Trident University International Knowledge Silo Matrix Paper

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Business Finance

Trident University International

Description

Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.

In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.

“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”

Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.

Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.

Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.

There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.

Revised from:

American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.

Assignment Overview

Steve Trautman is one of America’s leading knowledge experts. View the following four videos to understand the depth of the knowledge-transfer process and follow Mr. Trautman’s widely used knowledge transfer solution.

Pay close attention to the process. Developing your own Knowledge Silo Matrix and discussing what you found will be the basis of your Case 1 assignment.

Trautman, S. (2012, November 30). Introduction to the Steve Trautman Co. 3 step knowledge transfer process [video file]. Retrieved from https://www.youtube.com/watch?v=1xj1iVhu308

Trautman, S. (2013, January 22). 5 questions that drive knowledge transfer [video file]. Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=IvB_cOo14y8

Trautman, S. (2012, December 19). The Steve Trautman Co. 3-step knowledge transfer solution with knowledge silo matrix demo [video file]. Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=knN-ZzVAmMY

And finally, pulling it all together:

Trautman, S. (2012, December 18). How it works: The Steve Trautman Co. 3 step knowledge transfer solution [video file]. Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=tWyMU90x6o4

Case Assignment

  1. For this Case Assignment you will be completing and analyzing a matrix following the Knowledge Silo Matrix instructions in the third video above. (The team you choose could be a current or past work group, a group of committee members, a group of family members, members of a rock band, or any group where you know the expertise needed and the skill levels of the employees/members.)

You may (a) complete the matrix by hand or (b) use the Knowledge Silo Matrix Word form. Remember these key points:

The Knowledge Silo Matrix (KSM) is a high-level tool of knowledge silos. Think bigger picture. For example, if you were filling out a KSM for building a house, some example silos would be Plumbing, Electrical, Flooring, Insulation, etc. Not “Weld a pipe” or “Test for adequate water pressure.” The blog article, Tip for Better, Faster Knowledge Transfer—It's Not What People KNOW, It's What They Know How to DO, provided by The Steve Trautman Co., addresses the important distinction between Knowing vs. Doing. This will help you create a more actionable KSM.

Once you have your matrix completed, then respond to the following questions using the section headings in your paper that are marked in bold below. Utilize at least two sources of outside information from other authors; be sure to cite them and provide a reference list at the end.

  1. Introduction—This section is often written after you have completed the rest of your paper.
  2. Work Team Overview—Provide an overview of the work team you have assessed in the Knowledge Silo Matrix. Who are they, how long have they been in the group, and what are their jobs?
  3. Skill Level in Silo—Discuss each group member’s job in terms of his/her silo status—discussing why you have evaluated them as purple, green, yellow, or white.
  4. Matrix Analysis—Analyze what the matrix tells you.
    1. Look at each silo and analyze what you see and what needs to be done to minimize the knowledge risk.
    2. Look at the colors assigned to each employee (horizontal colors). What should be done next to minimize the risk related to each employee as well as to enhance the performance of the work team? Be sure to discuss the training needed (or not) for each member and what the format of the training should be given what you learn from the matrix.
  5. Application of the Matrix--Discuss what you have learned from this exercise and the strengths of the Knowledge Silo Matrix approach and the challenges you see managers could face in an organization using the Matrix.
  6. Conclusion

Unformatted Attachment Preview

12/22/2020 Background - HRM520 Staffing Performance Management and Training (2020DEC14FT-1) Listen Module 1 - Background KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING To begin this module, take a look at the following video to gain an overview of the multigenerational challenge workforces face today: O’Boyle Feldman, M. (2014, January 4). Intergenerational Communications in the workforce [video file]. Retrieved from https://www.youtube.com/watch? v=1iK9UqIELfE Intergenerational Communications in the Workforce Pepe, M. E. (2013). How to bridge generation gaps. HR Magazine, 58(11), 40-43. Retrieved from ProQuest in the Trident Online Library. Schramm, J. (2014). Preparing for an aging workforce. HR Magazine, 59(12), 47. Retrieved from ProQuest in the Trident Online Library. Trautman, S. (2013). 5 questions that drive knowledge transfer [video file]. Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=IvB_cOo14y8 (for Case 1) Trautman, S. (2012). How it works: The Steve Trautman Co. 3 step knowledge transfer solution [video file]. Retrieved from https://www.youtube.com/watch? feature=player_detailpage&v=tWyMU90x6o4 (Case 1) https://tlc.trident.edu/d2l/le/content/154715/viewContent/3828216/View 1/5 12/22/2020 Background - HRM520 Staffing Performance Management and Training (2020DEC14FT-1) Trautman, S. (2012). Introduction to the Steve Trautman Co. 3 step knowledge transfer process [video file]. Retrieved from https://www.youtube.com/watch? v=1xj1iVhu308 (for Case 1) Trautman, S. (2012). The Steve Trautman Co. 3-step knowledge transfer solution with knowledge silo matrix demo [video file]. Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=knN-ZzVAmMY (for Case 1) Performance Management: View the following video for differences between the two terms, “performance appraisal,” and “performance management.” Telania (2016). Performance Appraisal vs. Performance Management. Retrieved from https://www.youtube.com/watch?v=XtoznQQ3NO0. Performance Appraisal vs. Performance Management (Telania, 2016) For an overview of performance evaluation methods in use today, read/skim the following: Lussier, R. & Hendon, J. Developing and managing: Performance management and appraisal. Retrieved from http://www.sagepub.com/upm-data/45674_8.pdf The first video below is required for the SLP 1 assignment. It explains an exciting new performance appraisal approach where 50% of the appraisal focuses on past performance, and 50% on goal setting for the future. This is a program called “Full Cycle Performance” which was rolled out in 2016 at the University of North Carolina Wilmington. This system also devotes time to the setting of SMART goals; many appraisal systems in organizations today do not give enough attention to goal-setting and future goal achievement. https://tlc.trident.edu/d2l/le/content/154715/viewContent/3828216/View 2/5 12/22/2020 Background - HRM520 Staffing Performance Management and Training (2020DEC14FT-1) UNCW Dare to Learn Academy (2016). Full Cycle Performance: Employee Empowerment Virtual Workshop (for employees). Retrieved from https://www.youtube.com/watch? v=8gHxEphVZpI. (for SLP 1) Full Cycle Performance: Employee Empowerment Virtual Workshop (UNCW, for Employees, 2016) The video listed below is for managers and supervisors. It is optional for you to view. However, if you are interested in more information, you should view this second video. You will see some overlap between the two presentations, but with a shifted focus. The Full Cycle Performance is adaptable to all organizations. The following video is optional: UNCW Dare to Learn Academy (2016). Full Circle Performance: Goal Setting and Calibration (for supervisors and managers). Retrieved from https://www.youtube.com/watch? v=Uyq0B1i_N2s. (for SLP 1). https://tlc.trident.edu/d2l/le/content/154715/viewContent/3828216/View 3/5 12/22/2020 Background - HRM520 Staffing Performance Management and Training (2020DEC14FT-1) Full Cycle Performance: Goal Setting and Calibration (UNCW, for Supervisors/Managers, 2016) On-The-Job Training: And finally, view the following video for an overview of training and development: IUSoutheast (2009, July 20). HR management: Training & development [video file]. Retrieved from http://www.youtube.com/watch?v=85RVEas4AXs&feature=relmfu HR Management: Training & Development (IUSoutheast, 2009) https://tlc.trident.edu/d2l/le/content/154715/viewContent/3828216/View 4/5 12/22/2020 Background - HRM520 Staffing Performance Management and Training (2020DEC14FT-1) Burroughs, A. (2014). On-the-job training. Smart Business Cleveland, 25(10), 36. Retrieved from the Trident Online Library. In-job training has broad benefit. (2011, Aug 25). The Daily Post Retrieved from the Trident Online Library. Privacy Policy | Contact https://tlc.trident.edu/d2l/le/content/154715/viewContent/3828216/View 5/5
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Running Head: KNOWLEDGE SILO MATRIX

Knowledge Silo Matrix
Student Name
Institution Affiliate
Date

1

KNOWLEDGE SILO MATRIX

2
Introduction

knowledge belonging to the definite occupational plumb is known as knowledge silo.
Usually, they are isolated, big, and contains an enormous number of data. The transfer of
knowledge has three parts: Knowledge transfer Workshop, Skill development plan and
Knowledge Silo Matrix. In a nutshell, the Knowledge Silo Matrix is used to analyze the risk
factor that a organization is unprotected (Sy et al., 2005).Shown below is the knowledge silo

Silo three

Silo four

Silo five

Silo six

Priority

Silo two

Name

Silo one

matrix.

1

4

3

2

4

1

1st Human Resource
2nd Human Reosurce
3rd Human Resource
4th Human resource

Key

learning actively

working independently

Work Team Overview

mentor selected

KNOWLEDGE SILO MATRIX

3

Work team overview allows a supervisor or a manager to evaluate the efficient
performance of the people who work under the...


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