Foreword
There will come a time that the employee who mastered the work is obliged to transfer the duties and responsibilities to the subordinates or the next batch of employees. The senior employee must guide the new batch of workers to do the right thing inside the business facility.
How to transfer valuable knowledge from older to a younger employee?
Interview 1
In your view, what makes knowledge transfer from one employee to another important?
Unlike transferring the information into other forms or other company, the transfer of information is not that crucial and complicated such as sharing blueprints, process designs, or reports. The stronger the transfer of knowledge is, the productivity will reflect on the follower and the gap will lessen.1 The basic thing to do is to make the advance communication with continuous use of the professional networks and use of mouth.
What is your company's process for managing knowledge that needs to be transferred?
Every company has their own perspective in managing knowledge. The quality of the knowledge is taken first to achieve the objectives in a smart way. The quality system develops many aspects inside the organization. It promotes thinking and working in solo shifts, that can allow the employee use the knowledge to drive the objective right to its course.2 Furthermore, with the use of qualitative approach system, the other strategy can be develop and use as a business model, or either way, part of it.
Describe for me an example of when this process has been used?
The isolation of the skills and abilities should be accordingly structured in the kind of expertise or area they handle. Like if there are available employees in the production process then, the transfer of information should be given to him. If the employee is equipped in the customer relation or customer-based environment then, the additional information should be given to that particular person.
How are the different types of knowledge transferred, for example, explicit and tacit knowledge?
The transfer of tacit knowledge emphasizes the understanding of knowledge making the individuals manage to deliver the information to pass it to the other. It is like delivering a same message and promoting it. The tactic in transferring the explicit knowledge is done by articulating the knowledge held by an individual and is expected to design or craft new ideas, and develop the system. The main purpose of a progress is to distribute the knowledge within the organization.
How important is a mentoring program within the workplace regarding transfer of knowledge?
The mentoring process is the same approach towards the teaching in a university. The only difference is that the teacher in the school handles educational issues, while the mentor inside the workplace handles the work-related issues that surrounding the workplace. The mentor is also an employee that a gap in making him superior to the others is through the experience he had.
To make the mentoring procedure successful at the end is that both the mentor and the trainee commit to have a same level of responsibility. By that, the ground rules can be set with the consent of the other.3
If an employee gives notice to leave the organization, how would you ensure that their knowledge becomes imparted to their replacement in a timely manner?
The transfer of responsibilities, duties, and obligations can be assessed through an interview or demonstration. The new employee can explain things to the manager in the way he understands the work well, although the given period of time is not that enough in the part of the young employee to do the work alone.
How would you persuade a senior employee, who is being resistant to sharing his/her knowledge to train a younger employee replacement?
Most of the time, the employee-sharing-of-knowledge mode is popular inside a workplace, and is clearly evidential. The sharing of knowledge may start in a form of a simple chat that leads to curiosity and end up in a question and answer portion. It is impossible in the part of the senior employee to leave a neophyte in something unguided. It is part of the senior employee to share the thoughts he has. The responsibility is the cause of the worry he had left for the company or the concern towards the employee.
Interview 2
In your view, what makes knowledge transfer from one employee to another important?
By the transfer of information, the knowledge, skills, abilities, and other valued characteristics can be inherent and use in the definite time. With the transfer of knowledge, the knowledge itself can grow more and become more innovative. It also develops the communication and presentation skills of the employee, having a deep understanding towards cultural awareness and respect for the other workers, can acquire the ability to interpret or analyze the work-related material and; develop a system that can use in the business’s environment.4
What is your company's process for managing knowledge that needs to be transferred?
The thing to consider in dealing with a knowledge transferring is to identify the knowledge or information that a young employee need to know. As part of the discipline, the organizational practices, insights, and experiences are attached to the strategy of managing the transferred knowledge.5 It is like giving a sealed envelope to the detectives and inside the envelope are the details that he needs to make an accurate investigation.
Describe for me an example of when this process has been used?
The incentive programs can happen in different business affiliations like having a team building inside a product-based company. The organization might propose a project that welcoming the new ideas of improving the products they are making.
How are the different types of knowledge transferred, for example, explicit and tacit knowledge?
The tacit knowledge cannot be articulated but only transferred or communicated in a useful way it can be. The development of the knowledge can be transfer through mediums like presenting a picture. The explicit knowledge is the kind of knowledge that can be articulated. It is around the formal and systematic approach such as creating formulas in a documentary practice. The standards can be work together along with the objectives. There is also a knowledge called the procedural knowledge which considered as skill development. The information can be presented with a description of a way where task can be performed. The proficiency can be achieved through continuous practice.6
How important is a mentoring program within the workplace regarding transfer of knowledge?
The creation of mentoring programs is meant for the employees or co-workers that experiencing difficulties in getting their work done. The mentoring program is much appreciated by the management and encourages the employees grab the opportunity in making the others take an oath of responsibility and commitment, voluntarily.7 The whole management anticipates for the impact of the existence of a mentor inside the organization, although there is a low outcome.
If an employee gives notice to leave the organization, how would you ensure that their knowledge becomes imparted to their replacement in a timely manner?
The job related process can be on evaluation of related training, experience and accomplishments, written exams, interview, and other assessment methods.8
How would you persuade a senior employee, who is being resistant to sharing his/her knowledge to train a younger employee replacement?
The employment-related responsibilities transferred to intermediaries most often are job search and placement assistance, although a substantial number of communities also transfer responsibility for case management. When secondary employment-related services are provided, they are almost always provided by intermediaries, however, in most sites, these programs are still in the early stages of development.9
References:
Kerr, W., (2007). Ethnic Scientific Communities and International Technology Diffusion, Harvard Business School and MIT. Accessed September 15, 2009, from http://www.hbs.edu/research/pdf/06-022.pdf.
Bhatt, D., (n.d.). EFQM Excellence Model and Knowledge Management Implications. Accessed September 15, 2009, from http://www.eknowledgecenter.com/articles/1010/1010.htm.
Werner, W., (2004). The Importance of Mentoring. Law Practice Today. Accessed September 15, 2009, from http://www.abanet.org/lpm/lpt/articles/mgt07041.html.
Milwaukee Health Department (MHD). Knowledge, Skills, Abilities, and Other Characteristics: Transfer, Promotional Opportunity, Human Resources Analyst-Senior. Accessed September 15, 2009, from http://www.milwaukee.gov/jobs/HRAS.
Nonaka, I., (1991). The Knowledge Creating Company. Harvard Business Review. Accessed September 15, 2009, from http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es.
Nickols, F., (2000). The Knowledge in Knowledge Management. The Knowledge Management Yearbook 2000-2001 (pp. 12-21). Accessed September 15, 2009, from http://home.att.net/~nickols/Knowledge_in_KM.htm.
Werner, Ibid.,
Milwaukee, Ibid.,
Pavetti, L., et al. (2000). Defining the Roles and Responsibilities of Intermediaries in a Work-Based Assistance System. The U.S. Department of Health and Human Services. Accessed September 15, 2009, from http://aspe.hhs.gov/hsp/intermediaries00/ch2.htm.
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