keeping knowledge in-house - badan tenaga nuklir nasional · keeping knowledge in-house ......
TRANSCRIPT
1
Keeping Knowledge In-House
Techniques for the Knowledge Retention
Process with Workforce Planning
David Heler
Principal Advisor
Workforce Capital Advisors
November, 2014
2
Do You Have A Directional Understanding?
• Where is the organization
moving towards?
• Am I prepared for the
loss of knowledge?
• What is my turnover and
why?
• What are the risks?
• Who are the stakeholders
and what are their needs?
• How do I know if I am
heading in the right
direction?
Quadrant 1: Business Unit Planning
The Business Unit Planning phase is designed to answer the following questions:
• What are the internal and external game changers affecting our business?
• What are the workforce requirements to address current and future business strategies?
• What new skills (knowledge) will be required?
• Are there new critical jobs that need to be analyzed?
• Will employee redeployment and retraining be required?
4
Quadrant 2: Workforce Analytics
This phase is where you document the makeup of your workforce and project out what the future might entail. The Workforce Analytics phase is designed to answer the following questions:
• Where is the organization headed? • Is the organization prepared for the
retirements and other attrition? • What is the turnover in each critical job and
why? • What are the knowledge risks? • What are my hiring lead times? • How long does it take to develop a
independent competent employee?
5
Quadrant 3: Workforce Development
The Workforce Development phase is designed to answer the following questions:
• What is the organizations internal and external pipeline program for new knowledge and skills?
• What is the organizations succession planning program for key leaders and is it used to fill future talent needs?
• Is the organizations internal development programs designed to train employees in a timely manner?
• Is a knowledge management in place and does it ensure unique and critical knowledge captured and retained?
6
Quadrant 4: Execution and Metrics
The Execution & Metrics phase of the workforce planning model is where an organization determines how well it has done towards achieving the company strategies and goals. The Execution & Metrics phase is designed to answer the following questions: • How accurate is the forecasting process
when measured against actual hires and attrition?
• How well are the pipeline programs working in terms of quality of candidates?
• Are you achieving the retention of critical knowledge?
• Are you ensuring you have the right employees at the right time?
7
10
Long-Lead Hiring Analysis
The segments in the graph could represent job families or department
level organizations depending what is being presented.
11
Future Talent Needs – 1 to 5 Years Engineering
Positions 80
Field, Maintenance, Craft and Tech
Postions 120
Operations Positions
60
All other Prof, Admin, Evaluators,
and Leadership Positions
95
Engineering Positions
Field, Maintenance, Craft and Tech Postions
Operations Positions
All other Prof, Admin, Evaluators, and Leadership Positions
To understand the impacts of movement into and out of a job or job family, a job feeder analysis should be conducted. Consider the following model when performing this analysis.
Training Programs
50%
2 & 4 Yr Colleges
Tech Institutions
In house apprenticeships
Experienced Outside
Hires 25%
Contractor hires
Mid-career hires from within industry
Hires from other industries
Electrical Tech
Other Jobs In Org 25%
Peer level jobs
Org changes impact
Entry Level Jobs
Job Feeder Analysis
12
Knowledge Management begins at
the time of hire…..what will be the
knowledge requirements of the
organization be in 5, 10 and 15
years from now
13
Employee Development Philosophy
14
Knowledge Transfer Methodologies
Less More Leader and Employee Time/Interactions
Typ
es
of
Kn
ow
led
ge
Exp
licit
W
ritt
en K
no
wle
dge
Taci
t Kn
ow
-Ho
w K
no
wle
dge
Self-Obtained • Procedures
• Guides
• Search Tools
• Discussion Boards
Lessons
Learned • Operational Exp (OE)
• After Action Reviews
• Corrective Action
Programs –
Performance
Improvement (PI)
Communities • System & Process
Teams
• Communities of
Practice
• Employee Networks
Transfer of Best
Practices • Peer Assists
• Teaching Others
• Process Improvement
Teams
Elements of a Strategic Workforce Plan
Institutionalize your processes
Create guides or procedures to ensure sustainability
Have objective evidence that your programs are working
KPI’s – what are you measuring
Benchmark others and choose a process that works for your organization
Are you getting the results you are expecting
15
Success Strategies