Introduction
Knowledge is a valuable resource for both job functions and organizations. When knowledge is tied to an individual and not the organization, there is a greater risk of operational disruption from worker turnover. Documenting and sharing knowledge within the organization through mechanisms such as knowledge management systems and cross-training can help build organizational resilience to workforce change. The method of knowledge sharing may vary by organization, group, or job within an organization. The main goal is to document all relevant knowledge associated with critical positions to enable future workers in the role—and more broadly the organization—to be successful.
Sub-Steps
- Implement Knowledge Sharing Program: Knowledge sharing strategies include stretch assignments/job enrichment, mentoring, cross-training/job rotations, job shadowing, vestibule training, classroom training, process documents/SOPs, and job aids.
- Individualize Knowledge Sharing Program: Different strategies are ideal for different situations; multiple methodologies can be used to align with a range of learning styles. Consider how to share knowledge with people already within the organization versus with new hires and the need to provide organizational context and background information when sharing knowledge.
Other Resources
Implement Knowledge Sharing Programming
A mix of methodologies to accommodate different learning styles can be helpful in supporting successful knowledge sharing within the organization. The Job Profiles, Critical Success Factor Worksheet, and Employee Development Plan for employees currently within the organization can be used to support and inform this effort. Methodologies may also differ by the role targeted for training and by other factors both within and outside the organization.
If there is not incentive or sufficient time for employees to share knowledge or a culture that encourages knowledge sharing, this practice may take some time within the organization. This is especially true of tacit knowledge; so much of this knowledge is regularly shared informally. Without a supportive culture and adequate time for knowledge sharing, much of an employee’s knowledge can leave an organization with the employee. Senior employees may not want to change the way they operate or may see knowledge as a source of power or job security. There may be perceptions that sharing knowledge can lead to job loss. Several tools can help facilitate knowledge sharing and address some of these concerns.
- Knowledge Management System/Knowledge Center
- Provides a way to access working materials and study them
- Includes tests/checks of knowledge
- Has well-structured instructions/recommendations
- Includes a newcomer knowledge map to identify knowledge holders and a way to connect with them.
- Collaboration Hub
- A platform or collection of tools that allow individuals to collaborate and share knowledge easily
- Allows for instant messaging for quick collaboration
- Facilitates collaboration on working documents.
- Action Plan for Preparing Successors
- Creates a succession development plan with training and learning opportunities that are aligned with successor position
- Participates in functional areas of incumbent’s role, especially areas outside of successor current experience
- Includes mentoring from the incumbent
- Provides coaching opportunities
- Acts for the incumbent when they are away from work
- Includes working on special projects or opportunities to stretch skills into aligned areas
- Includes dual incumbency opportunities when the incumbent transitions out of their role.
The Knowledge Center can include the basics of hydropower, different SOPs or process documents, and knowledge maps to identify people for learning opportunities from across the organization. The Collaboration Hub allows individuals to collaborate across departments to share knowledge and work with people they may not see regularly. This includes instant messaging for quick collaboration on working documents, as well as a place to store working documents. Asynchronous collaboration is also possible, which is key given the geographic and shift diversity associated with hydropower. Action Plans for preparing successors will also be helpful in this format, as all information can be organized conveniently for individuals to access at any time to continue to develop their skills for moves to new or higher roles within the organization. With any action plan, buy-in from leadership and a strong culture are critical for success.
Individualize Knowledge Sharing Programming
The methods of knowledge sharing will differ between people being promoted or transferred from within the organization versus new hires from outside an organization. Individuals with prior experience in the organization will have a higher baseline level of knowledge about the organization and role as compared to external hires. Given the increasing demand for workers in the hydropower industry, it is likely that there will be some degree of new employees from outside of the organization or industry that will need to come up to speed on job duties and relevant organizational knowledge. Those coming from outside the organization will have less background on the organization or specific job and will have a higher reliance on written material, documentation, and coworker knowledge for their role.
For employees advancing from within the organization, the career development plan worksheets in Sub-Steps 2c and 3a can be useful resources. These tools will give an overview of goals, skill and competency requirements, development needs, development strategy, and timeline. Employees within the organization will also benefit from a knowledge sharing culture, as will their breadth and depth of competencies. It is also very important to pay attention to potential biases of those that have already been within the organization. Avoid typecasting employees who have been in their roles for many years and are making lateral moves or moving to management. These biases can lead to “capping” the knowledge of these individuals and not allowing them to grow to their full potential.
The strategies that can be employed for knowledge sharing will also depend on whether the incumbent is still in their role. If the incumbent worker is still within the organization, there can be more direct learning, mentorship opportunities, and the ability for new employees to ask questions. Suppose the incumbent has already left the organization; in that case, the new employee may have to depend more on the job profile and competency worksheet and other documentation provided by the previous worker.
With all employees, the key is identifying and targeting skill gaps and designing a program to shore up those skills. Teaching skills will be different depending on the skill itself, the level of background knowledge about the role and organization, and the availability of resources, including whether the incumbent is still present.
All of this must be considered when designing the knowledge sharing strategy that will be utilized for the incoming employee.