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Simple approach to Knowledge

Retention

Hints, tips and suggestions from Knoco Ltd

Health Warning

The following slides describe only the most basic of knowledge retention approachs

It must not be used where critical knowledge is involved

For situations where critical knowledge must be retained, visit us at www.knoco.com or contact us at tom.young@knoco.com

Context

The purpose of this slide pack is to provide some insights as to the way in which you might manage knowledge retention when; Staff moving from one position to another Staff leaving the company

The material is presented from the perspective of the incumbent eg what should you make available to the person you are handing over to

What might they want from you Your contact details (in case they have a question after you have gone) key relationships and contact details A timeline of events including repeat events, documents and reports to be

submitted and when and to whom Processes and systems (including who to call for assistance) essential to the role Your understanding of the role including any significant historical events /

impacts Your understanding of the objectives and targets of the role An understanding of your specialist knowledge and how it might apply to the role Ongoing Projects Problems and Solutions Possibilities and Opportunities Your learning (AAR) Essential business processes and systems An overview of the business and the organisation (especially if they are new to

that part of the business)

Opportunities and Threats

Things that the new person could drive to success or things they should to avoid!

Your role, objectives and targets

The main objectives and targets associated with the role.

Documents and other metrics recording the history of performance.

A history of the post (especially if it was the result of a company restructuring)

An outline of the business (especially if you are part of a large group and people transfer between business units)

Objectives & Targets Which 5 objectives do you think are key, and why?

What are the 10 key task deliverables in your role?

What are your top 5 successes against deliverables, and why?

What are your next 5 targets against deliverables, and why?

What do the boss and the business really care about - priorities?

What do you think it takes to be really successful in the job?

Schedule of activities Calendars for a typical day, week, month and year showing

regular activities and meetings.

A weekly or monthly calendar might include regular team meetings project meetings phone conferences

A yearly calendar might include performance reviews appraisal meetings objective setting budget setting other team or site events.

Ongoing Projects

List of ongoing activities: Project / activity name project leader (your or someone else) team members your role - and possible roles for your successors - in

the project project documentation and its location Budget (SAP number, approval process)

Significant events

Acquisition of Acme

System X software installed

Win largest order in company history

2000

2002

2007

2009

Back office

List key processes including IT system Who is the ‘go to’ person when something doesn’t work Transfer of account names, access codes Training How do they work as distinct from how they are

supposed to work

Key collaborators

Who do you need to keep on side to make the job go smoothly

Anyone external to the organisation that you need a good relationship with Suppliers Legislators Auditors, inspectors Government agencies

Specialist knowledge What do you consider to be the specialist

knowledge you need for the post How has helped you and how What would other people consider you to

be an expert in

The main source of knowledge and key information about your previous role is probably you !

They might want to contact you after you have left

Your contact details !

For further information

For further information please visit our web site at http://www.knoco.com

Or contact Tom Young at

Tel +44 1355 263 945Tom.young@knoco.com