KNOWLEDGE TRANSFER IN TODAY’S

MULTIGENERATIONAL WORKPLACE:

What it takes to do it best

HR Learning Session by

O. M. Babatunde-Lawal

AN OVERVIEW

Introduction

Knowledge Transfer: Definitions

The Art and Practice of Knowledge Transfer

Four Generations of Learning Styles

The Process

Methods of Transferring Knowledge

Barriers to Knowledge Transfer

Incentives to Knowledge Transfer

Benefits of Knowledge Transfer

Conclusion

Introduction

Most organizations hope that their retiring employees will

act as stewards of the organization and the future.

In effect, employers say “Give us sufficient warning so that

we can line up a replacement and capture and also pass

along what you know to those who will remain”

Knowledge Transfer: A Definition

What is Knowledge?

It is information or understanding gained through experience and

education.

What is Knowledge transfer?

It is literally the transfer of knowledge from one brain to another.

It is the act of conveying knowledge of one source to another, one group to

another or one unit to another.

Knowledge transfer is not about transferring knowledge alone, it involves

the willingness of the other party or recipient to absorb the knowledge to

his/her own benefits.

Like Knowledge Management, Knowledge transfer seeks to

organize, create, capture or distribute knowledge and ensure

its availability for future users.

It is considered to be more than just a communication problem.

If it were merely that, then a memorandum, an e-mail or a

meeting would accomplish the knowledge transfer.

It is more of minimizing the act of hoarding information (i.e.

facts and details known about something or somebody),

encouraging sharing of knowledge and storing it.

The Art and Practice of Knowledge Transfer

In our private lives, often we transfer knowledge so easily

and efficiently we don’t know we’re doing it. Example:

asking directions.

However, in organizations, effective and sustainable

knowledge transfer is more complex because :

knowledge resides in organizational members, tools,

tasks and their subnetworks and

much knowledge is tacit or hard to articulate

Knowledge Transfer Life Cycle

Identify and value

Validate and document

Publish and shareTransfer and

apply

Learn and capture

Matures or Veterans

(born 1925 – 1945)

Age Range 86 – 66years

Baby Boomers

(born 1946 – 1964 after World War II)

Age range 65 – 47years

Reflects “cultural values”

Loyal

Respect authority

Command & control

leadership

Sacrifice to get a job done

They are still a power force in some

organizations.

Competitive

Believe in ability to change things

Idealistic realize that loyalty is dead

Understand their organization

Enjoy leadership roles

Good team players

Like recognition for their

contribution

Four Generations of Learning Styles

There is a need to identify the dynamics of knowledge transfer, paying

special attention to differences in learning styles between generations.

How Boomers and Matures learn:Boomers and their predecessors were educated through

formal classroom instruction and texts and remain

comfortable with both.

They are “digital immigrants” who did not grow up with

computers. They like hard copy, and may actually read a

company manual from beginning to end. When learning,

they generally prefer material be verbal and text-driven,

formal, and deductive.

A Caveat: When making generalizations about any group, caution is

warranted. One will still find many differences within the generations, in

addition to differences between them.

Gen Xers (born 1965 – 1982)

Age Range 46 – 29years

Gen Yers (born 1983 – 1995)

Age range 28 – 16years

Trust themselves not institution

Skeptical

Independent

Seek work life balance

Dislike rule and red tape

Dislike corporate politics

Like to find solution to problem

Prefers incidental learning

Technically savvy

Value diversity

Have global perspective

Lots of feedback & communication

Desire professional growth

Do not stay in one job for long

Want information quick and concise

Love connectivity e.g. Social media

How Gen Xers (business casuals) Learn:

This generations adapts easily to both formal and informal learning. Their

highest priority is action learning in the workplace.

They like to find real solutions to real problems.

Having adopted technology in the adolescence, these employees are

more visual than verbal.

How Gen Yers (digital natives) learn:

This group, comprised of employees who were born into the computer

world, learns by inductive discovery and exploration.

They want to do, not to be told. Jumping right in is their modus operandi,

trial and error their preference.

Connectivity is a hallmark of this generation. Gen Y loves to connect via

IMs, blogs, wikis, and podcasts. They love social media e.g. facebook,

twitter etc.

Methods of Knowledge Transfer

Formal education and training

Mentorship

Paired work

Apprenticeship (expert and novice)

Work shadowing

Narrative Transfer (or story telling)

Communities of practice (CoPs)

Job rotation

Knowledge elicitation interviews

Guided experimentation

Blogs

Instant messaging (IM)

Four factors that influence knowledge Transfer

Relational Channel

Relational channel provide the human-to-human connection necessary to

support the transfer of tacit knowledge.

Partner similarity

This refers to the similarity that exists between knowledge giver and

receiver. People with similar backgrounds, levels and experiences.

Organizational self knowledge

Individual know what they know and also what other people know.

Divergence of interest

The divergence of interest between sender and receiver can inhibit

knowledge transfer.

Barriers to Knowledge Transfer

Lack of Trust

Motivational Issues

Generational differences

Organizational Culture non-conducive to knowledge sharing (Knowledge is power)

Misconceptions

Lack of interest

Bad interpersonal relationship

Lack of incentives

Language

Limitations of Information and Communication Technologies (ICTs)

Lack of time

Pride or low self esteem

Incentives to Knowledge Transfer

According to the literature on knowledge transfer and experience of the

authors, three key incentives come into play:

Reciprocity

Recognition

Altruism

What enables Knowledge Transfer?

Variety of technologies including database collaboration of tools, content

management, search engines and portals.

Benefits of Knowledge Transfer

The potential benefits typically resulting from knowledge transfer

range from tactical to strategic, and include:

acceleration of development and on-boarding for new hires

capturing of knowledge before it leaves

step-change in productivity

speed and agility

transformation of organization’s bottom line (new profit)

building of relationships and creation of conducive workplace and

risk reduction

saving of time and costs

Conclusion

Is the sky falling because Boomer Knowledge and business

wisdom are leaving organizations at an unprecedented rate?

Probably not. After all, people have been retiring from workforce

ever since people began working.

But there is significant opportunity in strategic and targeted

knowledge transfer.

Technology has created a larger gap between outgoing and

incoming workforces than employers have ever experienced,

increasing the demand for knowledge transfer at the

organizational level.

Conclusion (contd:-)

One of IITA’s workforce planning strategy should be to retain critical

knowledge in order to perform its core business processes seamlessly as

its workforce transitions in and out of the organization.

IITA should embrace knowledge transfer by:

selecting knowledge transfer methods that suits its workplace

ensuring that people with high team playing abilities are employed by

conducting behavioral and emotional intelligence tests at interviews

ensuring flexibility on hierarchical structure and respect for individual

values

encouraging a two-way communication model

having a knowledge management database

providing policy manuals on knowledge transfer

rewarding and recognizing best behaviour

In today’s environment, hoarding knowledge ultimately

erodes your power. If you know something very

important, the way to get power (i.e. access to

opportunity & advancement) is by actually sharing it.

Sharing knowledge occurs when people are genuinely

interested in helping one another develop new capacities

for action; it is about creating a learning process.

So, share! Share! and continue to acquire knowledge.

I rest my case.

Questions???