© 2015 SkillDirector | Privacy Policy
824 Main Street, Windermere, FL, 34786
News / Events / Blog Posts | SkillDirector

Knowledge Capture

How does knowledge fit into a competency model?

Human-brain-in-cardboard-bo.jpg

A competency model focuses on what tasks/skills are critical to success in the role, what it looks like to be great at those tasks/skills, and what people should be able to DO with the required knowledge.  While a skill could be “Demonstrate knowledge of [something]”, it’s even better to describe the purpose of demonstrating that knowledge.

Here are some examples:

You don’t have knowledge of export control. Rather, the skill is "Apply proper export control procedures to shipments", which requires knowledge of expert control procedures, regulations and documentation.

You don’t have knowledge of solution components.  Rather, the skill is "Serve as a customer’s solution consultant in order to maximize solution impact", which requires you demonstrate knowledge of the solution components.  Your level of proficiency is determined by your level of knowledge, along with other behaviors, such as the ability to communicate at the appropriate level.

You don’t have knowledge of a technology.  Rather, you “Write software code with [that technology]”, which requires you apply knowledge of that technology.  And the level of proficiency with which you write code depends on that knowledge – coding simple functions, writing complex functions, or troubleshooting the code of others.

You don’t have product knowledge.  Rather, you have “Knowledge of Product XYZ such that I can perform the appropriate sales activities”.  You can do that by properly articulating product configuration options, detailed business case development, proper competitive positioning, and explaining how the product will help customers adjust to future trends.

So in summary, knowledge is an enabler of skill in a competency model.  It’s not the knowledge itself that is important, it’s what you can do DO with that knowledge that counts.

News / Events / Blog Posts | SkillDirector

How can I use competency models to transfer institutional memory?

(Question posted by participant in Accelerating Learning Transfer webinar:  The original question asked had to do with transferring institutional memory/knowledge to facilitate succession planning, or to address loss of talent due to retirement or attrition. )

At this point it’s clear.  Those people in your organizations, the ones you go to for all your questions about how to get things done, they’re starting to retire.  And while you try to get them to train those who will take their place, you know most of that information will disappear forever.  You’ve known it was coming, but a solution just hasn’t been easy.  Even if the person being replaced is still at the company when their successor starts, unless they are a high performer who is able to easily articulate all their best practices, the new person will have to start at the basics.  Additionally, the knowledge drain that accompanies attrition can hurt you in unimaginable ways, especially if they are high performers.

How can competency models help?

Let’s start with the basic question – how do we capture what the best people, and those who know how to get things done, know and do?  And then, once we know what that is, how can we share it with those who need to know?

The answer is simple.  You use your high performers, and those with valuable expertise, to create a competency model.  Very simply, a competency model describes what it looks like to be great in each role.  It defines the skills and the knowledge required to execute their part of corporate strategy.

If you want to learn how to build a competency model easily in just weeks, watch this ATD webinar.

In this way, you capture all the critical nuances of what people do to be successful.  This may include with whom they build relationships, what process steps they take, and what tools they’ve created to ensure repeatable success. 

Now you know what they know and do to get things done.  And you probably have informal resources you’ve collected during the process that can serve as competency-based learning for others.  How do you share it with those who need to know?

You make that competency model actionable in a competency assessment tool. 

  • This gives everyone in that role the ability to see what great looks like, from their first day in the job (onboarding). 
  • It gives people in that role the ability to compare their skills and identify what gaps they have (individual skill development). 
  • It gives people who are not yet in that role the ability to compare their skills and identify what gaps they have (career planning).
  • It gives hiring managers the ability to fine tune who they hire (recruiting).

And you also want to connect that competency model to competency-based learning and automate that connection.  In this way, you can provide personalized learning to empower people to close their own gaps.

What’s more, providing that kind of empowerment to your employee population will make it more likely that your high performers will stay.  They will know how to close their skill gaps, and how they can prepare for other roles in the organization that may suit them.

 

News / Events / Blog Posts | SkillDirector

STOP! How to capture knowledge from employees before they leave

At this point it’s clear.  Those people in your organizations, the ones you go to for all your questions about how to get things done, they’re starting to retire.  And while you try to get them to train those who will take their place, you know most of that information will disappear forever.  You’ve known it was coming, but a solution just hasn’t been easy.

Additionally, if you don’t do a good job retaining high performers in your organization, that knowledge drain will hurt you in unimaginable ways.

What if it turns out that there is one solution to both problems?

Let’s start with the basic question – how do we capture what the best people, and those who know how to get things done, know and do?  And then, once we know what that is, how can we share it with those who need to know?

The answer is simple.  You use your high performers, and those with valuable expertise, to create a competency model.  Very simply, a competency model describes what it looks like to be great in each role.  It defines the skills and the knowledge required to execute their part of corporate strategy.

If you want to learn how to build a competency model easily in just weeks, watch this ATD webinar.

In this way, you capture all the critical nuances of what people do to be successful.  This may include with whom they build relationships, what process steps they take, and what tools they’ve created to ensure repeatable success. 

Now you know what they know and do to get things done.  And you probably have informal resources you’ve collected during the process that can serve as competency-based learning for others.  How do you share it with those who need to know?

You make that competency model actionable in a competency assessment tool. 

  • This gives everyone in that role the ability to see what great looks like, from their first day in the job (onboarding). 
  • It gives people in that role the ability to compare their skills and identify what gaps they have (individual skill development). 
  • It gives people who are not yet in that role the ability to compare their skills and identify what gaps they have (career planning).
  • It gives hiring managers the ability to fine tune who they hire (recruiting).

And you also want to connect that competency model to competency-based learning and automate that connection.  In this way, you can provide personalized learning to empower people to close their own gaps.

What’s more, providing that kind of empowerment to your employee population will make it more likely that your high performers will stay.  They will know how to close their skill gaps, and how they can prepare for other roles in the organization that may suit them.

If you want to capture knowledge from employees before they leave, either because they have tremendous experience or are high performers:

  1. Use them to build a competency model
  2. Make that competency model actionable in a competency assessment tool
  3. Leverage personalized learning to empower people to close their own gaps and drive retention

That way, each employee knows how to become a high performer.  For the job they have or the job they want.  They have a detailed plan they believe will get them there.  They are in control.  They will want to stay.

 

Also at: https://www.td.org/Publications/Blogs/Career-Development-Blog/2016/08/How-to-Capture-Knowledge-from-Employees-Before-They-Leave 

 

News / Events / Blog Posts | SkillDirector