What is Knowledge Retention? It is a specific unique sub-discipline of knowledge management. The general definition is the capture of knowledge or expertise from employees before they leave an organization. Organizations that are embracing knowledge retention activities are gaining a competitive advantage (Liebowitz, 2011). Knowledge retention and transfer is an area that holds great potential for companies in terms of reducing the costs associated with turnover, and perhaps more important, in sustaining business performance (Manpower Inc., 2010).
Knowledge retention is an important part of knowledge management. According to Daniel Alpert at the University of Oklahoma, knowledge retention strategies improve innovation, organizational growth, efficiency, employee development, and competitive advantage. At the UNESCO meeting on High Level Group of Visionaries on Knowledge Acquisition and Sharing, which met in June 2007, they stressed the need for improved knowledge acquisition models and strategies (Liebowitz, 2009). He also mention the key reason for performing knowledge retention is to grow the institutional memory of the organization. In this manner, employees can learn from past successes and failures to ensure positive results. Learning from others could help avoid going down the wrong paths or reinventing the wheel.
According to Kirsch (2008), knowledge retention is about focusing on the critical knowledge that is at risk of loss, prioritizing what is at risk based on potential knowledge gaps and their impact upon overall organizational performance, and then developing actionable plans to retain that knowledge. The three specific questions that must be asked when considering knowledge retention and any potential risk of loss...
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...anning and implementation takes place, and lastly integrating knowledge back into the organization. Special care must be dedicated throughout the process to retain best practices and unexpected situations, structuring the process of knowledge retention and structuring retained documentation.
There is also a research on developing a model that can be used to assess the knowledge retention capabilities of an organization, and suggest opportunities for improvement. A model to fulfil this aim is developed and validated on a construction engineering consultancy. For the case study analyzed in the research, maturity of knowledge retention was noted as being between two and three. This is because the second level measured the extent of knowledge shared being documented, and the third level measured the effectiveness of storage of documented knowledge (Arif, et al., 2009).
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
After the practice change has taken place, an evaluation of the practice change is undertaken and the outcomes of the practice change are shared with others in the form of an article or poster (Bauer,
Give knowledge so people can understand how to change and what to do. For example, give ample trainings and education, detailed understanding of the new tasks, processes and systems and understanding of the new roles and responsibilities.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
In this course, I have learned that the change methods could be divided into four purposes: adaptable, planning, structuring, improving, and supportive (Holman, Devane, & Cady, 2007). In addition to the purpose, Holman, Devane, and Cady (2007) assert that individuals and organizations need to consider type of system, event size, duration, cycle, and practitioner preparation, and special resource needs. Since there are many methods to learn about, the paper of IIMT helped me to deeply understand methods that I thought they were interesting. I chose to study Appreciative Inquiry of adaptable methods, Scenario Thinking of planning methods, Participative Design Workshop of structuring methods, and The Six Sigma Approach of improving methods. In doing this assignment, ...
Implementation and Operation, including Environmental Responsibilities, Training and Awareness, Communication, Document and Operational Control, and Emergency Preparedness and Response
While assessing the relevance of the changes in regards to the organizational needs. The stage is important because it ensures that people do not relapse to their previous ways of thinking. It is, therefore, important to ensure that change is not lost; rather, it is successfully incorporated into the organization culture and maintained for long-term gains. To ensure this is implemented, the organization could consider acknowledging and rewarding of individualized efforts to reinforce the new policy in the
Before launching a change initiative, the ACE Star Model of Knowledge Transformation suggests that users consider the nature of knowledge and what steps are necessary to implement new practices within an
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
which consists of unfreezing the old ways of doing things, moving employees to learn new behaviors, and then refreezing and reinforcing the new behaviors.” (as cited in Ivanccevich, Konopaske, & Matteson, 2014, p. 506) Both examples are centered on a similar notion of changing the attitudes and behaviors of individuals, thus countering possible resistance, and allowing change to take place. Both theories focus on a process outlined in The Heart of Change consisting of a conscious approach to seeing, feeling, and changing. First, individuals must see the need for the change before they truly get on board with the process, after employees see the need for change they will gain a sense of resolve, thus creating motivation, momentum, and reducing the original resistance and fear, and finally change happens. Change is not the final step however; the final step is making the change a new cultural norm, to prevent processes from backsliding into old and comfortable ways.
The procedure variable of actualizing a technique gives subtle elements of the guide on the most proficient method to get the team from where they are presently and where they have to go with a specific end goal to achieve change. At the end of the day, the procedure begins with the ball moving for change or success, and then moves to testing and actualizing of solutions. In conclusion, I believe the key to success of Hernandez and Associates is outlining a procedure in order to handle the content and
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.