The National Academies Press

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From page 58... ... 4-1 Chapter 4: Knowledge Capture Knowledge capture is the act of identifying and gathering employee knowledge to incorporate into shared institutional knowledge. Chapter Overview This chapter presents eﬀective strategies for capturing critical transit agency knowledge. Read the entire page →
From page 59... ... 4-2 coordination and can be time consuming, the value of this activity for the transit agency in terms of continuity of operations and mission success cannot be overstated. Challenges for Transit Agencies Associated with Knowledge Capture There are several challenges a transit agency may encounter when trying to ensure that knowledge is captured eﬀectively across the transit agency. Read the entire page →
From page 60... ... 4-3 Identify knowledge holders: Chapter 3 of this report described how to plan for KM implementation by identifying and better understanding the importance and ﬂow of knowledge within the transit agency. Identifying knowledge holders is vital to knowledge capture so all relevant employees are included in capture eﬀorts. Read the entire page →
From page 61... ... 4-4 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge Summary: When employees leave a transit agency, HR staﬀ or another transit agency representative frequently conducts exit interviews to learn about the employee's reasons for departing and capture any information that will be needed by the transit agency. These interviews are also often used to collect the employee's knowledge about day-to-day job responsibilities, skills required to carry out those responsibilities, processes and procedures that should be followed, and other colleagues who can provide support related to job tasks. Read the entire page →
From page 62... ... 4-5 Action Plan Highlights Knowledge interviews provide an opportunity for employees to share speciﬁc on-the-job duties, skills required to carry out those duties, and useful background knowledge on important decisions that they have made throughout their career. Knowledge interviews should allow employees to share information and knowledge that their successor will need to be successful in the position. Read the entire page →
From page 63... ... 4-6 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge Implementation Factors and Timeframe Type of Knowledge Addressed Explicit Tacit Embedded Estimated Time to Fully Implement 0–3 months 3–6 months 6 months–1 year More than 1 year Time Required to Realize Results 0–2 years 2–5 years More than 5 years Relevant Positions or Types of Work: All positions and types of work. Knowledge interviews are especially important for positions that have only one incumbent or that conduct work that is not clearly documented (due to lack of SOPs for a particular technical process or due to the non-technical, ad hoc nature of the work activities) Read the entire page →
From page 64... ... 4-7 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge criticality of each knowledge topic of interest. Then, rank the knowledge areas in order of criticality so it is clear which areas are most important to the transit agency. Read the entire page →
From page 65... ... 4-8 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge or "how," rather than words that promote one-word responses (e.g., "Do you…") Read the entire page →
From page 66... ... 4-9 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge Examples of Eﬀective Programs The U.S. State Department conducts knowledge continuity team meetings that bring together the exiting expert and the successor, if they are already on board, to transfer knowledge needed for the job, as well as communicate processes and procedures that need to be followed in the position. Read the entire page →
From page 67... ... 4-10 Action Plan H: Conduct Knowledge Interviews to Gather Critical Knowledge employees are leaving the organization and do not fear backlash. With this information, the transit agency can implement changes to overcome these issues or problems, thus enhancing the potential for success of future employees in those positions. Read the entire page →
From page 68... ... 4-11 Action Plan I: Codify Knowledge as It Is Gathered to Make It Searchable by Employees Summary: Tools such as knowledge repositories, communities of practice (CoPs) , and knowledge dissemination forums to support KM initiatives can greatly beneﬁt a transit agency, but only if the knowledge captured by using these tools is codified and accessible to employees. Read the entire page →
From page 69... ... 4-12 Action Plan I: Codify Knowledge as It Is Gathered to Make It Searchable by Employees Action Plan Highlights Codifies knowledge to enhance employee use of KM strategies such as repositories, CoPs, and knowledge sharing forums. Creates eﬃciency by codifying information, thus facilitating knowledge and information searches and reducing the risk of duplicate information being posted in a repository. Read the entire page →
From page 70... ... 4-13 Action Plan I: Codify Knowledge as It Is Gathered to Make It Searchable by Employees captured so that the knowledge and information can be categorized when an employee uploads it to the repository. When identifying categorical data, it is important to consider the criteria that employees might use to conduct information searches. Read the entire page →
From page 71... ... 4-14 Action Plan I: Codify Knowledge as It Is Gathered to Make It Searchable by Employees Technology platform for housing and organizing the knowledge content. Categorization guidelines for coding knowledge. Read the entire page →
From page 72... ... 4-15 Action Plan I: Codify Knowledge as It Is Gathered to Make It Searchable by Employees need to be productive and successful on the job because knowledge will be stored and codiﬁed in repositories, allowing them to focus their searches for critical information, quickly ﬁnd the information, and identify other employees within the transit agency that are subject matter experts. Additionally, employees may spend less time developing resources and documents because what they need, or something similar, may have already been created and uploaded to the repository. Read the entire page →

From page 58...

... 4-1 Chapter 4: Knowledge Capture Knowledge capture is the act of identifying and gathering employee knowledge to incorporate into shared institutional knowledge. Chapter Overview This chapter presents eﬀective strategies for capturing critical transit agency knowledge.