47 million/year, that's the estimated cost of ineffective knowledge sharing in the US in 2018. Find out how to create a knowledge-sharing culture that works in 4 steps.
This trend has been reinforced by the pandemic: companies are often focused on short- or medium-term results, and are reluctant to invest in knowledge management, which requires a long-term horizon. How can the loss of corporate knowledge be remedied? Above all, what strategies can be adopted to limit this impact?
Here are 4 easy-to-follow steps to capitalize on and share knowledge within your company.
According to an INSEE study, staff turnover in France has almost quintupled in 30 years. By 2022, the average rate will have risen to 15%.
Retirements or resignations, turnover has many facets. Companies tend to minimize the consequences associated with these departures. The disappearance of essential knowledge can lead to a drop in productivity, or even jeopardize a business. In order to anticipate these departures, HR and operational staff must first and foremost identify the holders of the most critical knowledge.
By mapping all the profiles within a given perimeter, managers can easily identify the talents holding critical knowledge. Identifying them can be based on a number of factors:
"50% of HR decision-makers say that training their employees is their main objective for the future".
Highly competent staff who are not stimulated in their missions represent a threat of hasty departure. The risk is high, as their skills cost the company dearly if they are in short supply. Mentoring offers da valoriser the opportunity to enhance the career development of these employees. These training courses can help newcomers or existing teams to discover and integrate the best practices of their peers.
""Mentoring" takes the form of a personal development relationship between a "mentor", usually more experienced, and a "mentee" or "protégé". "
Mentoring can be provided by a professional from within or outside the company. In this case, the internal professional draws on his or her experience to accomplish the task.
First of all, executives, HR and operational managers get collectively involved in identifying the mentor. Secondly, they determine the objectives of the assignment.
Whatever the area of knowledge - project management, rare know-how, use of an in-house tool, etc. - it is most often based on experience. - is most often based on experience. It is acquired through reflection and recurrent application over a given period of time. Mentoring is not a quick fix for one-off operational problems; rather, it engages employees in a long-term collaborative learning process.
57.5% of employees surveyed said that the lack of appropriate tools was responsible for a lack of knowledge sharing.
Corporate processes, across all functions, are becoming increasingly digital. While "more than a fifth of HR management processes are still carried out manually (22%)", the trend is away from paper.
The aim is to capitalize only on the most valuable knowledge. Knowledge which, if unavailable, would have a direct impact on the company's performance. HR and operational managers can draw up a list of the critical knowledge on which the business is "at risk". These can then be formalized and shared using external tools or internal methods.
Long video formats, poorly-written or simply poorly-structured written content discourage the readers with whom they are shared. A good format can take the form of a powerpoint presentation or a video produced using a SaaS solution. Standardizing internal processes, saving time, sharing best practices, engaging employees [...] the benefits are numerous.
76% of company heads versus 39% of employees think that their company's internal managerial climate is conducive to the implementation of collective intelligence initiatives.
Collective intelligence is based on making the most of everyone's abilities, skills and thoughts for the benefit of the collective. Unfortunately, there's a big gap between what General Management and the teams think. And it's up to the former to create a climate conducive to collective intelligence.
Ultimately, a company is full of knowledge, expertise and personal stories. Each employee has his or her own experience to pass on. Unfortunately, some skills are inevitably lost over time. Companies need to minimize this risk through long-term Knowledge Management strategies. According to the Technology Services Industry Association, " effective knowledge management enables over 70% of companies to improve their productivity by at least 20%.
"With Komin, we have documented our operating procedures 10x faster than with paper"
- J. Cerruti (Methods & Industrialization Manager)
