Knowledge Transfer

When key employees leave an organisation, it can be a significant loss for the company. Not only do they take their skills and expertise with them, but they also leave behind a knowledge gap that can be difficult to fill. However, with the right strategy in place, it is possible to transfer knowledge and minimise the impact of their departure.

Knowledge Exodus

In partnership with The Knowledge Bank, we have a 5i approach that can help organisations to capture this knowledge in a meaningful way - before it walks out of the door.

The 5i Approach answers the three key questions raised through our research and engagement programme.

1. What is the key knowledge for your organisation?

2. Do you record the knowledge in a meaningful way?

3. How do you transfer knowledge ensuring it is implemented and ingrained?

5i Approach

The 5i Approach focusses on the 5% of key roles who make the difference between success and stagnation.

Investigate - Collection of data
Interpret - Highlight the 5%
Individualise - Specific individual plans
Implement - Agree plan with Executive and individuals
Ingrain - Make organisation self sufficient

In partnership with the Knowledge Bank, we have been developing this approach to identify the key 5% and how to implement and ingrain the successful transfer of knowledge.

Get involved

We are now looking for partners to pilot the 5i Approach in a live environment. You can join us in that journey and be a leading-edge case study. This pilot will be free of charge.

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Many organisations like to claim that “people are their greatest asset”. For Stewart Johnstone of University of Strathclyde, the ultimate test of this mantra is when tough times hit and and organisations start to seek ways to cut costs. Usually this includes ways to trim the wage bill - but would firms be better advised to consider alternatives to downsizing in times of crisis?
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In the ever-evolving landscape of the UK economy, one crucial factor stands out as both a challenge and an opportunity: employee engagement. Rarely a day passes without alarming headlines highlighting the economic challenges and growing discontent among employees in the UK, declining levels of trust and heightened employee unrest. In this article, Dr Sarah Pass of Nottingham Trent University, makes the case for prioritising employee engagement as a strategic necessity.
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