Organizational Development for Knowledge Management at Water ...

*(Source: Knowledge Retention: A guide for Utilities. J ournal AWWA,
September 2006. Author: Mark Frigo)
To assist you in this process, you may want to ask each employee identified as “key
personnel” to complete the enclosed questionnaire. You may also want to create your
own questionnaire that is unique to your system and processes.
STEP THREE: DETERMINE IF THE CRITICAL OPERATIONAL KNOWLEDGE CAN BE
OBTAINED FROM OTHER RESOURCES
Questions to consider include:
‣ Has the knowledge been passed on t o another employee through crosstraining
or job shadowing?
‣ Has the knowledge been captured through some other means such as a
training manual, documented standard operating procedures (SOP’s),
documented work instructions, video instructions, picture maps, LWC
Service Rules & Regulations, LWC Intranet, PowerPoint presentations,
etc.?
‣ Can the knowledge be obtained on an interim basis when needed through
other resources such as the external job market, external contractors, LWC
retirees, LWC employees in other systems/processes, etc.?)
STEP FOUR: DETERMINE THE BUSINESS CONSEQUENCES OF NOT CAPTURING THE
KNOWLEDGE
In order to decide and prioritize which critical operational knowledge is the most
important to capture and retain, use the following questions to determine the
potential business consequences:
Business Consequences: Importance
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