Eliminate disruptions caused by lack of key persons (unavailability of needed managers or SMEs)

… build up new key staff internally: unveil and structure knowledge transfer potential of your existing key persons to boost and improve onboarding activities

Minimize demographic impact

… build up next generation of key persons, structure and keep knowledge of leaving persons in your organization

Shorten “time to market” of key persons in complex work areas

… improve and enhance exisiting onboarding activities with a structured knowledge transfer methodology

Today’s increasingly complex and fast changing work areas and organizations need to be able to identify and transfer knowledge from key persons in a structured and efficient way. This is an essential ability to survive and to be fit for future development.

Think about your organization – are you able to keep knowledge from key persons in the organization – even in change situations as reorganization, retirement of key persons, succession management, outsourcing scenarios, jobrotation, … ?

Is a subject matter expert also an expert in performing efficiently structured knowledge transfer activities for other team members or for his own succession?

If your answer one or both questions with a “no” – let us enable your organization to realize the potential and gain a value add in terms of both “time to market” and quality of deliverables during change scenarios.

Your organization has almost everything needed to perform successful knowledge sharing and boost quality of deliverables: Motivated employees who want to build a deeper understanding of a worksphere and experts who would like to pass on knowledge, without losing too much time for daily work.

The responsibility to enable a successful onboarding of key persons is most oftenly handed over to the already overloaded subject matter experts. SME’s rely on existing documents and presentations and tell the knowledge receivers the same story as every time when they are asked to handover their expertise.

This is neither creating an efficient learning process nor is the content mapped to the receivers needs.

Now, there is a methodology to create much more efficiency and structure during transfers: We take over the methodological responsibility of a knowledge transfer, so the expert is able to fully concentrate on the content and not on the method to transfer his experience.

Our coaching guarantees an optimized and visualized transfer of complex workflows, personal network in context, working scenarios, stakeholder analysis, worst and / or best practices , … even under difficult change conditions as reorganizations or leave of experts.

We ensure that the whole work environment including activities is identified and understood in the context. This means, that implicit, experience based knowledge can be made ​​explicit in its context. Task oriented and needed knowledge can be built up, step by step with increasing complexity and tailored to the needs of the recipients.

In parallel, the practical side is adressed: More and more daily work tasks can be delegated successfully to the new colleague.

The unique and proprietary methodology Worksphere Map bac ensures a structured, prioritized and therefore efficient step by step incorporation, end to end accompanied and tailored to the personal needs.

Swiss Global Financial Institution
” … The coached methodology for knowledge transfer was a great support: The transfer of knowledge was organized and guided from A to Z both in structure and carrying out. Additionally I was able to save about 50 hours I would have used for the incorporation of the new employees … I would like to mention that my new employees were incorporated more rapidly with the structured knowledge transfer methodology, overall measured, there has been a 2-7 months gain for ‘time to market’ of these key persons, compared to the previously usual onboarding and training package … “
” … The first pilots for the induction of new entrants into the new function accelerated onboarding massively due to the structured methodology. This showed up particularly evident when arriving at a large company and measured against the associated costs for the introduction into higher-level topics. While the line management declared the reduction of training time into the day to day business professional with 10-20 %, they attested to the general worksphere topics even a 50% gain … “
” … In our case of professional worksphere, there exists no offer of a comprehensive and efficient education . The success of the daily work is based on a huge experience… For our company it was essential, to successfully guarantee the complete fulfillment of this important role for safety reasons and for efficient operation of the chemical production tasks. In other words, ensuring a future stability, even in this change situation … “