Knowledge Management & Transfer

The electricity sector has primarily relied on the same technology for the last 100 years, but technology (such as automation and computerized systems) is changing the business environment and is driving the need for new skills.

This has led to the requirement to have employees skilled in both legacy systems as well as new technologies to support both traditional and growing sub-sectors of power generation. Today, retirement is occurring faster than employers can replace existing workers at a time when electrification is leading to new growth in the industry. The electricity industry needs a knowledge management system to transfer knowledge to new employees faster.

The Knowledge Management and Transfer (KMAT) toolkit aims to identify best practices within the electricity industry in Canada and provide strategic recommendations for adopting knowledge transfer planning processes.

Knowledge Management is the creation, capture, organization, sharing, and leveraging of valuable explicit knowledge in an organization. Explicit Knowledge is articulated knowledge, expressed and recorded as words, numbers, codes, mathematical and scientific formulae, and musical notations. Explicit knowledge is easy to communicate, store, and distribute and is the knowledge found in books, on the web, and other visual and oral means. Knowledge Transfer is the ability to formally transfer tacit and explicit specialized knowledge held by individuals and/or business units within an organization. Tacit Knowledge is the unwritten, unspoken, and a hidden vast storehouse of knowledge held by practically every normal human being, based on his or her emotions, experiences, insights, intuition, observations and internalized information. What is important is that it is known where the knowledge resides so it can be transferred when necessary.

Knowledge transfer is often more complex because it attempts to codify and transfer that is held within peoples’ heads as opposed to information that is documented. It is moving from “collection” of information to “making connections” among those who retain the knowledge and those who need it.

EHRC’s KMAT project was designed to identify and assess current knowledge transfer processes both within and outside the industry. The project provides a compendium of tools and resources to help HR Managers develop and implement effective KMAT strategies. There is no one right response or approach to KMAT but rather each organization needs to approach KMAT by understanding where its pain points are; where the organization is at greatest risk of losing information either within the organization or when employees leave the organization, and building an organizational culture that is dedicated to acquiring and sharing knowledge.

EHRC has produced a full report to help support organizations in the Canadian electricity sector in developing tailored approaches to KMAT that meets each organization’s unique need.