Date   

What is the current/future role of AI in the KM processes? #methods #AI #art-of-KM #collaboration #knowledge-capture

Ginetta Gueli
 

Dear SIKM leaders,
my name is Ginetta Gueli and I am information and Knowledge Manager.  I am currently co-working on a university research project in collaboration with prof. Luna Leoni (University of Rome Tor Vergata, Italy).
As you may know, Industry 5.0 calls for the adoption of a human-centric approach for digital technologies (including artificial intelligence) that requires an upskilling and deskilling of the workers, particularly in terms of digital skills. All of this have an impact on the knowledge management of organizations and so on firms performance. However, it is still not clear if and how these new digital technologies may practically help knowledge managers in their job within organizations, facilitating and improving knowledge mining, management and dissemination. This is particularly true when referring to the role that Artificial intelligence (AI) may play in terms of Knowledge management (KM) practices within organizations. So our key starting question is: what is the current role of AI in the KM processes? And if none, what role AI will play in the future of KM? 
The topic is hot, and we aim to build a practical and concrete report (i.e. a paper) that can be useful to understand the status quo and the way forward.
In this respect we are looking for Knowledge Manager/KM professionals who are concretely implementing AI solutions in their organizations (no restrictions of size, country, type of business, etc.) and would like to get in contact with them to set up an interview.
If you are interested to know more on content, timing, privacy of the interview, etc., or you know anyone that could be, please drop me an email or answer to this thread by 31st July 2021. 
We are very much looking forward to hearing from you. 
Thank you for the positive consideration and kind regards,
Ginetta
NB: to know more us, please visit our IN profiles :-)
---
Ginetta Gueli
Information & Knowledge Manager | Project Manager


Re: Need Help with Onboarding #onboarding #knowledge-retention

Lydia Jamenya
 

Wonderful!

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Fred Nickols via groups.io
Sent: 08 July 2021 21:50
To: main@sikm.groups.io
Subject: Re: [SIKM] Need Help with Onboarding

 

Years ago, long before “onboarding” was of interest, I developed for the old AT&T Yellow Pages organization, what was called a “Getting Up to Speed” manual. We called it “GUTS” for short managers used to give it to new hires and newly assigned people. Some would say, “Here, let’s see if you’ve got the guts to work here.” Managers and employees both valued the manual.

Fred Nickols

Solution Engineer & Chief Toolmaker

Distance Consulting LLC

 



On Jul 8, 2021, at 2:40 PM, Murray Jennex via groups.io <murphjen@...> wrote:



I'd add a couple of things:

1. What the organizational values and how they impact work

2  How does the organization make decisions (do this a little later in the process)

3. What are the strategic goals and how do you specifically fit into them

thanks....murray

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Thu, Jul 8, 2021 5:52 am
Subject: Re: [SIKM] Need Help with Onboarding

Thanks for your thoughts Tami, Murray, and Patrick.

So what I'm hearing is that a well-run onboarding process consists of:

  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills

Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.

I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."

Did I miss anything major? Would you drop any of these?

While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================

On 8/07/2021 9:51 am, Patrick Lambe wrote:

It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

 

P

 

Patrick Lambe
Partner
Straits Knowledge

phone:                                              +65 98528511

web:                                                  www.straitsknowledge.com
resources:                                        www.greenchameleon.com
knowledge mapping:          www.aithinsoftware.com

<SK18th_Anniv2020_emailfooter (2).jpg>

 

On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

 

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,

I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?

Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).

In terms of the six "S" factors required to demonstrate a clinical approach:

  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?

I see lots of great information to draw on already. How do we take this to the next level?

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================

On 6/07/2021 5:58 pm, Lydia Jamenya wrote:

Dear KMers, 

 

I need help with putting in place and onboarding and OffBoarding package for a large organisation.

 

I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.

 

Lydia



The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.

 

<SK18th_Anniv2020_emailfooter (2).jpg>



The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Stephen Bounds
 

Thanks Fred,

Interestingly (but likely non-coincidentally!), using "getting up to speed" when searching for onboarding materials uncovers a plethora of well-written takes on the onboarding process:

Despite having some clickbait-y aspects (what is it with the number "six"?) I found it interesting to read through these and see points of agreement and difference in their treatment of the problem. The last one in particular tries to systematise and gamify the process through technology, which I'm noting is an increasingly popular approach.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 9/07/2021 4:49 am, Fred Nickols wrote:

Years ago, long before “onboarding” was of interest, I developed for the old AT&T Yellow Pages organization, what was called a “Getting Up to Speed” manual. We called it “GUTS” for short managers used to give it to new hires and newly assigned people. Some would say, “Here, let’s see if you’ve got the guts to work here.” Managers and employees both valued the manual.

Fred Nickols
Solution Engineer & Chief Toolmaker
Distance Consulting LLC


On Jul 8, 2021, at 2:40 PM, Murray Jennex via groups.io <murphjen@...> wrote:


I'd add a couple of things:
1. What the organizational values and how they impact work
2  How does the organization make decisions (do this a little later in the process)
3. What are the strategic goals and how do you specifically fit into them

thanks....murray

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Thu, Jul 8, 2021 5:52 am
Subject: Re: [SIKM] Need Help with Onboarding

Thanks for your thoughts Tami, Murray, and Patrick.
So what I'm hearing is that a well-run onboarding process consists of:
  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills
Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.
I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."
Did I miss anything major? Would you drop any of these?
While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:
It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com

<SK18th_Anniv2020_emailfooter (2).jpg>

On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.

<SK18th_Anniv2020_emailfooter (2).jpg>


Re: Need Help with Onboarding #onboarding #knowledge-retention

Murray Jennex
 

I like it!....murray


-----Original Message-----
From: Fred Nickols <fred@...>
To: main@sikm.groups.io
Sent: Thu, Jul 8, 2021 11:49 am
Subject: Re: [SIKM] Need Help with Onboarding

Years ago, long before “onboarding” was of interest, I developed for the old AT&T Yellow Pages organization, what was called a “Getting Up to Speed” manual. We called it “GUTS” for short managers used to give it to new hires and newly assigned people. Some would say, “Here, let’s see if you’ve got the guts to work here.” Managers and employees both valued the manual.

Fred Nickols
Solution Engineer & Chief Toolmaker
Distance Consulting LLC


On Jul 8, 2021, at 2:40 PM, Murray Jennex via groups.io <murphjen@...> wrote:


I'd add a couple of things:
1. What the organizational values and how they impact work
2  How does the organization make decisions (do this a little later in the process)
3. What are the strategic goals and how do you specifically fit into them

thanks....murray

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Thu, Jul 8, 2021 5:52 am
Subject: Re: [SIKM] Need Help with Onboarding

Thanks for your thoughts Tami, Murray, and Patrick.
So what I'm hearing is that a well-run onboarding process consists of:
  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills
Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.
I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."
Did I miss anything major? Would you drop any of these?
While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:
It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com

<SK18th_Anniv2020_emailfooter (2).jpg>

On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.

<SK18th_Anniv2020_emailfooter (2).jpg>


Re: Need Help with Onboarding #onboarding #knowledge-retention

Fred Nickols
 

Years ago, long before “onboarding” was of interest, I developed for the old AT&T Yellow Pages organization, what was called a “Getting Up to Speed” manual. We called it “GUTS” for short managers used to give it to new hires and newly assigned people. Some would say, “Here, let’s see if you’ve got the guts to work here.” Managers and employees both valued the manual.

Fred Nickols
Solution Engineer & Chief Toolmaker
Distance Consulting LLC


On Jul 8, 2021, at 2:40 PM, Murray Jennex via groups.io <murphjen@...> wrote:


I'd add a couple of things:
1. What the organizational values and how they impact work
2  How does the organization make decisions (do this a little later in the process)
3. What are the strategic goals and how do you specifically fit into them

thanks....murray

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Thu, Jul 8, 2021 5:52 am
Subject: Re: [SIKM] Need Help with Onboarding

Thanks for your thoughts Tami, Murray, and Patrick.
So what I'm hearing is that a well-run onboarding process consists of:
  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills
Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.
I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."
Did I miss anything major? Would you drop any of these?
While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:
It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com

<SK18th_Anniv2020_emailfooter (2).jpg>

On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.

<SK18th_Anniv2020_emailfooter (2).jpg>


Re: Need Help with Onboarding #onboarding #knowledge-retention

Murray Jennex
 

I'd add a couple of things:
1. What the organizational values and how they impact work
2  How does the organization make decisions (do this a little later in the process)
3. What are the strategic goals and how do you specifically fit into them

thanks....murray

-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Thu, Jul 8, 2021 5:52 am
Subject: Re: [SIKM] Need Help with Onboarding

Thanks for your thoughts Tami, Murray, and Patrick.
So what I'm hearing is that a well-run onboarding process consists of:
  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills
Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.
I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."
Did I miss anything major? Would you drop any of these?
While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:
It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Robert M. Taylor
 

I’d also add that one salient key point you need from your induction is how/where to find out what you need to know once you find out what that is. Inductions typically go big on the corporate spiel of mission, strategy and values and so on, but what turns out to really matter may be different. Where can I hang my coat; do I get my own storage space; how do I do expenses; what if my under desk drawer is locked and has no key (real life from previous job - luckily I’d found the company A-Z by then and found out who could help - actually I was stunned they fixed it overnight). It’s also about knowing where and how to find out … because in induction I don’t yet know the furniture issues yet to face me!

Robert Taylor
Sent from mobile

On 8 Jul 2021, at 13:52, Stephen Bounds <km@...> wrote:



Thanks for your thoughts Tami, Murray, and Patrick.

So what I'm hearing is that a well-run onboarding process consists of:

  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills

Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.

I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."

Did I miss anything major? Would you drop any of these?

While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:
It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com

<SK18th_Anniv2020_emailfooter (2).jpg>

On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Stephen Bounds
 

Thanks for your thoughts Tami, Murray, and Patrick.

So what I'm hearing is that a well-run onboarding process consists of:

  1. structural awareness of an organisation (org chart, supervisory arrangements, timesheets, policies, etc)
  2. cultural awareness activities and support for cultural integration
  3. identifying and addressing any foundational skill or knowledge gaps
  4. knowledge transfer about responsibilities and relationships
  5. knowledge transfer about role processes including how to apply role-specific skills

Some people might split (3) - (5) into an "induction" process separate from "onboarding", but let's assume they are all part of the same basic process for now.

I'm sure many people have experienced what might be termed a "shadow" induction as well - "The clipboards they give us are rubbish, go to Officeworks and get one of the $20 ones there instead. Don't talk to Bob for anything, he's incompetent but won't get fired because he is friends with the boss; get Sally's help if you can instead. Oh, and only ever claim 30 minutes of lunch even if you take the full hour - everyone does it."

Did I miss anything major? Would you drop any of these?

While the specifics of onboarding may differ, I still think it's worth thinking about why these categories of activities matter, how they can be objectively performed better or worse, and organisational factors that might warrant a change in approach.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 8/07/2021 9:51 am, Patrick Lambe wrote:

It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Patrick Lambe
 

It is also to help people get up to speed in their new roles, and again that’s as varied as the roles themselves.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 8 Jul 2021, at 7:17 AM, Murray Jennex via groups.io <murphjen@...> wrote:

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers, 
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Murray Jennex
 

I'll think more on this Stephen but the first question that comes to mind is what in the purpose of onboarding and is it the same in all organizations? At the base level the purpose should be to introduce the new person to the basics of the organization and I can see that being a common standard, but at the high level it should also be to introduce the new person to the organizational culture and that I don't see as a standard approach....murray jennex


-----Original Message-----
From: Stephen Bounds <km@...>
To: main@SIKM.groups.io
Sent: Wed, Jul 7, 2021 7:43 am
Subject: [SIKM] META: Need Help with Onboarding

Hi all,
I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?
Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).
In terms of the six "S" factors required to demonstrate a clinical approach:
  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?
I see lots of great information to draw on already. How do we take this to the next level?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:
Dear KMers,
 
I need help with putting in place and onboarding and OffBoarding package for a large organisation.
 
I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.
 
Lydia


The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Tami Dubi
 

Hi Stephen,
I agree with you about elevating the focus and trying to look at the onboarding process from a clinical approach,
If I may add 1 more question:
Where does the line cross between KM and Learning and development, because (at least in Israel) onboarding is mainly handled by L&D?.
Assuming an organization has those 2 departments, does it make sense that KM will make sure that the needed knowledge is available for the L&D department, and the L&D will provide the learning technics for the knowledge provides by the KM?
Thanks,
Tami


Need Help with Onboarding #onboarding #knowledge-retention

Stephen Bounds
 

Hi all,

I have been reading these super-useful exchanges with great interest and feel compelled to ask the question: As a KM community, how do we move beyond anecdote and sharing of individual experience in this area?

Onboarding and induction is surely one of the most universal and impactful knowledge practices any organisation implements. I can hardly think of a more useful place for us to develop and systematize a 'best practice' KM approach (with staff exit likely coming second).

In terms of the six "S" factors required to demonstrate a clinical approach:

  • Can we precisely specify the parts of an organisation that participate in induction?
  • Are there studies of induction practices and processes and their effectiveness we can draw upon?
  • Can we quantify standards (benchmarks) that could demonstrate where induction is working as it should?
  • Can we meaningfully talk about symptoms of poor induction? Can we map these to potential diagnoses of organisational dysfunction (diseases, disorders, syndromes, or conditions) using validated tools and a differential diagnosis approach?
  • Based on our diagnosis, can we document indications and contraindications for the deployment of known solutions to address suboptimal induction practices?
  • How do we capture and share all of this in a long-term, meaningful, and evolving way among the KM community?

I see lots of great information to draw on already. How do we take this to the next level?

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 6/07/2021 5:58 pm, Lydia Jamenya wrote:

Dear KMers,

 

I need help with putting in place and onboarding and OffBoarding package for a large organisation.

 

I work for an organisation that has over 1000 staff, and where there are usually many reassignments. The problem is that, while we have a package, it is over 20 pages, which means new people don’t take the time to read it when they come to the country. Any advise on how this can be improved? We also don’t have an offboarding process that helps us retain knowledge from people leaving, any advice on how to go about this? Any insights will be highly appreciated.

 

Lydia



The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Lydia Jamenya
 

Thank You all for your insights, very useful indeed!

 

Best,

Lydia

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Paul McDowall via groups.io
Sent: 07 July 2021 05:19
To: main@SIKM.groups.io
Subject: Re: [SIKM] Need Help with Onboarding #onboarding

 

Hi Lydia,
I developed a large Strategic Onboarding program for a large government department a few years ago and, while the context is quite different, here are a couple of ideas to consider for the Onboarding program.
1. Put any materials in a form that's readily available and used by them.  This could done a variety of ways (e.g a tech platform or App for office workers, or something like bulletin/info boards for non-office staff,...)    An Informational checklist-type form for new hires (important information they may/will need to know) can be a very good starter and reference doc for them.
2. Assign 'buddies' for the first 30 or 60 days to help with those 'where do I go/How do I' questions. Alternatively assign designated staff members as go-to 'champions' for questions pertaining to certain topic areas (e.g. IT, HR, forms, supplies, security, operational function A, operational function B, etc).  Check in on the new hires periodically throughout the 30 or 60 days to make sure they are getting settled in, and then a little while later (month or two?) to get ideas for improvements.
3. Consult with the managers for the new hires to see what the new hires need to learn in the 'getting up to speed' stage (different orgs can have 30 days - 1 year or more in this stage), and identify common needs and the most effective and efficient method of delivering it.   It can be quite surprising to managers what new hires know and don't know.  Whenever possible use internal 'organizational learning' practices to share knowledge, identify experts, build collaboration, etc.
KEY: Make sure you know exactly what their needs are and how best to satisfy those needs.

Offboarding:
1. An Exit checklist form can be a useful way to ensure all necessary steps are taken when a person is going to leave (e.g. security, keys, passwords, equipment, forms, cards, etc). 
2. Departing employees with important knowledge or experiences can be asked to hold information/debrief/learning sessions with remaining staff.  Having someone else (e.g. senior operational person, training analyst or business analyst) to help coach the departing employee prepare a thorough and useful debrief session could be advisable.
3. It may seem obvious but all essential work materials/documentation should be complete and organized properly.  This step is seldom done well.

Hope it helps.
Cheers
Paul



Paul McDowall

Know How Works

Ottawa, Canada

Cell: 613-796-7257

LinkedIn: http://www.linkedin.com/pub/paul-mcdowall/4/92b/430



The information contained in this electronic message and any attachments is intended for specific individuals or entities, and may be confidential, proprietary or privileged. If you are not the intended recipient, please notify the sender immediately, delete this message and do not disclose, distribute or copy it to any third party or otherwise use this message. The content of this message does not necessarily reflect the official position of the World Food Programme. Electronic messages are not secure or error free and may contain viruses or may be delayed, and the sender is not liable for any of these occurrences. The sender reserves the right to monitor, record and retain electronic messages.


Re: Need Help with Onboarding #onboarding #knowledge-retention

Ninez Piezas-Jerbi
 


Hello,

In my organization, World Trade Organization (WTO),  aside from giving a “welcome pack, we also organize an “Induction Day” for all new hires where representatives from each of all our divisions, occupational networks, staff informal networks, staff wellbeing support and cross-cutting teams talk about what they do and how they can be helpful. This gives the new people an overview of the organization, what is out there and who takes care of what (in general), and not just have information of the task they were hired to do.

 In the unit where the new person goes, there usually is a senior officer to show him/her the ropes for a month or 2.  The new recruits also have a reception with the Director General or the Deputy Director-Generals, usually just to welcome them and give a little “pep“ talk about the organization’s mandate.

New hires are also given internal mentors (and coaches), if they wish, to help them navigate themselves in the Secretariat.  They usually have them for 3 months or so.

For offboarding, we started a “chat-show type of event, called “WTO In Person”.  It’s like a TV show with a host, guest and an audience.  It’s a very informal “entre nous” internal event where anecdotes, lessons learned, aha moments, passions (professional or personal) and messages to the next generation are shared.  It’s actually a fun and relaxed lunchtime event where the focus is not just about the employee but also the individual.

In the individual units, some are now making efforts in organizing exit interviews as well as process mapping for their replacements.  But unfortunately not all do this systematically or intentionally yet.  Our records and archives people meet with departing staff to see what informal notes need to be archived for future use. Though, depends if the person leaving is cooperative.

Hope this helps.

Best,
Ninez
World Trade Organization (WTO)




On 7 Jul 2021, at 07:32, Ginetta Gueli via groups.io <ginetta.gueli@...> wrote:

Great advice!
Thanks!
Ginetta
--
Ginetta Gueli
Information & Knowledge Manager | Project Manager


Re: Need Help with Onboarding #onboarding #knowledge-retention

Ginetta Gueli
 

Great advice!
Thanks!
Ginetta
--
Ginetta Gueli
Information & Knowledge Manager | Project Manager


Re: Need Help with Onboarding #onboarding #knowledge-retention

Paul McDowall
 

Hi Lydia,
I developed a large Strategic Onboarding program for a large government department a few years ago and, while the context is quite different, here are a couple of ideas to consider for the Onboarding program.
1. Put any materials in a form that's readily available and used by them.  This could done a variety of ways (e.g a tech platform or App for office workers, or something like bulletin/info boards for non-office staff,...)    An Informational checklist-type form for new hires (important information they may/will need to know) can be a very good starter and reference doc for them.
2. Assign 'buddies' for the first 30 or 60 days to help with those 'where do I go/How do I' questions. Alternatively assign designated staff members as go-to 'champions' for questions pertaining to certain topic areas (e.g. IT, HR, forms, supplies, security, operational function A, operational function B, etc).  Check in on the new hires periodically throughout the 30 or 60 days to make sure they are getting settled in, and then a little while later (month or two?) to get ideas for improvements.
3. Consult with the managers for the new hires to see what the new hires need to learn in the 'getting up to speed' stage (different orgs can have 30 days - 1 year or more in this stage), and identify common needs and the most effective and efficient method of delivering it.   It can be quite surprising to managers what new hires know and don't know.  Whenever possible use internal 'organizational learning' practices to share knowledge, identify experts, build collaboration, etc.
KEY: Make sure you know exactly what their needs are and how best to satisfy those needs.

Offboarding:
1. An Exit checklist form can be a useful way to ensure all necessary steps are taken when a person is going to leave (e.g. security, keys, passwords, equipment, forms, cards, etc). 
2. Departing employees with important knowledge or experiences can be asked to hold information/debrief/learning sessions with remaining staff.  Having someone else (e.g. senior operational person, training analyst or business analyst) to help coach the departing employee prepare a thorough and useful debrief session could be advisable.
3. It may seem obvious but all essential work materials/documentation should be complete and organized properly.  This step is seldom done well.

Hope it helps.
Cheers
Paul


Paul McDowall
Know How Works
Ottawa, Canada
Cell: 613-796-7257
LinkedIn: http://www.linkedin.com/pub/paul-mcdowall/4/92b/430


Re: Need Help with Onboarding #onboarding #knowledge-retention

Patrick Lambe
 

Hi Lydia

Some great suggestions here already. Some principles I have found useful:

1. Onboarding is a process not a document.
2. Integration and getting up to speed is as much about people connected to the role as about knowledge for the role.
3. Humans can’t absorb a lot of new information all at once, and we don’t need to know everything all at once. 

We did a very successful onboarding support project some years back called “The First 30 Days”. It was a booklet meant to guide new hires, their buddies (per Murray’s suggestion) and their reporting officers. I say successful, because this was over 10 years ago. I mentioned it as a suggested approach for a different client recently, and one of the people on the client management team had been onboarded in that original organisation using that process and remembered it vividly as having been very helpful.

Each double page spread identified tasks on a timeline:
Pre-arrival - ensuring things are in place
First Day - Basic orientation, meeting buddy and reporting officer, job hygiene factors (workplace, physical orientation, etc)
First Week - Orientation to role: key responsibilities and the information/knowledge resources and people associated with them
Second Week - Immersion: working through key tasks in detail, getting involved in meetings, making introductions
Third Week - Reflection: sit down with Buddy and Reporting Officer and reflect on the learning in the first two weeks, filling in gaps
Fourth Week - Looking Forward: sit with Reporting Officer and think about any development or support needs for the first 6 months.

Of course, 30 days is arbitrary, though it is the most critical period. It might extend further.

When you think about onboarding as a process on a timeline, and as social as well as technical and organisational, then a lot of onboarding content can be shunted to a general resources site that would help anyone in that role on a self-help basis, and the key stuff they need in the first month can be chunked out.

P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 7 Jul 2021, at 8:39 AM, David Eddy <deddy@...> wrote:

Lydia -

Set up like a scavenger hunt.

Have a binder with people & functions the new hire needs to talk with to verify whatever collection of functions & people the new person will need to know.

“Joe Smith works on function X… go ask him what works & what gets handled as exceptions..."

- David









Re: Need advice re helping a small company organize their training documents #SharePoint #learning #content-management

Dylan Williams
 

Thank you Robert. Good insight, as always. Though most of the materials are owned and managed by the training department, there are a few areas (like HR policies and Marketing) that are owned by their respective departments. Those departments already have their own workspaces, so my thinking is that I won't rock the boat by moving content to the training area. I'll just link from the training area back the respective expertise areas as is appropriate.

Dylan


Re: New KM or related books? Seen any good ones? #books #KMWorld

Arthur Shelley
 

I also think that Santhosh Sekar's book on pragmatic implementation of ISO30401 is worth highlighting

Arthur Shelley
Founder, Intelligent Answers
Producer Creative Melbourne
www.OrganizationalZoo.com
@Metaphorage
+61 413 047 408
https://au.linkedin.com/pub/arthur-shelley/1/4bb/528 

On 7 Jul 2021, at 10:32, Arthur Shelley <arthur@...> wrote:

Hi Jane,

Several of the topics in Stans list are covered in an interdependent way in my 2 most recent books:
KNOWledge SUCCESSion, released a few years ago now
and 
Becoming Adaptable, to be released globally in the next month or so. Becoming Adaptable is very pertinent to cocreating new knowledge in the current uncertain world. It also advises people on how to choose and act on most appropriate knowledge and behaviours in novel situations. 

Arthur Shelley
Founder, Intelligent Answers
Producer Creative Melbourne
www.OrganizationalZoo.com
@Metaphorage
+61 413 047 408
https://au.linkedin.com/pub/arthur-shelley/1/4bb/528 

On 7 Jul 2021, at 09:07, Patrick Lambe <plambe@...> wrote:

Learning to make a difference: value creation in social learning spaces by Etienne and Bev Wenger-Trayner


P


Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com

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On 7 Jul 2021, at 4:26 AM, Stan Garfield <stangarfield@...> wrote:

Jane, here are ten to consider:
  1. A Research Agenda for Knowledge Management and Analytics edited by Jay Liebowitz
  2. The Gig Mindset Advantage: Why a Bold New Breed of Employee is Your Organization’s Secret Weapon in Volatile Times by Jane McConnell
  3. The Journey Beyond Fear: Leverage the Three Pillars of Positivity to Build Your Success by John Hagel
  4. Lead. Care. Win.: How to Become a Leader Who Matters by Dan Pontefract
  5. Build Your Community: Turn your connections into a powerful online community by Richard Millington
  6. Beyond Collaboration Overload: How to Work Smarter, Get Ahead, and Restore Your Well-Being by Rob Cross
  7. Learning to Make a Difference: Value Creation in Social Learning Spaces by Etienne Wenger-Trayner and Beverly Wenger-Trayner
  8. The Knowledge Services Handbook: A Guide for the Knowledge Strategist by Guy St. Clair and Barrie Levy
  9. The Value of Knowledge: The Economics of Enterprise Knowledge and Intelligence by Tim Powell
  10. Handbook of Community Management: A Guide to Leading Communities of Practice by Stan Garfield


Re: Need Help with Onboarding #onboarding #knowledge-retention

David Eddy
 

Lydia -

Set up like a scavenger hunt.

Have a binder with people & functions the new hire needs to talk with to verify whatever collection of functions & people the new person will need to know.

“Joe Smith works on function X… go ask him what works & what gets handled as exceptions..."

- David

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