By Hamilton Beazley, Jeremiah Boenisch, David Harden
"How am i able to retain wisdom from strolling out the door while staff leave?"This urgent query is insightfully responded during this landmark e-book. Operational wisdom hasn't ever been extra severe to organizational luck. wisdom loss from downsizing, forthcoming baby-boomer retirements, and excessive activity turnover have created an information continuity quandary that poses an remarkable chance to organizational productiveness and gains. in line with huge study, Continuity administration solves this significant challenge of information loss for managers at any organizational point by means of describing an efficient process for maintaining wisdom continuity among worker generations. progressive in its impact, yet evolutionary in its perform, continuity administration is fueling a brand new wisdom revolution. This e-book is ready that revolution-and the way to lead it.
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Extra resources for Continuity Management: Preserving Corporate Knowledge And Productivity When Employees Leave
It is as much a set of potentialities as anything else—knowledge potentialities that can be brought to bear to solve a problem or seize an opportunity. Operational knowledge is continually being revised to reflect the demands of a challenging, unpredictable environment. Components of Operational Knowledge Operational knowledge is multifaceted in its content and comprehensive in its scope. It draws broadly from across an organization, encompassing seven different types of knowledge and weaving them into a coherent whole: ■ ■ ■ ■ Cognitive knowledge.
It is also possible to harvest that knowledge from incumbent employees and convert it into a form that would be meaningful to their successors as well as transferable to them. Through continuity management, operational knowledge can be separated from employees, converted into a commodity, and transferred to successors. It is impossible to capture an employee’s total body of knowledge, of course. It is also impossible to capture all the operational knowledge in an employee’s head. But it is possible to capture the critical operational knowledge that fuels productivity and performance in a given position, and transfer that knowledge to successor employees.
5 years. ” (DeBare, 2000, p. 3). Clearly, the promise or even the hope of lifetime employment is a remnant of an earlier age. At one time, IBM boasted of its family atmosphere and its no-layoff policy. In 1992, it fired 120,000 workers (Whimper fi, 2001, p. C1). The unstated psychological contract between employees and employers that used to include the expectation of long-term, if not lifetime, employment with the organization has changed dramatically. S. S. military once offered virtually lifetime employment if one weren’t incompetent.