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1 Keeping Knowledge In-House Techniques for the Knowledge Retention Process with Workforce Planning David Heler Principal Advisor Workforce Capital Advisors November, 2014

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Keeping Knowledge In-House

Techniques for the Knowledge Retention

Process with Workforce Planning

David Heler

Principal Advisor

Workforce Capital Advisors

November, 2014

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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?

Strategic Workforce Planning

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© CEWD & David Heler 2013

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?

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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?

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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?

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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?

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Workforce Planning Dashboard

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© David Heler 2013

Forecast Workforce Requirements

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Long-Lead Hiring Analysis

The segments in the graph could represent job families or department

level organizations depending what is being presented.

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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

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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

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Employee Development Philosophy

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Knowledge Transfer Methodologies

Less More Leader and Employee Time/Interactions

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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

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Success Strategies

From IAEA.org

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When you make a decision, you must think seven generations out.

…The Constitution of the Iroquois Nations

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