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Managing the Risk of Knowledge Loss Due to Workforce Attrition: Retaining and Leveraging the Critical and Relevant Knowledge of the Workforce. Breakout Session # 1004 Panel: Kent Greenes Eric Niemann Founder & President Thought Leadership Manager

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Managing the Risk of Knowledge Loss Due to Workforce Attrition:Retaining and Leveraging the Critical and Relevant Knowledge of the Workforce

Breakout Session # 1004

Panel:

Kent Greenes Eric Niemann

Founder & President Thought Leadership Manager

Greenes Consulting IBM Public Sector Procurement

Jeff StemkeBill Kaplan, CPCM, Fellow

Chevron Corporation Chief Knowledge Officer

Knowledge Management Director Acquisition Solutions

Date: Tuesday, 7 April

Time: 3:00 – 4:30


Outline for our conversation
Outline for Our Conversation Attrition:

Context for the challenge

Practical solutions in the right context

Why is it challenging to implement practical solutions?


Definitions
Definitions Attrition:

Attrition: Change in the numbers, skills, ands competencies in the workforce due to retirement, promotion, transfer, career change of leadership and workforce

Critical Knowledge: Knowledge that is fundamental to the business or operational processes of the organization that supports mission delivery and mission success


“The ageing of the workforce is the single most significant issue for Human Resource Managers over the next century”

Peter Drucker


Why is knowledge loss a key workforce challenge we are facing
Why Is Knowledge Loss A Key Workforce Challenge We Are Facing?

Loss of knowledge -- and people with the

knowledge -- between agencies and

those leaving government is increasing

No integrated process or framework to capture and reuse the workforce’s relevant information, experience, and insight on a consistent and disciplined basis

Complicating factors:

increasing size and complexity of procurement workload

decline in number of professionals in procurement workforce

It exists at the leadership level and at the workforce level – it’s multi-generational and still not priority for most organizations


People Have Always Retired Or Left With Their Knowledge Facing?What’s different about this now and why should we care?

We have the “workforce gap” – knowledge of the workforce is

inversely proportional to the age of the workforce

There is a real issue when there is not a ready and continuous stream of knowledgeable replacements due to an inability retain workforce with the critical skills to fill the gaps of growing retirement eligibles as well as other attrition factors

Example  Acquisition Workforce:

The average age of the acquisition profession according to a 2007 NCMA survey is 47 years old

There is competition for the remaining scarce resources among many agencies and the private sector

We need a deliberate means for learning, capture and transfer of the “experience” of procurement – the “know how” and “know why” of procurement


Key us and other factors baby boomer size and life stage

78M Born 1946-1964 Facing?

Entering “Traditional” Retirement Life Stages

Nearly equal in size to next two “follower” generations

Key US (and other) Factors: “Baby Boomer” Size and Life Stage

Generations whose members are alive today by year of birth

5

4.5

4

3.5

3

U.S. population alive today

(Millions)

2.5

Greatest +

Eisenhower

Generations

Baby Boom

Generation

Generation

X

Generation

Y

2

1.5

1

0.5

0

1900

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

Year of Birth

Sources:

Baby Boomer Proportion of US Workforce:: Execu Net Inc./Human Capital Institute Study entitled “The Aging of the US Workforce; Employer Challenges and Responses”, January 2006

All Other: Based on data from the U.S. Census Bureau, 2000; U.S. Census Bureau, International Data Base, July 2003


DoD AT&L Workforce Size Facing?

Growth in Recruiting & Retention Required

140,000

Projected Baby Boomer Gap

120,000

100,000

80,000

60,000

40,000

20,000

0

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

= DoD AT&L Workforce Size

Pending retirements over the next 10-15 years will create additional challenges on the acquisition community

Source: DoD Acquisition, Technology, & Logistics (AT&L) Human Capital Strategic Plan v 3.0, 2007


What Impact Will Changing Workforce Demographics have an impact on your organization in the next 3-5 years?

None

1%

Unsure

2%

Slight

16%

Significant

43%

Moderate

38%

Source: ASTD/IBM Learning & Changing Workforce Demographics Study


What approaches are being used in your organization to transfer the knowledge of maturing workers?

Mentoring

60%

Document/Knowledge Repositories

46%

30%

Mature workers to deliver classroom content

Lessons Learned embedded in education

29%

Fostering the development of communities ofpractice

29%

We are not using any of these

22%

Expert Systems

3%

2%

Other

Capturing Audio/Video interviews of retiringemployees

2%

0%

10%

20%

30%

40%

50%

60%

70%

Source: ASTD/IBM Learning & Changing Workforce Demographics Study


How effective are the following employee development transfer the knowledge of maturing workers?

techniques in your organization?

Source: IBM Global Human Capital Study, 2008


Federal Acquisition Amounts & Numbers of Acquisition Professionals, 1999-2006

Acquisitions in $ Billions

Acquisition Professionalsin Thousands (GS-1102s)

$450

220

$428

$388

$400

$344

170

$350

$317

$300

$262

120

$250

$221

$205

$188

$200

70

$150

27.3

26.8

26.8

26.6

26.8

27.9

27.6

26.9

$100

20

$50

$0

-30

1999

2000

2001

2002

2003

2004

2005

2006

Sources: Federal Procurement Data System & FAI Federal Acquisition Workforce Study


Do you have a challenge? Professionals, 1999-2006

Where is the pain?


On a scale of 1 to 5, how would you rate your organization’s challenge in addressing the risk of critical knowledge loss due to workforce attrition?

(1=low to 5=high)

Quick Survey


On a scale of 1 to 5, how would you rate your organization’s performance in addressing the loss of critical knowledge?

(1=Poor to 5=Excellent)

Quick Survey


Expert knowledge retention transfer process overview
Expert Knowledge Retention & Transfer organization’s performance in addressing the loss of critical knowledge?Process Overview


Knowledge transfer methods
Knowledge Transfer Methods organization’s performance in addressing the loss of critical knowledge?

  • Teaching/Master Class:Presentation of fundamental and operational knowledge; review and discussion of a learner’s specific problem or results in a group.

  • Community of Practice:Groups of practitioners in a discipline that connect to seek/share experiences, develop/adopt practices or tools and develop/support a learning agenda.

  • Technical Mentoring:Interaction between expert and learner to help the learner do a job more effectively and/or to progress in their career.

  • Job Shadowing: Opportunities for a learner to observe the expert interacting with others or doing more complex work. Includes setup and debriefing discussions.

  • Guided Experience / Development Assignments:Carefully selected projects or work assignments that fill gaps in experience or broaden/deepen targeted skills. “Guided” includes expert observation and feedback.

  • Knowledge Coaching:Combines mentoring, shadowing and observation to assess learner competency gaps, and guide development with timely performance feedback. Expert enables learner to work on projects above current skill level to accelerate learning while cost-effectively assuring that project is successful.

  • Knowledge Elicitation:Interview-based approach with expert to articulate big picture, mental models and detailed “how to” and “when to” guidance.

  • Peer Assist: Experts share experiences and knowledge in a facilitated meeting with a person or team who is looking for advice on a challenge, problem or project.


What are some of the tools and techniques organization’s performance in addressing the loss of critical knowledge?your organizations are using for capturing and reusing knowledge?

How well are they working?


Project organization’s performance in addressing the loss of critical knowledge?Mitigating the Risk of Knowledge Loss Due to Workforce AttritionDefense Intelligence AgencyOffice of the Chief Acquisition Executive


Dia ae business context
DIA AE Business Context organization’s performance in addressing the loss of critical knowledge?

Imminent acquisition knowledge loss of knowledgeable and experienced procurement professionals due to retirement from or transition within the government 

Immediate and long term risk to the quality of the intelligence operational support that the Office of the Acquisition Executive (AE) provides both to DIA and the Intelligence Community (IC)  


Approach
Approach organization’s performance in addressing the loss of critical knowledge?

  • Project 1 - Understand AE Workforce Dynamics

    • Understand the workforce attrition and knowledge loss in AE (factors and dynamics)

    • Understand how AE captures, adapts, transfers, and reuses its relevant and critical knowledge in providing intelligence operational support

    • KM Organizational Assessment as baseline for Project 2

      • Knowledge Leadership

      • Organization

      • Culture

      • Knowledge Flow and Use (Learning)

      • Enabling technology

      • Implementation

  • Project 2 – Mitigation and Proof of Concept

    • Pilot project tailored to a current AE challenge (Contracting Officer Representative-COR

    • Integrate Project 1 understandings of unique AE attrition factors and knowledge loss risks and address

    • Develop and deploy “consistent and disciplined approach” to knowledge capture, adapt, transfer, and reuse” of critical COR procurement knowledge at both the leadership and workforce level as part of operating processes

    • Create COR Community of Practice to keep them talking an sharing


What questions should we be asking? organization’s performance in addressing the loss of critical knowledge?


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