Knowledge maps - a super tool for knowledge transfer

Interview:

Is the wave of retirements and the associated brain drain already making itself felt at armasuisse?

The retirement wave is in full swing. Over the next few years, we will have numerous retirements. This is both a risk and an opportunity.

In your experience, how long-term can retirements be sensibly planned?

Employees often leave some time before their normal retirement age. Sometimes this is known years in advance, sometimes it happens at short notice. However, retirements are certainly those departures that are best planned in advance and are therefore predestined for a systematic transfer of knowledge.

When is the ideal time for a structured knowledge transfer for retirements?

We have noticed that the cases are very individual and depend on the person. That is why there is no real standard case. What certainly applies: the earlier the successor is known and available, the better. Ideally, the transfer of knowledge can begin several months or even 1-2 years before a person leaves. We are trying to move more and more in this direction and develop internal successor candidates at an early stage.

You have been using a tool for structured knowledge transfer at armasuisse for almost 10 years, not only for retirements but also for other job changes. You developed the tool together with Empiricon and refer to it as “knowledge maps”. How did this name come about?

Was it really that long ago? *laughs* As I recall, the term was nothing new at the time, but we chose it from existing approaches. It seemed very suitable for the newly developed tool, as these transfers are primarily about orientation - orientation to all the knowledge that is important for a position. A map seemed to us to be an appropriate image for this.

What does a knowledge map like this look like?

It is often a half-day or full-day workshop with the knowledge holder and the knowledge recipient, moderated by Empiricon. The knowledge map is a visual representation on an initially blank poster of size A0 or larger. In the middle, a kind of “trunk” is formed from the central task areas. On the two sides, you then develop the central activities associated with the function, as well as the stakeholders and other relevant roles. This is the part that provides orientation. The most important part, however, is the verbal explanations, in which the person leaving can pass on implicit knowledge in a trusting environment that cannot be written down anywhere.

Were there any unexpected insights or benefits gained through the use of knowledge maps?

At the beginning, we focused more on the day of the transfer. One advantage that was not explicitly planned, but which soon became apparent, is that people also used these knowledge maps afterwards to go into more depth on specific topics. When you walk through our premises, several knowledge maps now adorn the walls.

What recommendations would you give to other companies that would also like to carry out knowledge transfer with the help of knowledge maps?

First and foremost, my recommendation would be to simply try it out and gain your own experience with the tool. And the participants should be aware that they are getting involved in something quite intensive. I wouldn't want to do a knowledge map workshop for more than 5-6 hours in one day.

I'm sure you've already received feedback from managers and employees about the knowledge maps. Which are your favorites?

The positive surprises are my favorite. People often can't imagine much about it beforehand if they haven't had any experience of it themselves. The idea of having to pass on the knowledge they have built up over the years in just a few hours doesn't sound very plausible to many people beforehand. Afterwards, however, people are usually pleasantly surprised and enthusiastic.

Thank you Dr. Carlo Schmid for the exciting interview!