1. IDENTIFYING & TRANSFERRING CRITICAL KNOWLEDGE MASTERCLASS
CARLA SAPSFORD NEWMAN
IDENTIFYING & TRANSFERRING CRITICAL KNOWLEDGE MASTERCLASS
Practical, Proven Steps that Can Make a Difference in Your Organisation

2. HOW MANY ... For every one of these shifts in your talent pool…
employees in your company retire every year?
employees transfer jobs or jump ship?
new employees join?
For every one of these shifts in your talent pool…
You have a potential problem

3. DEMOGRAPHICS AREN’T IN YOUR FAVOUR
Experienced professionals are fast retiring.
And Gen X and Gen Y employees aren’t loyal to one company anymore.

4. CRITICALITY OF KNOWLEDGE: Case Study of the Oil & Gas Crew Change Crisis
According to Schlumberger Business Consulting based on a worldwide HR Benchmark Survey in 2011:
70% of National Oil Companies and 60% of the oil majors said they faced project delays due to a staffing crisis
76% of high growth companies plan on bringing back retirees
Sorry, oil and gas is what I know best!

5. ACCORDING TO BOOZ ALLEN:
…The average employee working for a major operator or service company is 46 to 49 years old, according to the Interstate Oil and Gas Compact Commission (IOGCC) in the United States.
With the average retirement age for the industry being 55 years, it is obvious that the industry faces a crisis in the next 7 to 10 years as more than half of the employee base leaves the work force.

6. Identifying Your Organisation’s Most Critical Knowledge:
FRAMING THE PROBLEM
Identifying Your Organisation’s Most Critical Knowledge:
Intellectual Property
Personal Networks – It’s not WHAT you know, it’s WHO
Lessons Learned/Case Studies
Resources
Not Know-How, but Know-Why

7. KNOWLEDGE IS EXPENSIVE TO REPLACE
When companies say, ‘people are our greatest asset’ what they mean is…
It is too expensive to replace them and start all over again!
So if you can be a KM hero in your organisation, you can help save a LOT of money for your boss. If you ARE the boss, you can help reduce churn and diminish lost downtime as new employees get onboard.

8. SO, HOW?
Identify the knowledge that is the most valuable to your organisation.
Make it a contractual requirement or build into your HR practices a guided knowledge transfer.
If people aren’t required to do it, chances are they won’t bother.
Must build in incentives for behaviour which benefits not only the organisation, but the employee.

9. YOU CAN’T MANAGE KNOWLEDGE LIKE A DINOSAUR NOT IN THE ERA OF SOCIAL MEDIA
Technology has to be part of your solution. But IT alone can NEVER replace a human-focused KM strategy. Checklists alone will never drill down to the most critical knowledge your employees carry with them.

10. WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER
BASIC RETIREE TRANSFER TIMING
FOCUS AREAS
Ideally 3-6 months before retirement
Areas of expertise
General experience and background
Information resources
Examples of lessons learned, as in projects
Key contacts (personal network) Personal views on the future direction of the function Opportunities for improvement
SCOPE
Beginning with their career history, lessons learned with an emphasis on current position

11. WHEN TO KICK IN WITH A KNOWLEDGE TRANSFER : CREW CHANGE
TIMING
FOCUS AREAS
Within weeks of the transfer announcement
Roles & responsibilities
Key activities
Risks and challenges
Information resources
Key contacts (personal network) Opportunities for improvement
SCOPE
Current job or role, lessons learned and occasionally key knowledge accrued; knowledge gap with successor

12. THANK YOU! CARLA SAPSFORD NEWMAN carla@strategicknowledge.org