Re: Departing Knowledge #knowledge-retention

Arthur Shelley



This is very interesting and I am sure accelerates the development of your new people.  Does your program extend to have mentoring right across the career path or just with the new joiners.  What about experienced middle managers who join from other organisations? Do you match them up with experienced (slightly older?) Boeing personnel to accelerate their understanding of your orgnisation as well.


Is the purpose of the mentoring to be one way transfer of knowledge or both?  Organisations often underestimate the value being brought in by the new generation, especially in the area of networking capabilities and social capital development that the younger recruits can teach the organisations how to improve in.



Arthur Shelley
Author: The Organizational Zoo A Survival Guide to Workplace Behavior
Ph +61 413 047 408

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of DeGard, Paulette H
Sent: Saturday, 6 September 2008 1:54 AM
To: sikmleaders@...
Subject: RE: [sikmleaders] Departing Knowledge


Hi Jerry,

Here at Boeing in my group we have created an entire toolkit for
Knowledge Transfer between the generations. The toolkit includes an
electronic survey to determine how to match people up for mentoring
purposes, a matrix that is used to match people based on their survey
answers, an analysis of usage for the different tools such as wikis,
blogs, and other electronic means of communicating, a training for
managers on the differences between the generations, and a process for
helping managers support their employees by creating business goals that
address knowledge transfer between the generations. This toolkit is
being integrated into our larger knowledge management toolkit for
capturing, retaining and retrieving knowledge and information in the
engineering environment.

One of the things we have learned is that matching senior people with
new hires really doesn't work all that well. The gap between mentor and
mentee should be closer to 5 years because the language between the
generations is often mismatched and additionally, a new hire to Boeing
would have had a totally different experience in hiring into Boeing than
someone who hired in 20+ years ago. Our matrix is being used to help
with these particular issues.

We are still early in the deployment of the Knowledge Transfer toolkit,
but so far it appears to be helping. The Knowledge Management System has
been hugely successful and is being deployed across all parts of Boeing
as well as our Research Center in Sheffield, England.

I look forward to seeing the article in Inside Knowledge on these
generational issues.



Dr. Paulette DeGard
Knowledge Strategist
Lead, Process and Efficiency Team
Flight Deck
425-717-9238 (voice)
360-550-4099 (telecommute number on Fridays)

-----Original Message-----
From: Jerry Ash [mailto:jash@...]
Sent: Thursday, September 04, 2008 6:08 PM
Subject: [sikmleaders] Departing Knowledge

Hi all.

I met Bob Wendover of the Center for Generational Studies at the APQC
KM meeting in Chicago recently and was very interested in his thoughts
on the communication breakdown between older and younger generational
cultures at the point of departing/arriving knowledge.

I have commissioned him to write a special feature for Inside Knowledge
magazine on "Sharing Departing Knowledge in Ways that will Appeal to
the Emerging Generations." Clearly, the incoming/outgoing communication
and cultural gaps are a major problem. How do you get the revolving
generations to respect one another and share/accept knowledge transfer?

Bob has just now asked me if I am aware of any organizations that are
actively practicing the following (or other) methods that he might be
able to access to ask about their methods, challenges and successes:

1. An exploration of how the characteristics of the knowledge being
transferred impacts the delivery methods and reception of younger
workers. These include the type of knowledge, the relevance of the
knowledge, the passion for the topic, the communication style of the
present knowledge holder, and so on.

2. An exploration of platforms and methods for transferring the
knowledge in an appealing way to young workers including wikis,
podcasts, self-directed training sessions, games, and so on.

If you would like to discuss it here, that would be great. If not, and
some of you have some thoughts, please contact me back channel:


Jerry Ash

Jerry Ash
* Managing Editor, Inside Knowledge magazine
* Author, 'New Generation Knowledge Management' series
* Founder, Association of Knowledgework (AOK)
* KM Coach

Email: jash@...
Phone: 813.634.4397
URLs: |


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