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388 Chapter 11
Box 11.5
An example: Transport Canada knowledge continuity best practices
Transport Canada was a pioneer in the identifi cation of critical knowledge that was at risk
of being lost due to imminent retirements. They undertook a comprehensive pilot study
in order to develop a toolkit for knowledge transfer for succession planning. Initially, they
had specifi c questions to explore.
1. Identify critical human resources.
a. Whom do others turn to in a crisis?
b. Who are the subject matter experts (SMEs)?
c. Who has long-term corporate memory?
d. Who is doing a one-of-a-kind job?
e. Who has a unique set of skills/knowledge?
f. Who carries the ball on major projects?
2. Maximize retention.
3. Retain their critical knowledge.
4. Facilitate the transfer of this critical knowledge.
5. Expose the right people to that critical knowledge.
Some key lessons learned ( Transport Canada 2003 ) included:
• Obtain buy-in from senior management.
• Raise awareness, generate enthusiasm.
• Managers should take ownership of the process of KT.
• Human resources personnel should provide signifi cant and sustained support to manag-
ers and SMEs through the entire KT and succession planning process.
• Integrate KT and succession planning into the ongoing business planning process of the
department.
Good practices that emerged included:
• Analyze your organization demographics to identify your vulnerabilities (i.e., where
would the loss of personnel most seriously threaten the execution of your mandate?).
• Secure senior management support and funding (if possible, name a champion).
• Identify critical knowledge holders.
• Approach them to discuss what would motivate them to stay on.
• Prepare succession and knowledge transfer plans.
• To facilitate mentoring and one-on-one knowledge transfer, whenever possible, bring in
a replacement before the SME retires.
• Extract critical knowledge held by these experts, customizing your methods to fi t your
subjects.