In recognition of my Dad “a lovely man”: when knowledge capture becomes personal

John Corney, my Dad, died in August a month shy of his 87th birthday. Though not unexpected the timing of it was.  I was lucky in the sense I got to say goodbye and to reflect while he was still with us on his amazing contribution to and guidance for my own life.

Dad was a ‘lovely man’ a phrase / tribute we oft heard from those who knew him and a private man. I realised as he neared the end of his life that though we were close there were so many aspects of his background that were opaque to me.

He was of the ‘old school’ a meticulous senior banker involved in international trade who passionately believed ‘my word is my bond’ and that debt is a commitment to be honoured.  He was not loquacious or a natural storyteller; instead he eschewed the limelight though he was well read, capable of deep insight and eager to debate topics he found stimulating.

For him ‘social’ was a word associated with a gathering of people not an online activity.  Though he recognised the value of the internet, Apps, Smartphones and Tablets were alien concepts to him.

What you might ask has this personal story got to do with business? Here’s how:

  • As Executor of his estate charged with carrying out his wishes I wanted to understand the thinking behind his approach to investment.
  • I also wanted to understand more about his early life and how he made decisions.
  • Dad was similar to many senior executives who are often reluctant to acknowledge that their contribution has been significant.

Perhaps subliminally I drew on many of the techniques I encourage others to adopt when trying to capture critical knowledge from people about to retire or relocate:

  • I used a timeline to look at significant milestones in his life with photos as a prompt.
  • We talked about books he had read that had helped shaped his thinking.
  • We talked about people he most admired.
  • We went through his ‘blue book’: a transactional history and ledger of all assets.
  • We sat and watched something and used that as a neutral space for a conversation.
  • I spent days ploughing through his archives.

A big regret is that I didn’t record any of these discussions but the stories and artefacts remain and I am now their custodian with a duty to pass them onto his great grandchildren so that they too can appreciate John’s legacy.

And finally

When people leave organisations after a long period legacy is a word often cited as the justification for a knowledge capture interview. What many overlook is the step of thinking up front what is the critical knowledge they are looking to surface during the process.

This mirrors many of the stories emerging from the interviews my co-author Patricia Eng is undertaking for “Navigating the Minefield: A Practical KM Companion” book which we are aiming to publish next year. Often the driver for these initiatives has been a reorganisation, takeover or downsizing; in effect a firefighting exercise.

Setting up a programme to consciously capture knowledge is expensive and time consuming: it needs a clear rationale/driver and a set of measurements to track its efficacy and value.

Knowledge Capture EventI am looking forward to evolving my own thinking when I am in Lisboa next month running this masterclass with Ana Neves. It aims to raise awareness of the importance of critical knowledge: how to identify it, how to go about capturing it and how to go about making it available for reuse.

 

how to draw on the experience of others: OpenSpace Peer Assist

Last week I attended the 12th annual Knowledge Management UK event in London.

The format has changed little over the years: predominantly show and tell for IMG_3607an audience that is a mix of new in post and established mid level practitioners all looking for something to take back into their business.

This year I noted an increase in the average age of the delegates and more from Small and Medium Enterprise (SME) sector perhaps reflecting how KM has become an accepted discipline across many organisations. I am particularly looking forward to seeing the feedback comments this year.

I only attended Day One, my colleague Martin White was presenting on Knowledge Collaboration in Virtual Teams on Day Two (I know he will have a few comments to add). Suffice here to give a shout for a couple of the presentations which struck a chord:

Culture Change in bentley motors to facilitate information sharing

Bentley CultureI particularly liked this Bentley Motors presentation as it mirrored my experience helping to intergrate a group of Anglo / Dutch / German / US businesses a decade ago. Now part of VAG group it has embarked on a medium term programme to align itself with their aspirations and working practices without a loss of the perception of quality.

The Hofstede findings when looking at German and UK characteristics pick up nicely where the potential Hofstede country comparisonareas of conflict were likely to be.

The premise behind the programme: information sharing requires the right cultural environment not a set of slloed business units.

building a minimum viable product: Oxfam

This session provided a great illustration of the importance of working to an agreed vision for a KM programme.

OxfamThe slide I’ve picked here makes explicit the concept of get/give – if you benefit from something you have a responsibility to contribute something back in return.

Its a great example of what being a knowledge driven business is truly about.

The second slide provides an image of what collaboration will look like in Oxfam Futurethe future at Oxfam. What’s really interesting is the explicit acknowledgement of the need for information underpinnings (including Search) to provide KM benefits.

There were a couple of others and if anyone wants a truncated account follow this hashtag #KMUK2015.

OpenSpace Peer Assist

My brief was to run an interactive closing session (lasting 1 hour) that enabled the delegates to answer:

  • What problems are you facing?
  • In what areas would you like to share your experience with others?
  • What are others doing that you would like to find out more about?

Typical problemsAs a backdrop I shared this list to stimulate discussion.

It wasn’t needed as many of the delegates were keen to have their challenge discussed and half a dozen volunteers came forward offering to act as the Assistee (host the discussion around their challenge).

 

Having decided which challenge each delegate wanted to discuss, these guidelines were put up:Peer Assist Process

Below is a snapshot of the discussions taken from summaries which Laura Brooke of Ark Group  captured on her smart phone.

The idea of getting the Assistee to summarise is to consolidate the discussions and reflect back in plenary. I’ve shared them in case some of these might help you to overcome a challenge.

Knowledge Capture In a Legal environment

  • On getting people to talk about experiences: Documents don’t work, stories of events do!
  • On conducting After Action Reviews and getting people to acknowledge when things go wrong: often spoken about in meetings but minutes are not always taken and when they are they are not interactive so need a better way to record.
  • Asking someone to tell you what they know won’t work, instead ask them: What questions do you get asked all the time?  If you don’t know what people know at least you should know who to go and ask?
  • Challenge of self perceptions: Some people think they know a lot others don’t think they know anything important which is where a 3rd party might come in to tease out the valuable stuff.
  • Where to store: If you put everything into a site it would be too much. SharePoint to apply an automatic taxonomy.

how to measure real value on km and learning from experience

  • Saving time: at the beginning of the journey take an estimate of time to be saved and OpenSource Peer Assistmeasure throughout.  Help to develop people faster.  If KM is making a contribution on a project that should be recorded.
  • Improving the onboarding process so that new hires do not lose interest and leave.
  • Idea box (self funding): adopted by an expert, any returns should be applied back to KM.
  • Managing records: looking at information that has gone past sell by date and not legally required.
  • Why are we asked about KM value: should be a given that its needed.

system adoption

  • Practical examples of what’s in it for me tailored for each office.
  • Huge challenge getting people to fill in profiles on a people finder: need to show good examples with leaders to the fore.
  • Collaborative groups: form a community among the leaders of each.
  • Contributions to the system: change appraisal process to recognise the contributions.
  • Steering Group: make better use of it as system advocate.
  • Metrics: really good internal measures should be used for advertising.
  • When all else fails shut down the other systems!

How to get leaders to take km more seriously

  • While senior people understand the value they don’t back it financially.
  • Siloed approach to communications: – a set of inconsistent messages even from KM champions.
  • While KM is part of a strategy its often seen as a tick box exercise.
  • Accountability: make objectives more transparent.
  • Business Case: more analysis on where we are starting from and show tangible stuff.
  • Reporting lines: KM should be an agenda item on senior level meetings just like risk!

Engaging with it

  • Make them heroes part of the vision for future which they jointly own and where their role is clear.
  • Recognise their workload and surface their inability to deal with multiple objectives with current resources.
  • Reaffirm the importance of the KM development strategy and its priority.
  • Look at success in other organisations: take IT ‘guys’ along to other organisations who have made it work.

what the participants said

Here’s a few of the comments from the Assistees and Assistors (names removed to preserve anonymity):

“Peer assist is a very powerful tool to deliver”
“I very much enjoyed being able to discuss a particular challenges with a group of peers.

Interesting to hear others’ view points and ideas and the types of challenges they face”
“Very good speaker – Style of session was very useful and interesting, more like this please!”
“Engaging, fun, informative – learned a lot from the session”
“Very good peer assist. I got a few ideas generated by the group for my situation”

and finally

Perhaps what surprised me the most was the show of hands I got to the question:

A Peer assist is a process that enables the gathering of knowledge drawn from the experiences of colleagues before embarking on a project or piece of work, or when facing a specific problem or challenge within a piece of work – How many of you have used Peer Assists in your business?

Less than 10% put up their hands.  Even with a modesty factor it still means less that 25% of Knowledge Management professionals at the event had used one of the most basic and valuable tools to draw on the experiences of others.  I’m glad I gave people the chance to try it out and learn from each other in so doing to solve real problems they are facing.

 

“What’s in it for me”: sharing client knowledge in a workplace with 4 generations.

On March 2nd I was in Broadgate talking to the Chairman and two Managing Partners of a law firm. There, at the invitation of the Chief Operating Officer, we were discussing inter alia how to deepen relationships so that when the senior relationship manager departs, their knowledge, networks and clients don’t depart with them.

‘Why would I change, there’s nothing in it for me’

Against a backdrop of increased M&A activity and potential ‘Lift Outs’ (hiring of teams from another firm) we talked about why millionaires would share what they know for the benefit of the rest of the firm. I recalled an incident from a previous client, a federation of 13 businesses with very wealthy MD’s who had no intention of passing on what they knew about clients or cross selling for the good of the whole firm. This is what one MD said:

I wouldn’t let …. anywhere near my client;  for a start my business is unique and I don’t want them ruining a relationship which has been built up over many years.  Ours is a relationship business and I have an assistant who knows everything about the client and we store all information on the …. system.

And this from a senior banker:

I have a flat in London and a house in Umbria. I drive an Aston and the school fees are all paid. Why would I want to change?

These are not untypical responses from the upper echelons of organisations.

‘I have no assets so I go where the excitement is’

Contrast that with these factionalGeneration Rent’ (People born in the 1980s who have no hope of getting on the property ladder, a term coined by The Independent’s Tim Walker) examples arising our of conversations I had a few days ago.

Sam‘ is 30. He left college and became a talented electrical engineer.  As part of the BT’s acquistion of EE he now finds himself in demand.  His prospective boss (a newly promoted middle manager) sends him an email in which he tells him how lucky Sam will be to work on his new team – I kid you not!  So Sam retorts, ‘actually I am not going to work for you or on your team…’

Sam lives with his girlfriend, they are able to afford to rent but have little immediate prospect of owning a home. She is training to become a teacher.  Their horizons are near term and they want to work for people who share their values where they can move on when the role (or people they work with) becomes uninteresting.

Sam’s father Matt who is in his late 40’s had a mortgage at 21 fuelled by the belief that home ownership was the ultimate benchmark of a civilised society. Sam doesn’t feel the same, for him experience is more important.

Micha‘ is 23 and has been in work for 2 years since graduating from Univeristy of Southampton. She doesn’t know if she can afford to leave her parents to move in with her boyfriend. Her world is governed by whether she can service her credit card and overdraft and of getting away from a 45 year old middle manager who has read the corporate values manual but disregarded it from day one in his pursuit of a plethora of consumer durables. He speaks the talk but doesn’t walk it.

Generation Rent employees have a very different set of values and aspirations from their colleagues.  Unable (or unwilling) to join the property owning fraternity they are more transient than their predecessers and do not have the same sense of attachment. They will go where the action is unencumbered by physical assets.

They come to firms with a developed sense of online community but are less adroit at human interactions.  Engaging with these organisational foot soldiers is going to be one of the biggest challenges facing senior management over the next few years as they try to make organisations leaner and more productive. And no longer I fear can Senior Managers subcontract the task to HR, Learning, Training or indeed Knowledge Management or rely on the cascading methods of communication that have been prevelant in most organisations seeking to get changes made and messages understood.

crossing a broad chasm

The proportion of people classed as Generation Rent is predicted to expand as UK home ownership becomes a distant horizon.  This gap isn’t going to close quickly so organisations are relying on squeezed middle management to be the water carriers between the top and the bottom. For the first time ever we have 4 generations of workers all working at the same time!

In the current edition of ‘The World Today’ Chatham House’s bimonthly magazine there is piece on a recent members event during which Kevin Sutcliffe, Head of News Programming EU, Vice News had this to say:

There is a notion that television news and documentaries attract an older audience. The logic in editorial meetings at Channel 4 News and the BBC is that people aged 18-35 aren’t interested in the world.  VICE started to put out documentaries about the coup in Mali or the way Egypt and the Arab Spring was unfolding. They were very popular. They had engagement times of about 25 mnutes and they were getting hundreds of thousands of views. So there is great interest from that group in the world. The issue was the way it was being presented. Most television talks down to people, and that is not representative of 16-35 year olds.

I found this encouraging and supports a comment from Gordon Vala-Webb who Sandra Higgison interviewed a few years back when my colleagues and I at Sparknow were conducting research into the Evolvng Role of the Knowledge Manager. In response to a question that indirectly asked how his KM initiative at PWC Canada impacted all ages and levels of seniority Gordon said:

Our biggest portal users have been here less than six months

What is striking about all of these examples is the expectation and motivational gap between those at the top and those lower down the organisation which prompts this question: Is a fundamental shift needed in the so called Social Contract between employees and firms to bridge this chasm and make organisations more sustainable?

How to close the gap

Create a Corporate Social Contract (with embedded KM aspirations)

In a recent piece of work engaging with a brand new Senior Management Team I encouraged them to get their personal values and beliefs on the table and craft their own commitment to each other and the team.  It mirrors this piece extracted from Harvard Business Review For Great Teamwork, Start with a Social Contract https://hbr.org/2012/04/to-ensure-great-teamwork-start

To turn groups of employees into great teams, a powerful first step is to form a social contract — an explicit agreement that lays out the ground rules for team members’ behaviors. A contract can cover territory such as how members will work together, make decisions, communicate, share information, and support each other. Social contracts clearly outline norms for how members will and should interact with one another.

Team norms exist whether openly stated or not. A good leader should facilitate sessions with his/her team to uncover the existing norms, both positive and negative, that impact team functioning. Establishing a social contract can reinforce positive behaviors while helping teams to overcome dysfunctional ones.

I’d add one aspect here: the development of Knowledge Competencies (at a personal and corporate level) should be a thread that runs through this document.

Contemplate disintintermediatimg middle management

This will be heresy in some quarters but I generally believe we are at a tipping point when it comes to how organisations are working.  The interpretation of messages from the top and flow of ideas to the top while often seen as an important filtering process seems to me more likely to alienate Generation Rent employees who are used to collaborative not command and control environments. Dialogue has to be more transparant not more opaque.  Social media is exacerbating the naming and shaming of bad organisations who are often characterised by a broadcast rather than collaborative approach to internal and external communications.

Go 3 Levels down for an effective client relationship

When I set up a client strategy process at an investement bank the first challenge was how to widen and deepen relationships with our major fee earning clients so that we could accomodate the departure of a key Relationship Director. We only considered a relationship ‘secure’ when there were three contacts at three levels across our and their organisation. We documented what we knew and kept it current with regular contacts at all levels.

However, then, as now, successful ‘rain makers’ could demand want they want; a case of a slightly skewed symbiotic relationship, wherein Senior Management pay lip service to values statements and Corporate Social Contracts while bowing to commercial reality? The process worked primarily as I reported to the General Manager and CEO and carried ‘the pen’ with a mandate for change and the ultimate sanction of appointing a different Relationship Director if another refused to participate.

In another meeting last week in The City I was with the KIM Head of a large global law firm overseeing the process of deepening relationships with clients. He recognised the need for a meaningful client relationship to be 3 level deep and the importance of illustrating the differences in the way we all see the same event or object. His company is getting clients in at 3 levels for show and tell and share sessions as a way of cementing a relationship and getting expectations and aspirations out on the table.

Focus on Risk and Assets as a framework when thinking about what Critical Knowledge to keep

What struck a chord during last week’s meetings was the notion of risk – most organisations understand risk but few set about managing Knowledge in that context or seeing Knowledge as an asset. While a lot of work has been done on the Risk of Knowledge loss less has been done on  the value of Knowledge Assets.

Critical Knowledge Matrix

Following a conversation between John Wade (Gill Jennings & Every) and Paul J Corney

This is how one organisation is starting to think about how to contextualise the capture and retention of its Critical Knowledge. This statemant (also from HBR – Managing your MIssion Critical Knowledge – January 2015) sums it up well:

Few companies think explicitly about what knowledge they possess, which parts of it are key to future success, how critical knowledge assets should be managed, and which spheres of knowledge can usefully be combined

Its a topic I will be picking up over the next couple of weeks at KM Middle East in Dubai where I am making a speech on Why effective knowledge capture and retention matters  then running a workshop on Unlocking the true value of Knowledge Management: identifying and assessing your organisation’s Knowledge Assets and then Singapore where I will be running Masterclasses.

 

knowledge capture & retention: don’t forget the returnees from overseas assignments

I am again indebted to Strategy & Business magazine. In a thought provoking article The Untapped Value of Overeas Experience‘, Dan Wang of Columbia University draws on extensive research carried out with over 4k people representing 81 countries who had spent between 3 months and 2 years working in the US.

It found that:

Only 48% of employees returning from overseas assignments reported having shared knowledge and then having seen it implemented.

And itf you think this issue will be dissapear as a result of technological advances such as improved Video Conferencing, think again, PWC’s Talent Mobility 2020 Report notes that international assignments will increase by 50%.

This phrase stood out

Not all knowledge is created equal.
The traditional model of sending workers abroad or of hiring
workers with international work experience has focused on technical
skills. The idea is that people will acquire technical knowledge about
the procedures needed to perform a specialized task, whether it’s testing
a new pharmaceutical drug or developing components for an aircraft,
that might otherwise be unattainable in their home country. My survey, however, showed that the currency of international talent mobility lies not in these types of skills but rather in realizable practices. Returnees were more likely to transfer nontechnical knowledge about managing relationships and coordinating work among employees than asset or industry-specific technical knowledge and they placed a much
higher value on the former, as well.
Workflow knowledge tends to be tacit, difficult to demonstrate or
describe. This is why the returnee is valuable. Respondents who were effective at transferring such workflow practices were also skilled at adapting them to local environments.

If Dan’s premise is correct (and I believe, from work previously undertaken on the value of missions and knowledge tours, it is) then organisations are going to have to think more about how such temporary relocations or secondments are managed and Knowledge Managers (together with HR profesionals) need to plan ‘before, during and after’.

So thanks again Dan, I have updated the slide I use to illustrate the need for a continuous knowledge capture and retention cycle throughout the employment life of an employee.

Slide1

Going but not forgotten: how to conduct knowledge capture in a hurry

It’s August in the Middle East where the temperature rarely dips below 30c at night and reaches 50c+ during the day.  Contrast that with winter where snow is on mountains that trap carbon emissions severely impacting air quality.

I’ve been there 7 times in the past 12 months and seen all the seasons and how they impact people’s demeanours.  How festivals such as Ramadan affects productivity (while enriching the soul of those who follow its strictures), how the New Year which occurs in the spring makes people look longingly towards the future and how April seems to be everyone’s favorite month: clear blue skies, snow capped mountains, a purity about the air and a profusion of flowers.

July and August are the hot months when recruitment people at universities globally are most busy and when many organisations in the Middle East and Asia see their talent take sabbaticals to go back to school to further career prospects.

I am with a client where 3 of the most talented minds who have been the core team on a project have been offered the chance to further their academic careers overseas.  This is not unusual in a part of the world (east from Istanbul) where educational attainment is prized and the title of Dr. elevates one’s social standing.  It’s their last week, in fact they’ve really already left but at my prompting our sponsor agrees that I should have a discussion with them with the aim of:

  • Identifying the networks of people within… who the leavers connected with
  • Getting recommendations as to how existing business processes might be enhanced based on experience gained in flagship projects
  • Maintaining an ongoing connection with a view to developing an Alumni network of skilled ex …people

Importance of set up

The set up is important. In an environment where conformity and learning by rote the norm everything must be done to maKnowledge Capture to doske the participants feel at ease and willing to share. So the room had to be quiet yet not too formal and the desks set up in a way that encourages conversation not question and answer. This is what I say to people who attend my masterclasses.

For an interview such as this to really succeed the interviewee needs reflection time. Always send a briefing note, a technique I learned many years ago with Sparknow LLP while conducting an Oral History assignment with Islamic Development Bank.

The purpose of this note is to give an interviewee time to reflect on their career (highs and lows) ahead of their departure, feeling they have said what they want to, been heard and passed on enough that someone following can build on their legacy. Here’s the note:

Briefing paper sent to the participants a few days before the interview

Going but not forgotten

We would like you in advance to be thinking about your time at … from the day you joined to the day of your departure and specifically:

  • Draw a timeline to cover that period with a line in the middle. Above that line (in the highlights section) think of three moments (events, projects or incidents) that you would look back on as favourably reflecting the time you have spent at …. They might be personal, team or even organizational. Having identified them see if you can think of an image or an object that reflected that moment. Then place (draw/write) or bring along those images. If you can’t then see if you can think of a title for each. We will be asking you questions about each event or project.
  • Below that line (the lowlights section) repeat the exercise again over the spread of your time at …. These lowlights might include a time when you felt dispirited, confused, when something didn’t happen or there was a blockage in a project. Again the purpose is to understand what happened and how (if you did) you overcome the situation.

On the day of the interview you will be asked to reflect on your career from the day you arrived to now. With your permission we will record the interview so that we capture the real highlights and will make any transcript available to you thereafter for your own personal use.

Why should you participate? Often when people leave an organization having made a significant impact there are gaps in the knowledge of those who are left behind, what we describe as ‘organizational memory’ is not as strong as it could be. It is important to recognize your contribution and to try and capture that in a small way.

Thank you for agreeing to participate.

Notes for interviewer (based on a 90 minute window of time)

Questions to be posed during the interviews

Arriving:

  1. Tell me about your first day, what were you expecting, did it meet those expectations?
  2. How did it differ from your previous job?

Working:

  1. Looking back over your time, if there is one thing you wish you could have had, what would it have been?
  2. What surprised you about working at ….?
  3. Who has helped you the most at ….?

Leaving:

  1. What will you miss about …?
  2. What will you tell someone who is about to join your ?
  3. What advice would you give to someone about to do your job?

a few of the nuggets that surfaced

 what would You tell someone…

  • Don’t underestimate the challenge of changing mindsets
  • Project governance needs to be clear
  • Be serious about what is crucial
  • Don’t just rely on consultants, go find the people who know in our organisation
  • Makes sure the contract specifically covers who holds the IP rights at the end
  • Helping is more important that reporting and always recognise contributions

Each had an anecdote to illustrate it and prompt a meaningful discussion.

an example from closer to home

In an ideal world the sudden departure of employees with key knowledge should not be a cause for concern. Organisations that have adopted a 9 step process throughout an employee’s life cycle and fed learnings back into the processes of the business will take situations like this in their stride.  I remember a quote from Barney Smith the former Head of KM & Information Services at Natural England who’d overseen the establishment of a knowledge retention (transfer) programme without realising he would be one of the main contributors. This is from an interview with him conducted by Sandra Higgison (ex Editor KM Magazine) as part of research into the ‘evolving role of the knowledge manager’ I worked on while at Sparknow:

…I love Natural England in so many ways, and partly because as soon as the general election was announced, the chief executive said, we’re going to have to make a third of our staff redundant.

So I’m part of the redundancies group – I put my name forward. And the first thing, I get this letter, and it goes to me, copied to my line manager in Natural England. Says you’ve applied for redundancy, you’ve filled out the forms, you’ve made your own calculation, we’ve considered it, we’re happy to proceed on that basis. And the next stage is two-fold: Firstly, we will be approaching the pension provider for a formal evaluation of your redundancy assuming you depart on such and such date. Secondly here’s the knowledge transfer toolkit.

I did a full knowledge transfer pack using this toolkit about a year ago.  And had workshops for about 5-6 people, unpacking what it is I know about how to use it. And it actually came out as a package.  I’m grateful for doing it. Didn’t quite get it back correctly, because I like mind maps. I’ve used a software package called Mind Manager...and one of my management team sat with me for a whole afternoon trying to get stuff out of my brain.  And I had a knowledge management expert come in and then spent two months on the phone, do you have any questions? Do you have any documents? Do you have this all unpacked. And they’re now rolling this out again.

This time, it was absolutely brilliant that publicly and within the organization it was like, we’ve already got the plan and the tools ready, as soon as someone leaves, here’s the knowledge transfer toolkit.

a few do’s and don’ts

Sudden departures are inevitable in all organisations, those that have processes in place to mitigate such departures will undoubtedly be better off that those who have to react in a hurry.  Here’s a few do’s and don’ts:

  • Organisations are usually adept at capturing, don’t capture on a just in case basis otherwise you will have created a ‘bucket’ of information and anecdotes that are never accessed
  • Be clear about what it is you are trying to capture and why – it should be the Critical Knowledge that makes the organisation work and it would struggle without
  • Recognise that when departures do occur you offer the departee an opportunity to leave a legacy and to create an enlarged alumni network.
  • Make Knowledge capture and retention part of the way we do things around here, adopting a process that includes learning before, during and after any piece of work and at all stages of the employment cycle

Employee Knowledge Cycle

 

 

 

 

and finally

If this has been of interest and you’d like to know more I am going to be running a Masterclass on effective Knowledge Capture and Retention in a week’s time and with Martin White of Intranet Focus hosting a Breakfast Breakout at the RSA on the Future of Legal KIM (this topic is a big issue for them) on December 9th.