The Transfer of Knowledge Is More Important than Ever
The Transfer of Knowledge Is More Important than Ever
Organizations effective at transferring knowledge from one generation to the next have seamless generational teamwork, are more profitable, and enjoy a culture of staff well-being.
The successful transfer of knowledge and ideas from one generation to the next can have a big impact on an organization’s bottom line.
According to a recent study by online job search site Zippia, companies that prioritize knowledge transfer are 4.5 times more likely to have highly engaged employees. Additionally, knowledge transfer can lead to a roughly 25 percent increase in productivity and a 35 percent decrease in employee turnover.
“It’s hard to find, employ, and keep people, so the knowledge they have that makes them successful is really critical,” said Tracy Brower, a sociologist who studies the future of work and the author of The Secrets to Happiness at Work.
That may be so, but roadblocks can get in the way of information sharing and receiving. For example, sometimes employees don’t stay at a company very long, or they get promoted to a high-level position without putting in the years of experience that older colleagues have earned.
“There’s a breakdown, and in many ways knowledge transfer is not happening,” said Christina Kniffin-Downs, a traveling pipefitter who wrote about the topic recently in her graduate thesis.
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One of those ways is patience. Being able to access any information at our fingertips in seconds has led to much less of it, particularly among younger workers, explained Kniffin-Downs.
“But mechanical engineering isn’t about instant gratification,” she explained. “You have to go through the process, understand the nuts and bolts, and not skip the boring parts. That’s why there are policies in place to have things done correctly. If they weren’t, you’d lose some of those small, finite steps that really encompass why you do things in certain ways. And then somebody newer could just say, ‘We can put the top on before we have the basement in.’”
Just because a policy or procedure is in place doesn't necessarily mean that learned knowledge gets transferred, however.
That gets to the difference between explicit and tacit knowledge—and you need both, Brower pointed out. Explicit knowledge is formal and objective, while tacit knowledge is more personal and subjective.
Tacit knowledge allows for depth and nuance when needing to solve problems quickly using well-established methods. According to Brower, “You’re more motivated to follow a process if you understand the history and why it’s important.”
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In fact, research published in a 2023 edition of the International Journal of Information Management demonstrated a relationship between tacit knowledge sharing and innovation, as well as an uptick in awareness, critical thinking, and willingness to share.
Kniffin-Downs stresses that she isn’t “discounting” younger generations who want to suggest doing long-established conventions differently; they simply need to learn first from those who came before them.
“A lot of us who were trained properly love a questioning attitude,” said Kniffin-Downs. “It’s just about them needing to get their feet wet. Then they can make a suggestion, and we will see if that will work.”
Employers can support knowledge sharing in many ways, starting with making sure it’s part of the onboarding process. Even after a probationary period is finished, a formal mentoring or buddy system can help encourage employees to ask questions about technical aspects of the job as well as soft skills.
Brower advised asking senior employees to document as much as they can for context and as a foundation for future success.
“It might be in written form, but video archives are brilliant,” she said. “You could say, ‘Hey, tell me about a part of this machine’ or ‘Tell me about this innovation you were part of.’ Just little snippets can be a really nice way to keep voices and experiences alive.”
Related: Nudge Yourself to the Top Amid Multiple Interviews
Like with any relationship, open, honest, and respectful communication between employees is key.
“The best knowledge transfer happens in the context of trust,” Brower said. “The process of working together and sharing over time is really meaningful.”
And that meaning reaches far beyond a company’s bottom line.
Missing out on the opportunity to transfer knowledge, particularly for those about to retire, can result in “career regret, which is a big deal,” Brower explained. “You’ve invested so much, and you want the opportunity to mentor others or make what you’ve learned part of the fabric of the organization. Most people want to leave a legacy. We all want to matter in the moment, but we also want to matter over time.”
Robin Flanigan is an independent writer in Rochester, N.Y.
According to a recent study by online job search site Zippia, companies that prioritize knowledge transfer are 4.5 times more likely to have highly engaged employees. Additionally, knowledge transfer can lead to a roughly 25 percent increase in productivity and a 35 percent decrease in employee turnover.
“It’s hard to find, employ, and keep people, so the knowledge they have that makes them successful is really critical,” said Tracy Brower, a sociologist who studies the future of work and the author of The Secrets to Happiness at Work.
Roadblocks to learning
That may be so, but roadblocks can get in the way of information sharing and receiving. For example, sometimes employees don’t stay at a company very long, or they get promoted to a high-level position without putting in the years of experience that older colleagues have earned.
“There’s a breakdown, and in many ways knowledge transfer is not happening,” said Christina Kniffin-Downs, a traveling pipefitter who wrote about the topic recently in her graduate thesis.
Discover the Benefits of ASME Membership
One of those ways is patience. Being able to access any information at our fingertips in seconds has led to much less of it, particularly among younger workers, explained Kniffin-Downs.
“But mechanical engineering isn’t about instant gratification,” she explained. “You have to go through the process, understand the nuts and bolts, and not skip the boring parts. That’s why there are policies in place to have things done correctly. If they weren’t, you’d lose some of those small, finite steps that really encompass why you do things in certain ways. And then somebody newer could just say, ‘We can put the top on before we have the basement in.’”
Policies and procedures
Just because a policy or procedure is in place doesn't necessarily mean that learned knowledge gets transferred, however.
That gets to the difference between explicit and tacit knowledge—and you need both, Brower pointed out. Explicit knowledge is formal and objective, while tacit knowledge is more personal and subjective.
Tacit knowledge allows for depth and nuance when needing to solve problems quickly using well-established methods. According to Brower, “You’re more motivated to follow a process if you understand the history and why it’s important.”
More For You: Engineering, Golf, and Women in STEM
In fact, research published in a 2023 edition of the International Journal of Information Management demonstrated a relationship between tacit knowledge sharing and innovation, as well as an uptick in awareness, critical thinking, and willingness to share.
Kniffin-Downs stresses that she isn’t “discounting” younger generations who want to suggest doing long-established conventions differently; they simply need to learn first from those who came before them.
“A lot of us who were trained properly love a questioning attitude,” said Kniffin-Downs. “It’s just about them needing to get their feet wet. Then they can make a suggestion, and we will see if that will work.”
Support system
Employers can support knowledge sharing in many ways, starting with making sure it’s part of the onboarding process. Even after a probationary period is finished, a formal mentoring or buddy system can help encourage employees to ask questions about technical aspects of the job as well as soft skills.
Brower advised asking senior employees to document as much as they can for context and as a foundation for future success.
“It might be in written form, but video archives are brilliant,” she said. “You could say, ‘Hey, tell me about a part of this machine’ or ‘Tell me about this innovation you were part of.’ Just little snippets can be a really nice way to keep voices and experiences alive.”
Related: Nudge Yourself to the Top Amid Multiple Interviews
Like with any relationship, open, honest, and respectful communication between employees is key.
“The best knowledge transfer happens in the context of trust,” Brower said. “The process of working together and sharing over time is really meaningful.”
And that meaning reaches far beyond a company’s bottom line.
Missing out on the opportunity to transfer knowledge, particularly for those about to retire, can result in “career regret, which is a big deal,” Brower explained. “You’ve invested so much, and you want the opportunity to mentor others or make what you’ve learned part of the fabric of the organization. Most people want to leave a legacy. We all want to matter in the moment, but we also want to matter over time.”
Robin Flanigan is an independent writer in Rochester, N.Y.
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