Methods and Procedures

Knowledge transfer is one tool an employer can use to assist in the area of succession planning. Knowledge transfer is an effort to share knowledge possessed by experienced employees. In fact, knowledge sharing is a better description of this effort - knowledgeable employees sharing their experience with less experienced employees. Although knowledge transfer is usually associated with succession planning, it should also be viewed as a retention tool. Knowledge sharing helps the new employee become more comfortable in her knew position sooner. This in turn helps all employees in the unit.

Think back to your first few weeks in your current position. Did you receive on-the-job training from your predecessor or co-worker? Were you furiously taking notes trying to capture every word uttered by the individual? Or perhaps your on-the-job training experience consisted of brief introductions and information regarding bathroom and supply closet locations? What could you have used to do your job better? What seemed most confusing to you? Was there information missing about your responsibilities? Maybe there were procedures, but they were outdated. Maybe you established your own procedures.

Knowledge transfer/sharing helps reduce the anxiety created when an employee begins a new position. Its purpose is to provide information to a new employee or a temporary employee substituting for an absent employee. It enables a smooth transition, decreasing apprehension and reducing the burden on co-workers and supervisors. This, in turn, leads to continuity of service and enhances our customer’s experience.

One method of knowledge sharing is development of a job aid. Documenting information regarding a position in the form of a job aid may seem overwhelming, particularly if the position has existed for a long period of time and no job aids exist. There is no good time to begin this process; it is simply a matter of starting as soon as possible. There is no magic formula of what should be captured for every position. It is whatever information may be needed to guide a new or temporary employee substituting for an absent employee.

Knowledge Transfer – Developing a Job Aid

The following information should be adapted to meet each specific position when developing a job aid. This is not meant to be an exhaustive list, but rather a starting point. Some of the information listed may not be appropriate for all positions. The management team and the incumbent should judge what should be included, added or eliminated.

1. Begin by defining position responsibilities – the main reasons “why this position exists.” The information should include:
   1. Competencies, Knowledge, Skill and Abilities. Develop a comprehensive list of tasks and competencies and obtain concurrence from the supervisor. This can be completed in a variety of ways:
      • Incumbent completes list,
      • Focus groups brainstorm list,
      • Interviews with managers and employees

        NOTE: Existing materials may assist in development of this information. These materials include:

        1. Position descriptions,
        2. Classification specifications,
        3. Subject matter expert input,
        4. Incumbent creates documentation over time as they do the tasks,
        5. New employee document during “shadow” experience, and
        6. Performance management tools.
   2. This list of competencies, knowledge, skills and abilities provides the framework for what key responsibilities can and should be documented in procedures manuals, checklists, desk reference, job aids, etc. This information should provide a new employee transition information into the position.
   3. In addition to outlining the competencies, knowledge, skills and abilities, the agency must determine what knowledge transfer method is best suited to sharing this information (competencies, knowledge, skills and abilities) with new employees. (Job aids, e.g., procedures, checklists, desk manual; mentoring program, process documentation (flowcharting), returned retirees – train or provide specialized knowledge, job shadowing, doublefills, job rotation, knowledge maps, on-the-job-training.)
   4. Agreement from the supervisor should be obtained regarding knowledge transfer methodology before it is finalized. Caution should be taken if at the end of developing this information, all knowledge transfer methodology relies solely with “on-the-job” training.
   5. The next step requires the development of job aids, process documentation or knowledge maps. Job aids, e.g., procedures, checklists, desk manuals, allow employees to perform jobs with little or no additional training to perform a task. They are accessible and can be used by a multitude of users. They require step by step instructions and must be kept current. Keep the language simple; include only information that is pertinent to the performance of the task. Include graphics, drawings, screen shots, etc. when appropriate.
   6. First, determine what drives the task or function and what the expected output is once the task is accomplished. Obtain agreement. 
   7. Next, identify the major steps of the work process. Each step should be self-explanatory and, without any additional information, able to be accomplished by an employee. Identify any forms, their purpose, completed samples, location, required copies/distribution, approval/required signatures.
   8. Once job aid is developed, test with employee. In addition to the job aid material, other key information should be developed and maintained for the position. Some of this information could be developed and included in all job aid material.
2. Developing key information for all positions
   1. Agency Overview - Gather information that will provide an overview of the agency. Items may include:
      1. Agency organization charts (agency, divisions, specific unit)
      2. VIP’s within the agency and units
      3. Key personnel responsible for specific areas
      4. Agency phone directory, locator codes, mail distribution, etc.
      5. Agency specific acronyms and state government specific acronyms
      6. Agency vision, mission and goals
      7. Typical interactions of unit with key personnel, if any
      8. Immediate supervisor’s duties.
      9. Services/products provided by the work unit.
      10. Customers of the work unit (internal & external).
      11. History of the agency
          1. Legislation
          2. Law suits that may affect the way business is conducted
   2. Position Overview - Gather information that will provide an overview of the position. Items may include:
      1. Services/products provided by the position.
      2. Updated positions description questionnaire.
      3. Policy and procedures manuals.
      4. Customers (internal & external), contact information, special issues, and timeframes.
      5. Key contacts, contact information, what information they supply to the incumbent and/or what information the incumbent supplies to them. Included in this list are individuals the employee may reach out to when a specific issue develops. Key contacts in agency divisions/units/other agencies should be developed in areas such as HR, purchasing, program concerns, administrative/business issues, etc. These key contacts depend solely on the incumbent’s responsibilities. In addition to establishing this key contact information, personal introductions should also be conducted.
      6. Key daily tasks and recommended timeframes.
      7. Key periodic tasks.
      8. Standard (daily, weekly, monthly, annually) reports produced. When? For whom? What are the responsibilities of the incumbent? Where and how is the information gathered? Is there a review process? What is the distribution list? Are there outstanding requests for a specific report? Provide copies of sample reports.
      9. Standard daily, weekly and monthly meetings attended; Who attends these meetings? What is the purpose of these meetings? What is the incumbent’s responsibility at these meetings? What information does the incumbent need to be able to supply? Are there minutes of these meetings? Provide examples of prior reporting responsibilities at meetings.
      10. What issues need to be brought to the attention of management?
      11. How are inquiries from the media handled?
   3. Project(s) Overview
      1. Is there a new project? Who is on the team? What is the role of the incumbent? What documentation exists?
      2. Is there a project underway? (This includes project teams individual may be a part of or projects being conducted by others that impact the agency.) Who needs to be kept informed? What are the checkpoints? What is the role of this employee?
   4. Legislative Overview
      1. What statutes impact the work product/services?
      2. What statutes should incumbent understand?
      3. Who tracks new/changing legislation and impact on the work?
      4. What legislative committees exist that impact the work unit?
   5. Administrative Rules
      1. What administrative rules impact the work product/services?
      2. What administrative rules should incumbent understand?
      3. Who tracks new/changing legislation and impact on the work?
   6. Hot Buttons
      1. What topics need the attention of upper management immediately? 
      2. What information is needed? Who reviews the information? What is the format?
   7. Professional Organizations/Memberships
      1. Existing agency memberships
      2. Individual memberships

Knowledge Transfer – Key Position
Download a Example of knowledge transfer: Download PDF

Useful Definitions

What is a competency? Employee characteristics contributing to successful job performance and the achievement of organizational results. It is the knowledge, skills and abilities necessary to accomplish a position combined with an individual’s values, motivation, initiative, and self-control.

What are KSA’s? Knowledge is an understanding of facts or principles relating to a particular subject area; skill is the application of knowledge resulting from a development of basic abilities through formal training and practical experience; ability is capacity in a general area that may be utilized to develop detailed, specific skills.

What is a knowledge map? Documents the locations, form, ownership, value and use of knowledge. It is used to learn about people’s expertise; to find opportunities to make better use of existing knowledge in an organization, and to identify barriers to knowledge flow.