Critical knowledge transfer within companies
We are currently in the midst of the ‘baby-boomer retirement’ phase: a period (from 2006-2025 in developed countries) where a significant number of people are retiring. This is not surprising, as it is the direct and predictable consequence of the post-war baby boom, as well as the increased life expectancy and declining birth rates.
Furthermore, we are confronted with an ever increasing need for new skills, as a result of changes such as the ‘robolution’ which refers to a robotic revolution (combining robot and revolution) and global digitalisation. Despite these changes brought about by technological and technical development, knowledge that the older generation carries is just as important as ever and cannot simply be replaced by these sudden innovations. Their existing and rare skills are crucial and allow teams and companies to function effectively. Passing on these skills therefore needs to be done in a rigorous and careful manner.
What exactly is this ‘critical knowledge’?
Sociologist Carole Ibos explains that critical knowledge means a “critical relationship to knowledge: instead of just accepting facts as given, concepts as fixed and the meaning of the world as clear, we question everything.” This critical knowledge represents all of the expertise of departing employees, which needs to be passed on to existing employees (and newcomers).
To avoid losing the knowledge and expertise that the older generation acquired throughout their careers, transferring this knowledge is essential. Failing to train newcomers would be a considerable waste of time and energy, impacting both managers and employees.
Actions to be taken
Several simple and quick actions can be taken to ensure the effective transfer of knowledge. This can be divided into 3 steps:
Define the ‘critical knowledge’ within your company and the experts possessing this knowledge
Firstly, you need to identify the actual skills to be passed on. To do this, senior employees with the knowledge can create their own knowledge maps. They could, for example, run workshops where they can simplify and explain their knowledge.
It is important to also target internal employees and managers on learner topics specifically relevant to them. Clearly define what needs to be learned, by whom and by when; create a detailed timeline.
Put it into practice
Once the knowledge has been defined, as well as the learners and experts identified, the next step is to actually put the process into place. It is up to you how you decide to roll out the process. For example, this could be through ‘interdisciplinary workshops’, where experts compare their respective knowledge with that of others, or they simply explain their knowledge. Comparing ideas can allow employees to broaden their knowledge and if ‘new talent’ are allowed to have their say, this can provide a fresh perspective. The idea is to make it routine for experts to be made to contribute, and so be put in the spotlight, in order to effect the transfer of these skills to learners.
Validate and retain the knowledge
To ensure this critical knowledge continues to be passed on, educational content can be recorded (videos/podcasts/documents…), formalising it for future talent. Employees could create digital training modules. The objectives and outcomes can then be approved by those concerned (experts, new talent, senior employees).
Another method which is becoming more and more common is ‘On-The-Job training’, also known as mentoring. It involves organising the transfer of knowledge directly through practice, with guidance from the expert. This approach is particularly effective when using the 70-20-10 model, where the majority of learning happens on the job.
This requires structuring the organisation around the subject of learning, with time specifically dedicated to the transfer of knowledge.
Conclusion
Several articles have explained how the costs associated with the loss of expertise can be “particularly high” (as mentioned in a survey conducted on business leaders, and led by the author of ‘Critical Knowledge Transfer’). Critical knowledge must not be lost and the only way to keep it alive is by passing it on to future generations.
