4 Critical Steps in Knowledge Retention
As America's population ages, so does its workforce. In fact, in the first decade of the new millennium, the number of workers aged 55 to 64 increased by 52%. Unfortunately, most companies are unprepared to manage the loss of many highly skilled, older workers. The situation is even more serious in organizations with a culture of employee retention, higher than average ages, or that still offer traditional pension plans.
The challenge is to identify the skills and knowledge of your workforce and put the right plans in place to ensure your organization's future success. Very few companies will take a systematic approach to this problem since the full scope of risk isn’t immediately apparent, but an ad-hoc approach that may have worked in the past is not sustainable as the turnover in critical positions increases with the age of the workforce. Taking the time to carefully assess your knowledge loss risks can be an important competitive advantage.
Identifying and prioritizing the specific knowledge and skills at risk – When you identify the specific knowledge that is about to be lost when highly experienced employees leave for retirement, you are taking the first step in bridging a potential skills gap. Identifying the deep, tacit knowledge (“Know-why” and “know-how” instead of just “know-what”) is the most critical step. This knowledge is the reason you value the employees’ performance, and is the risk you face with their departure. This can save production, customers, and quality of service. Do you have a senior manager with a unique approach that needs to be documented? Is a high % of your experienced employees on the cusp of retiring?
Capturing processes, responsibilities, and tasks of subject matter experts – Capturing this information is critical to transferring experience and tribal knowledge that is crucial to the successful of your business. Documenting the responsibilities and tasks will give you a play book on how to up skill incumbent workers and train new employees. This process may uncover best practices and successes that have yet to be communicated through your organization.
Analyzing and communicating areas of risk and skill gaps within the organization – Take the information from the above items and develop a way to communicate it throughout your organization. There are methods of creating a dashboard of critical information on projected retirements and knowledge loss by location and job role. There needs to be a buy-in factor with upper level management through to the jobs that are in jeopardy of being lost. This creates accountability and responsibility.
Developing concrete, actionable responses to mitigate knowledge loss and connect people, tools – This will be a road map on how to be successful in your organization. This might include skill assessments, job analysis, and training plans. Utilize on-the-job training or your local community college and work together to up skill your present employees and/or hire qualified applicants. Job shadowing, mentoring, and rehire after retirement programs may also be a part of these solutions.
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