A briefing on knowledge transfers

Volkswagen Organisation Development

Change Management

Knowledge management a prerequisite for success

The department head is moving to a different division. This highly capable colleague of ours, who was always there to provide help and support and had contacts throughout the Group, will be retiring after working for 35 years. An employee who is an expert in his field is leaving the team to go abroad. Valuable knowledge is lost each time an employee moves on. This should not be the case. The solution to such a situation is to organise knowledge transfer via professional knowledge management. Knowledge management involves apportioning a certain degree of significance to handling the valuable resource that is the employees knowledge and expertise, and organising any changes in the employee situation within the company in a professional manner. Knowledge is a key factor for success and makes a huge contribution to the competitiveness of any company. It is stored in the minds of the companys employees rather than any kind of database. Knowledge gained via processes and courses of action is linked with individuals personal experiences and other valuable details gained, for example, through interaction with customers and networks. For many years, experienced advisors working for Volkswagen Change Management have provided assistance during situations involving changes in employee ranks at both Volkswagen and external companies. Using a combination of effective methods and tools tailored to meet the requirements of the situation at hand, we are more than willing to assist you too: we can provide structure to your unique situation and ensure that knowledge, whether based on experience, specialism, project or managerial skills, is transferred as effectively as possible.

Knowledge is always found between people, not on hard drives Leif Edvinsson 2003
Date: 16.04.2013 Change Management

Knowledge management a prerequisite for success

The benefits for you and your organisation are numerous: Guaranteeing the unique knowledge of experienced employees Ensuring the smooth handover of tasks Preserving best practices Avoiding errors and the duplication of work Discovering potential for synergies Optimising change in an intercultural context

The individual expertise of your companys employees is the key investment for your future. Do not risk losing it. We will help you to safeguard your knowledge.

Knowledge

A large amount of expert knowledge is lost during instances of change

Knowledge on a particular topic documented to date Time Time saved = costs saved
Date: 16.04.2013 Change Management

Knowledge transfer in case of a change in management

Knowledge transfer in case of a change in management is a method for transferring the practical knowledge of managerial employees who are due to retire or relinquish their position to a successor. Personal knowledge is collated during semi-structured interviews and transferred between the predecessor and successor via moderated transfer discussions. This transition workshop also works as a catalyst for the new managerial staff and its employees, and fosters a sense of clarity and trust in dealing with one another. The knowledge transfer provides staff with orientation and structure when taking over a new position, as it allows background and practical knowledge to be systematically collated. The structured approach and qualified support offer an essential contribution towards making a quick and successful transition to the new managerial role. Two aspects are of key importance in this: firstly, the personal dialogue between the predecessor and their successor; secondly, the clarification of expectations and objectives between the new manager and their supervisors. The employees can also be integrated at certain sections of the transfer process. Target groups: Top management Management Topics: Implicit background and experience-based knowledge of, for example, key tasks and personnel, networks, cultural issues and so on. Methods: Knowledge maps, check lists and discussion guidelines Interview techniques

Date: 16.04.2013

Change Management

Knowledge transfer in case of a change of experts

The knowledge transfer in case of a change of experts ensures that the specific expertise of retiring experts is passed on. The focus here lies on the direct transfer of knowledge between two experts: the predecessor and the successor. The knowledge transfer involving a change of experts serves to provide the successor with an overview of the new specialist areas and topics that they will be taking over. The relevant knowledge retained by the predecessor will be collated in a structured manner and systematically transferred to the successor via moderated sessions.

Target groups: Experts with unique skills/knowledge Management Topics: Knowledge about processes, interfaces and networks Course of action for prioritising, decision-making and problem-solving Evaluation of information Methods: Clarification of motivation Creation of knowledge maps Implementation of moderated transfer discussions

Date: 16.04.2013

Change Management

Experts in motion
The current restructuring of the workforce has shown that there is often no direct successor at the expert level. Experts in motion is a method which minimises the loss of knowledge incurred by the organisation and the company when experts retire, even if no direct successor is to be put in place. Changing the situation so that several experts retain knowledge instead of just one is of key importance, as this can have repercussions on the entire organisational unit (e.g. reorganisation of the department after a change of experts or the expansion of tasks by taking on the subsidiary tasks of the expert due to retire). Experts in motion consists of a one-day movement workshop and moderated knowledge transfer discussions (if required).

Target groups: Experts with unique skills/knowledge Management Topics: Redistribution of tasks as part of knowledge management Preservation of ability to work and quality of work despite the impending loss of knowledge Methods: Moderation of the workshop Creation of knowledge maps Implementation of moderated transfer discussions

Date: 16.04.2013

Change Management

Train the trainer training for knowledge transfers involving a change in management and experts
Training to independently implement knowledge transfers This training gives employees the ability to implement knowledge transfers independently. They immediately receive useful practical knowledge and take part in interactive exercises at work in order to learn approaches which they can implement. By doing so, your employees receive important expertise which they can use to support various situations such as job rotations, restructuring and changes in personnel in a professional manner. If necessary, an advisory session could take place at your company In order to deal with issues such as the recruitment of suitable employees for making all organisational arrangements relating to the knowledge transfer, etc.

Target groups: Personnel officers and employee development specialists Content of the train the trainer concept: (This content is tailored to fit your individual requirements) Procuring basic knowledge for the purpose of knowledge management Testing the approaches to knowledge transfer Applying these methods to collate and transfer knowledge Guiding the process as a means of implementing knowledge transfers independently within the organisation Methods: Creation of knowledge maps via check lists Moderation of transfer discussions Structuring of transfer discussions via interview guidelines Acquisition of constructive questioning techniques

Date: 16.04.2013

Change Management

Project debriefing
The systematic evaluation of projects is of key importance to project debriefings. Every project comprises successes, challenges and critical situations. These practical experiences are highly important for subsequent projects: they contribute to preventing similar errors in the future, and comparable successes can be carried over. This is where project debriefing comes in: it helps participants to review the complete project trajectory and safeguards the relevant knowledge for subsequent projects.

Target groups: Project manager Project teams Project client Topics: Assembling and analysing lessons learned with regard to utilisation of resources, decision-making, achievement of objectives, cooperation, etc. Secrets of success in the project Challenges and critical situations Ideas for future projects Methods: Knowledge maps Check lists Discussion guidelines Moderated discussions between project managers and project teams Storytelling (Storytelling is a special, non-technical method which can be used during the project debriefing phase as a means of collating and evaluating experiences. Telling ones story is intended as a means of addressing the emotional side of the experience, thereby making complex connections and behind-thescenes aspects evident).

Date: 16.04.2013

Change Management

Knowledge transfer customers

Our advisory team has experience gained from national and international projects that we have carried out both within the VW Group and at other companies in various branches of industry. Typical customers within the Volkswagen Group: Volkswagen brand: Procurement, Group Audit, Production Management, Trade Fair Construction, Quality Assurance, Group Organisation and IT, Group Research, Group Communications, Production, Service Division, Development, Human Resources, Financial Services, Service Unit... Financial Services AG/VW Bank AutoEuropa (ATEC), Portugal VW Immobilien VW Transport Quality Assurance Beijing, China VW de Mxico Human Resources SEAT, Spain Volkswagen Motor Polska Sp. z o. o. Volkswagen UK Ltd.

Typical external customers: Fraport AG Boehringer Ingelheim Pharma GmbH & Co.KG Braunschweig city council Voest alpine Stahl GmbH T-Systems Business Services GmbH Wacker Chemie AG

Date: 16.04.2013

Change Management

Customer testimonials
Overall I would recommend the knowledge transfer involving a change in management: the structure was extremely helpful and helped prevent anything important from becoming lost during the transition.

Even though we are both above average when it comes to operating on a human level, the transfer process was still of great value to us. The process imparts a certain degree of added value in dealing with one another.

I gained a training period of one year thanks to the knowledge transfer.

I have never experienced such a smooth change before.

The knowledge transfer process provides security when it comes to taking on new tasks as it allows important information to be systematically complied. The transition workshop forms an ideal bridge for operative initiation.

The structure of the knowledge transfer is an extremely helpful way of staying focused on the essential issues of the transfer, even if little time is available.

The transition workshop part of the knowledge transfer was the most valuable aspect of the change in management.

For the person(s) taking on the knowledge, it is exceptionally helpful to formulate questions with a neutral person.

The qualified support, structured course of action and objective line of questioning all offered an essential contribution towards making a quick and successful transition to the new expert and managerial roles.

Date: 16.04.2013

Change Management

Contact

Bernd Ihnken Volkswagen Change Management Brieffach 011/1898 38436 Wolfsburg mailto:bernd.ihnken@volkswagen.de

Date: 16.04.2013

Change Management