KNOWLEDGE TRANSFER TOOLKIT: GUIDE

This toolkit provides information and resources to support knowledge transfer

efforts. It has three parts:

1. Guide
2. Steps
3. Plan

KNOWLEDGE Knowledge Management is a systematic approach to creating,

MANAGEMENT finding, capturing, understanding, using, and transferring
intellectual capital and job know how
TYPES OF There are two main types of knowledge:
KNOWLEDGE
• Tacit knowledge – Difficult to access, capture and share as
individuals carry this knowledge in their heads on a
subconscious level and may not communicate it often. It is
considered valuable knowledge as it may provide context for
experiences, ideas, people and places.

• Explicit knowledge – Easy to capture and store in databases

and documents (policies, procedures, and manuals).
o Structured – Informational elements are organised for
future retrieval (databases and spreadsheets)
o Unstructured – Information is not referenced for
retrieval (emails, images, audio, video)
KNOWLEDGE Knowledge Transfer is about capability transition. It is a process
TRANSFER to elicit and transfer tacit or experience based knowledge, or to
capture and provide access to explicit or ‘documentable’
knowledge. Knowledge transfer activities are generally used for
knowledge that is at risk, strategic, or essential to day to day
business functioning.

A knowledge transfer program:

• Identifies the critical knowledge found in specific

occupations and people that must be transferred within
the organisation
• Helps ensure a smooth transition of this knowledge to
successors

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 KNOWLEDGE TRANSFER TOOLKIT: GUIDE

• Provides ready access to highly specialised or highly

contextual knowledge

The goal of knowledge transfer is to share valued and useful

information, within a meaningful context, so that it can be used
when making decisions and taking action.

The knowledge must both be learned and usable in a relevant

context; and if both conditions do not exist, the knowledge has
not been transferred. This means cross training and success
measures are part of the transfer process.

Source: (2002) Treasury Board of Canada Secretariat

VALUE Effective knowledge transfer practices will ensure accumulated
organisational knowledge remains within organisations to
maintain a baseline of expertise, even as employees, subject
specialists, or key contractors and alliance members depart.
BENEFITS Some of the benefits of knowledge transfer include:

• Accelerates development of new hires

• Reduces the impact of staff departures
• Reduces the risk of developing policies or making decisions in
the absence of historical best practices, knowledge and
experience
• Captures knowledge before it leaves, ensuring business and
service continuity
• Enhances the ability to make better decisions
• Helps streamline processes
• Reduces re-work / duplication of effort
• Provides for greater collaboration
• Enables organisations to more effectively “leverage what we
know”

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 KNOWLEDGE TRANSFER TOOLKIT: GUIDE

BARRIERS Some of the challenges of knowledge transfer may include:

• Inability to recognise or articulate tacit knowledge

• Schedule or locational constraints
• Generational differences
• No incentives for staff or non-conducive culture
• Efforts are not easy (can be time consuming)
• Misconceptions about the purpose (what the individual and
the organisation see as key, strategic, or essential knowledge
may not always be in harmony), including how to measure
successful outcomes
• Lack of trust or willingness to share knowledge
KNOWLEDGE Typical knowledge transfer candidates are knowledge holders.
HOLDERS They include those about to retire, leave the organisation, or
transfer to other roles or teams.

Questions that can help identify these individuals include:

• Who do others go to in a crisis?

• Who has a long-term corporate memory?
• Who is doing a one-of-a-kind job?
• Who has a unique set of skills or knowledge?
• Who carries the ball on major projects?
KNOWLEDGE Typical knowledge receivers include job shadow candidates,
RECEIVERS new staff members, or team members.
ROLES AND Senior • Support and champion the knowledge
RESPONSIBILITIES Management transfer process
• Recognise and reward managers who
implement effective knowledge transfer
processes
Managers • Plan ahead for transitions
• Identify essential knowledge
• Identify who has the knowledge and who
needs the knowledge
• Develop a knowledge transfer plan

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 KNOWLEDGE TRANSFER TOOLKIT: GUIDE

• Monitor and support the knowledge transfer

process
• Ensure the plan is accomplished and that
the knowledge has been successfully
transferred
• Recognise and reward those who make a
contribution to the knowledge transfer
process
Knowledge • Work with the manager to identify essential
holders knowledge
• Work with the manager to develop a
knowledge transfer plan
• Act as a mentor / coach to teach what they
know to an individual or group (receivers)
who need to know
• Assess what the receiver already knows and
wants or needs to know
• Adapt the methods of sharing information to
the learning preference of the receiver
• Assess progress along the way to ensure
that the knowledge has been successfully
transferred and the receiver is not lost.
• Participate in activities, and document
processes, practices, contacts, etc. as
identified in the knowledge transfer plan
Knowledge • Be an active participant in the process
receivers • Identify learning preferences and any
limitations that may require accommodation
• Seek clarity on tasks
• Self-assess how the learning process is going
and seek additional help if necessary
• Respect the expertise, time availability and
preferred communication style of the
knowledge giver

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 KNOWLEDGE TRANSFER TOOLKIT: GUIDE

PROCESS

TIPS • Leadership motivation and encouragement inspires and sets

the direction to cultivate a knowledge sharing culture
• The knowledge transfer has a business value and supports
business objectives
• Engage the involvement of the end users, and use multiple
strategies to appeal to different recipients.
• The knowledge holder and the intended audience or end
user may not be the best persons to facilitate the knowledge
transfer activities – it may be more appropriate to allocate
these tasks to others (what support, materials, or training
might they need?)
• Internal knowledge transfer methods associated with other
processes may already be in place. If appropriate, use these
in your knowledge transfer plan
• Consider how people will access the information, either in
written, video, audio or group format.
• Are there other stakeholders in the process? What roles do
they play?
STRATEGIES Some transfer strategies include:

• Alumni programs
• Archiving material
• Benchmarking
• Briefing papers
• Coaching / mentoring programs
• Communities of practice
• Critical incident reviews
• Cross training (position backup)
• Document repositories
• Expert interviews
• FAQs

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 KNOWLEDGE TRANSFER TOOLKIT: GUIDE

• Information packs and guides

• Information sessions
• Job aids
• Job rotation
• Job shadowing
• Knowledge maps & inventories
• Lessons learned
• Lunchtime learning
• Process documentation
• Record / video key meetings & events
• Social media
• Task list
• Training materials

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 KNOWLEDGE TRANSFER TOOLKIT: STEPS

STEP 1 1 Identify knowledge that is essential to the successful performance

of the role or team. Focus should be on positions where
IDENTIFY knowledge loss would present the greatest threat to the success
ESSENTIAL of the Team/ Branch/ Project.
KNOWLEDGE

2 What knowledge is critical to deliver on current objectives?

• Technology
• Process
• Business knowledge
• Documentation
• Contacts
• Administration tasks

• Why is it important to transfer the knowledge?

• How will users find and access the knowledge?
• Is the knowledge inherent to a key position or key role within the
team?
• What would be the impact on performance if knowledge was lost?
• What do employees need to know -- now and for the future?
• What would others in the team consider essential knowledge?
STEP 2 1 Ask:
IDENTIFY WHO
HAS THE • Who is due to retire? Leave the organisation? Transfer to another
KNOWLEDGE role or team?
• Who do others go to in a crisis?
• Who has a long-term corporate memory?
• Who is doing a one-of-a-kind job?
• Who has a unique set of skills or knowledge?
• Who carries the ball on major projects?

2 Meet with the individual(s) who have the knowledge and work
with them to identify the essential knowledge. Involve this
person(s) in the selection of the most viable candidate(s) to whom
the knowledge should be transferred:

• If you had to leave suddenly, what type of knowledge and / or

skills do you have that the organisation will miss most when / if
you leave?
• How are these knowledge and skills used?

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 KNOWLEDGE TRANSFER TOOLKIT: STEPS

• Where does the knowledge exist? Has it been documented? If not,

how can it be captured, shared, stored? Who can do that?
• What key resources (materials and contacts) do you use / need to
do your job?
• What pieces of knowledge should we be most worried about
slipping through the cracks?
• Is there specific essential knowledge or skills that take a long time
to learn? How can we facilitate that learning curve?
• Looking back, what do you wish you had been taught early in the
job which would have made the transition easier?
STEP 3 1 Ask:
IDENTIFY THE
KNOWLEDGE • Who are the targeted users for the key knowledge that’s been
RECEIVERS identified?
• What do they already know?
• Who needs the knowledge to deliver value to the organisation?
• Will the giver and receiver of the knowledge be in the same
location?

2 Meet with the knowledge holders and receivers to:

• Assess the receiver’s existing knowledge level (what do they

already know?)
• Clarify expectations, and roles and responsibilities
• Establish ground rules
• Clarify communication needs for all parties (best way to
communicate, when, how often, etc.)
STEP 4 Provide enough time in your plan between activities for knowledge
holders to both ‘collect their thoughts’ and experiences, and to reflect on
DETERMINE START the process. And, for knowledge recipients to absorb and put the
AND FINISH DATES knowledge into practice.

STEP 5 1 Knowledge may be transferred using one of many strategies.

Work with the giver and the receiver of the information to
SELECT AND identify the most appropriate strategy or tools.
IMPLEMENT
TRANSFER
STRATEGIES For a list of ideas see: Knowledge Transfer Strategies

2 Develop a knowledge transfer plan to identify tasks, actions, and

deliverables. See the planning section below for ideas.

• Break down the knowledge into manageable chunks

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 KNOWLEDGE TRANSFER TOOLKIT: STEPS

• Define the plan in terms of measurable learning goals, tasks, and

deliverables
• Clarify performance expectations
• Schedule regular status update meetings (giver, receiver and
manager)
STEP 6 1 What outcomes do you anticipate from the knowledge transfer?
MONITOR AND
EVALUATE • Changes in knowledge, awareness, or attitude
• Changes in behaviour (problem solving methods, networking, etc.)
• Application of new knowledge in decision making, to validate or
defend a position, to enhance work processes, etc.
• Faster onboarding of new personnel

2 Some examples of evaluation criteria include:

• Enhanced collaboration within the Team/Branch/Project

• Improved communication and problem-solving
• Better decision-making
• Streamlined processes

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 KNOWLEDGE TRANSFER TOOLKIT: PLAN

PLANNING AND CONTEXT

• Who? What is the reason for the transition ( end of contract, changed roles, retirement, etc.)?
• Why? What is the important knowledge this person holds? What is the priority and risk of losing this knowledge?
• How? How much lead time is available for knowledge transfer activities?
• How will this knowledge be transferred? How will success be measured?
• Where? Will the person(s) giving knowledge and recipients be in the same location?
• Will there be an overlap of resources before the person leaves the role?
• Will the person leaving the role be available for consultation once he/she has transitioned?

SOME THINGS TO CAPTURE

• Key contacts and relationships Identify key contacts (internal and external) and detail on their relationship to the position’s function.
• Monthly and weekly routine List the dates and activities for monthly and weekly tasks, including contacts, documents, templates, etc.
• Assignments List and description of the position’s assignments.
• Deliverables List and description of deliverables, status of work in progress and deliverables not yet started, etc.
• Activities Identifies activities that aren’t planned or part of a deliverable or assignment.
• Meetings List of meetings regularly attended and/or coordinated by the position (date, time, purpose, objective,
deliverable, etc.)
• Vital information Catalogue and storage location of vital information pertinent to this position that consists of: (1)
technology, (2) processes, (3) business knowledge, and (4) supporting documents.
• Issues and risks Identifies list of active issues / risks inherent with (or observed by) this position.
• Lessons learned Record lessons learned from the individual while in this position at the completion of a project / activity or
at strategic points during an individual’s ongoing work.

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 KNOWLEDGE TRANSFER TOOLKIT: PLAN

PLAN
KNOWLEDGE TYPE AUDIENCE / END PRIORITY ACTIVITY OR TRANSFER RESPONSIBLE DUE MEASURE
USER TECHNIQUE

Identify knowledge Who will use this HML Steps which will be taken to • Manager Provide enough How will we know
to be captured, knowledge, and in retain this critical • Knowledge time between the knowledge has
reason for what form? Are knowledge or skill and / or holder activities to ensure been transferred?
capturing it, its there other minimise the impact of its • Recipients the knowledge is
importance, and its stakeholders or loss. Is it tacit or explicit? • Learning and meaningful
holder dependencies Are there practical, Knowledge
interpersonal or cultural team
considerations? • External
resource

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