Knowledge retention is one of the many solutions in the knowledge management "basket". In my opinion, it's one of the "softer" ones. By "softer", I mean that for optimal implementation, before applying the methodology, one must understand that the human factor, with all its complex and fascinating layers, is one of the most significant for the project's success.
This statement is true for implementing any knowledge management solution. Still, it gains extra importance when working with an employee on the verge of retirement: it's a charged and sensitive situation involving an employee facing a significant life change, often engaged in soul-searching, and the knowledge retention project sharpens this reality for them: the vast information and knowledge they've accumulated over their many years in the organization are about to be reviewed for methodological documentation of the lion's share. They're about to indirectly relive, through recalling, the information and knowledge they've gathered during their years in the organization, both good and less good years throughout their career.
We're dealing, therefore, with a very delicate human fabric underlying the project's implementation. Here are some tips on how to approach the person behind our project's subject:
Conducting the kickoff meeting with a personal orientation is advisable: The meeting will, of course, have a professional aspect. It will include a structured or semi-structured component during which the concept of knowledge retention solution will be presented. Still, it's best to manage it mainly in an unstructured manner, through open dialogue, trying to get to know the retiree on a basic level, understand what they feel on the eve of retirement, and especially try to create a quality foundation for a series of meetings during which the retiree can reveal what's in their files, computer drive, and especially in their head.
We can increase the retiree's motivation to cooperate with us. If we remember that we're dealing with an employee on the verge of retirement, rich with years of priceless professional experience, and try to clarify to them the impact of leaving their mark on the organization in general and on their business unit in particular, chances are they will be more inclined to cooperate. However, I'm glad to say that most retirees understand on their own the immense value of the project for themselves and the organization, so they are naturally willing to cooperate.
What about the ongoing work? Documenting the information and knowledge the retiree has accumulated during their years in the organization is one of the central stages in the process. This documentation can be done in several ways, and it's worthwhile, already in the kickoff meeting, to try and understand which implementation style suits the retiree's personality better: Is the retiree someone used to working independently and prefers such a work style? Are they a "team player"? Do they need assistance "releasing" their information and knowledge through a series of questions? According to their personality, we can plan the documentation meetings, whether through assigning independent work (while ensuring they're responsible for completing their tasks), encouraging and guiding them towards teamwork with colleagues for sharing and synergy in documenting information and knowledge, or perhaps it's better to continue with a series of intensive interviews for documentation?
In conclusion, professionalism is required, especially in knowledge retention solutions, which are one of the seemingly amorphous solutions. Incorporating a structured methodology is critical in this solution. However, especially during ongoing work with an employee on the verge of retirement, the special treatment of the person we're working with within the project is extra essential —with sensitivity, respect, and understanding. In knowledge retention, empathy- the human factor, is critical to the project's success, which is part of its charm.
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