Knowledge Capture Strategies - Case Study Example

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. A first employee is a person that is tailored made for knowledge capture strategies. The employees’ strengths 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 use various 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 a consultant for the five project teams.

The mentor-protégé strategy can be implemented with three protégés per semester. During the three year period, the employee would mentor approximately 18 young talented employees that can benefit from his wisdom. The financial reward for the employee to accept this post-retirement part-time employee is 1.5x his old salary with a 40% time reduction. The contract is for 24 hours per week to be divided equally between the cross-project learning and mentor-protégé program.

The goal is for both employee one and employee two to participate in knowledge capturing strategies with the objective of post-retirement retention for the second employee.