Canadian HR Reporter

CANADIAN HR REPORTER November 2, 2015 16 FEATURES Ratna Omidvar Choose from 130+ sessions, including: Cannexus.ca Justice Murray Sinclair Spencer Niles Wab Kinew SHAW CENTRE, OTTAWA, CANADA Cannexus.ca Register today, great rates still available! January 25-27 janvier 2016 Employee Recruitment, Retention and Engagement The Talent Disconnect Innovative Initiatives for an Inclusive Workforce Behavioural Economics Targeting the 50+ Managing Maternity Leave Career Transitions Cannexus brings together 800 professionals to exchange information and explore innovative approaches in career and talent development. MEDIA PARTNER: NATIONAL CAREER DEVELOPMENT CONFERENCE Advances in knowledge man- agement and collaboration tools and techniques have created a plethora of methods for knowl- edge transfer to choose from. Which method to use and when depends on the type of knowl- edge needed and the context for its application. 2 types of knowledge There are two main types of knowledge that determine the methods used for transfer. One is explicit or specific knowledge. This is knowledge that can be readily articulated, codified, ac- cessed and verbalized. It can move easily and quickly. e other type is tacit knowl- edge or expertise. is is diffi- cult to describe and document. Dialogue, stories and thoughtful elicitation are typically required to share and transfer this deeper knowledge. erefore, it takes more time and effort to move it. When it comes to knowledge transfer, con- text is king. e other critical factor when choosing a knowledge transfer method is the environment in which the knowledge was created and where it will be used. e pace and tempo of the operating envi- ronment, regulatory factors and changes and the culture of the organization play a major role in adapting knowledge to fit in dif- ferent contexts. An effective way to factor in context is for the receiver to de- scribe the internal and external drivers relating to the work at hand, the culture and other local conditions where and when the knowledge will be applied. A subtle, but highly impact- ful, consideration in knowledge transfer is how the receiver asks for knowledge. Potential sources of knowledge are much more inclined to make the time to share and transfer what they know if the person ask- ing for help does so in earnest, and is not just looking for someone else to do her work. It is also helpful for sources to consider what is needed to make sense of the knowledge they want to transfer. Sense-making enables the receiver to adapt the knowl- edge to his situation. Effective transfers Providing the following goes a long way to enable effective transfer: Application: A description of the knowledge and how it came about through its application. This should include what was done, why it was done, where it works, when to use it and level of effort. Impact: An explanation of how performance was impacted by the application of the knowledge, and why it made a difference. Key learning or advice: A de- scription of what was learned in, and from, the application of the knowledge. What's the one thing that stands out that should be re- peated the next time the knowl- edge is applied? What's the advice for someone who wants to adopt the knowledge? Contact information: The name of the source of the knowl- edge and how best to contact her. Of course, providing this in- formation via documentation or conversation takes time and effort from the source of the knowledge. is creates a barrier in many organizations where the expecta- tion is for people to "Get 'er done." Unless people are being ex- plicitly rewarded to transfer their knowledge, this will always be viewed as discretionary, non- critical work. In these situations, a highly effective approach is facilitated knowledge transfer. is involves the help of an experienced knowl- edge management practitioner to elicit and harvest the knowledge from those who have it, and help move it to those who need it. Regardless of the method or approach used to transfer knowl- edge, organizations need to de- cide upfront if it is worth the effort to do it right. ey need to commit to make the time to save the time they are likely already spending to re-learn or re-create the knowledge they already have. Kent A. Greenes is a consultant and knowledge management expert at knowledge management firm Greenes Consulting, based in Green Valley, Ariz. For more information, please visit www.greenesconsulting.com. People need to be rewarded KNOWLEDGE < pg. 15 Once employers are aware of the degree of the absenteeism problem, they can begin to man- age it — along with presenteeism — by addressing specific factors in their workplace. Steps can include: • Leverage data from both the or- ganization's employee assistance program provider and employee questionnaires to determine the specific drivers of workplace stress for employees. • Implement actions that support workplace mental health and wellness as they are integral to an absence prevention strategy. • Ensure managers are trained to recognize and intervene appro- priately with a problem-solving focus when an employee's work behaviour changes and presen- teeism becomes an issue. • Develop and implement clear messages, actions and invest- ments that support work at- tendance in order to directly address or prevent a culture of absenteeism. Employee absenteeism is not random and predictors of both illness- and non-illness-related absence can be influenced by an employer. Rather than adopting an attitude of complacency, em- ployers should take advantage of the tremendous opportunity they have to influence absenteeism in the workplace and ultimately im- prove the health, well-being and productivity of employees. Paula Allen is Morneau Shepell's vice- president of research and integrative solutions; Luc Bourgeois is manager of research and analytics at Morneau Shepell. Paula can be reached at pal- len@morneaushepell.com and Luc can be reached at lbourgeois@mor- neaushepell.com. Send clear messages ABSENTEEISM < pg. 14 Regardless of the method or approach used to transfer knowledge, organizations need to decide upfront if it is worth the effort to do it right.

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