By identifying the right time slots for trainings and training workshops, the knowledge retention process can be improved. See also: How to get and keep a talented employee Where to start: Knowledge audit A knowledge audit will allow you to answer the first two questions: What knowledge can be lost? What are the consequences of losing this knowledge? How to conduct a knowledge inventory Jay Liebowitz elaborates on this in his book Knowledge Preservation: Strategies and Solutions. Small companies can take inventory of existing knowledge with a three-question survey.
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What specific areas of expertise do you have? Is there a backup specialist in this area? If so, then who is it? How important is this knowledge for the strategic development of the company on a scale from 1 (not important) to 10 (very important)? These questions are the starting point. An in-depth audit touches on two key sources for knowledge retention: Decision making process Internal social networks. Decision making process To find out what knowledge employees use in their decision-making process, involve them in a short survey. An example can be seen below: Decision/Evaluation Decision/Assessment Initial Knowledge What knowledge did you initially have about making this decision Factors Criteria.
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What criteria did you use in making the decision Alternatives/Strategies (What alternatives and strategies did you use Pros Cons What were the pros and cons of each strategy?) Did you make the right decision? If yes, please explain. If not, tell us about what could have been done differently. You can also identify key knowledge sources with more general questions: What sites do you visit most often to answer work questions? What email newsletters are most valuable for personal growth? What books have influenced your work? See also: Time traps, or what employees spend working time on Internal social networks During knowledge audits, internal social networks are often overlooked.