you contact for assistance most frequently in order to do your job?
10) What are the most frequent issues or questions people bring to you? Which consume the most time?

Knowledge Management & Transfer Model {Techniques and Forms}