The two dimensions of knowledge capture strategy are tacit knowledge and explicit knowledge. Tacit knowledge deals with unconscious internalized knowledge that person is not aware of. Explicit knowledge refers to conscious knowledge the person can use to communicate with others; it is précised and can be formally articulated (Orsoc, 2003). The employees that are going to retire have different profiles. The first employee is highly outgoing, has good verbal communication skills. The second employee is shy and likes structure work settings. His teamwork abilities and skills are low. The person is efficient and has other good qualities that have helped the organizations over the years. His strength lies in explicit knowledge. The obstacle I anticipate with the second employee is that he might be unwilling to participate in any type of voluntary knowledge transfer program. For a knowledge capture strategy to be effective the participants must be motivated. A way to motivate employee one is by offering the person a compensation bonus of 25% the base salary. The employee would spend 10 hours a week of his 40 hour shift implementing knowledge capture strategies with the staff.
The first employee is a person that is tailored made for knowledge capture strategies. The employees’ strength can be used to create a program that implements multiple strategies. This employee should be retained to increase the firm’s employee customer retention. The proposal is for a three year part time knowledge transfer program. As the leader of the knowledge capture program employee B can used varies knowledge capture strategies simultaneously. Two of them are cross project learning and mentor-protégé relationships. The employee would participate in five project teams in all their meetings as a silent observer. He would then provide them with feedback at the beginning of the next meeting. Another of his role is to serve as consultant for the five project teams. The