Canadian HR Reporter

CANADIAN HR REPORTER November 2, 2015 FEATURES 15 HR Manager's Guide to Employment Files and Information Management: Legislation and Best Practices uniquely addresses the management of all types of employee information throughout the employment lifecycle, from recruitment to termination. Employment information and documentation management carries legal requirements that protect an organization from litigation, and are essential to the creation of sound policies for efficient, effective, and ethical business practices. Easy to read and understand, this new guide provides Human Resources professionals and others who deal with employee files, either electronically or in paper format, with: • Key legislation and emerging case law • Best practices in the areas of privacy, records retention, human resources information systems (HRIS), and information security • Practical guidance, tools and templates, such as sample policies • Information on all Canadian jurisdictions Know your legal obligations in managing employee files Available risk-free for 30 days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 In Toronto: 416-609-3800 Order # 986618-65203 $70 Softcover approx. 100 pages April 2015 978-0-7798-6618-2 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. 00228VC-A49657-E98872 New Publication HR Manager's Guide to Employment Files and Information Management: Legislation and Best Practices A Canadian HR Reporter Special Report Howard A. Levitt, B.A., LL.B., and Tanya Neitzert, B.A., CHRP Brought to you by: Credit: Lightspring (Shutterstock) T&D Removing roadblocks to knowledge transfer How can organizations transfer critical information quickly and effectively? By Kent Greenes K nowledge transfer sounds like a simple, natural act. After all, people have been sharing and transferring information to each other since they started walking the planet — and they've managed to make it this far. However, a Google search on the topic produces about 30 million results, which indicates a lot of people are keen to know more. And many companies are strug- gling to do it not only effectively but also quickly. e shift in workforce demo- graphics in almost every industry has created a demand for trans- ferring knowledge from older to younger workers at a rapid pace. One of the reasons organiza- tions are struggling is because much of the knowledge is fairly complex. ink about it: What do you need to know to build a trustful relationship with a new customer? How about the knowledge it takes to perform a technical task, such as bringing a high-pressure well online after it has been shut off for a period of time? On closer inspection, much of what we need to know is not as routine or clear- cut as it may seem. Another key challenge is peo- ple tend to hold on to their hard- earned knowledge. There are many reasons for this, some un- derstandable, others not so much. Managing expectations and deal- ing with employee behaviour are some of the more difficult aspects of knowledge transfer. To make things even more dif- ficult, people with expertise often don't know how they know what they know. As experts, they have developed ways to create and grow their knowledge through pattern recognition and through other complex neurological processes. Because of this, they often re- quire some help to draw out their knowledge in a way that others can make sense of it. Methods Traditional knowledge transfer methods, such as formal training, job rotation and transfer, mentor- ing and apprenticeship, deal ef- fectively with many of these chal- lenges. However, they are costly and time-consuming, and range in effectiveness depending on a per- son's learning preferences, which is why companies have sought other ways to share and transfer their most critical knowledge. PEOPLE > pg. 16 Credit: Lightspring (Shutterstock) Traditional knowledge transfer methods are costly, time-consuming and range in effectiveness.

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