Imagine the scenario; HR has been in contact and invited you to the pre retirement seminar prior to your pending retirement. Everything seems to be in place for that retirement but yet something worries you, nobody has asked about handing over your knowledge and experience. Nothing is being done to create a legacy, you are just going to walk out the door and within six months nobody will remember you or the vast contribution you made to the organisation.
Perhaps your organisation has a knowledge management team but for some reason you aren’t on their radar. Perhaps they just don’t know how vital your knowledge has been to the success of the organisation, perhaps they are focused on another area of the company, perhaps they just don’t have sufficient resources to do everything they wish to do.
No matter what the reason, perhaps instead of being passive you need to become proactive in highlighting the value of your experience and knowledge and why something needs to be done to retain it.
Perhaps the first step is to conduct a knowledge scan of what you know and categorise the knowledge that you have into;
- Obsolete – things you know how to do but it is very unlikely that the company will need this knowledge in the future
- Short term – things that you know how to do and would be immediate benefit to someone who will be doing a similar role to yours in future
- strategic – things that you know how to do that will be essential for the organisation as it moves forward
Once you have completed the three lists, starting with the short term list, put the items in order of priority or value, with the one that will be of most value to the user at the top, least valuable at the bottom. Think about it in terms of what they will value most, not what you value most. They will be the ones using the knowledge so think about it in terms of what they want, not what you think they will need most.
With the most valuable one, start to construct a knowledge asset and write down things like the answers to FAQs, hints and tips, text books and papers that you would recommend, collect templates and worked examples, even people that you liaise with or work with on that topic. Once you have the draft of the knowledge asset completed organise a meeting with HR and the KM team and take them through what you have produced and the process used.
Your knowledge is now tangible and they will be able to see for themselves the value that would be lost to the organisation unless further work in undertaken.
Your legacy is assured.