By now, leading knowledge management organizations understand it's vitally importance to capture Cincinnati Cintas Center tacit Security System Monitoring explicit knowledge of Painting Garage Floor largest cohort to move into retirement (at any one time) in the history of the United States. That cohort is baby boomers (an estimated 64 million people-- born between 1946 and 1964). These are mature workers Spielerisch Deutsch Lernen many Real Estate In Mooresville Nc of experience on the job, and unspoken knowledge in their heads (not written in books). Given this mass exodus of mature workers, savvy organization are hard at work developing plans to capture this knowledge before these workers retire.

Look At Your Current and Future Staffing Needs

Part of any knowledge management plan must include Vente Aux Enchere Bijoux population flow chart of current staff and those positions that will need to be filled in the next 3-5 years. 2011 is when (according to the Bureau of Labor Statistics) the United States is expected to be short some 10 million qualified workers. This will cause a bidding war for the best talent all across America--in virtually every business sector you can name. Experts warn companies not to expect to buy-in knowledge for reasonable sums, as demand will outstrip supply. So one question to ask is how do we keep our keepers?

Fast Forward to 2014

What's an organization to do? One step is to take an honest Bbc Home Page at your current work staff and do an assessment of what you want that staff to look like in the near future. A staffing population flow chart allows the organization to take a snapshot of the organization--so you can study it in great detain. Experts Arizona Gilbert Home New organizations to fast forward to 2014 and project whether or not there was an effective staffing plan, and a new system developed to train management to deal with the new generation of workers.

If the organization has processes in place and uses these data systemically to manage workforce issues it is positioned to effectively manage its human capital over the long haul. If these data are not systematic to your workforce planning, now is the time to move toward a model for strategic management and development of human capital.

Given the expected exodus of qualified workers, it should be no surprise that the top priorities on the minds of workplace human capital professionals are talent retention, talent acquisition and recruiting.

Seven Critical Strategies to Employ

Here are seven proven strategies to ensure you keep those workers who will be hard to replace, especially when the war for talent heats up in 2011.

1. Look at Relevant Data: It's important to collect only relevant data for effective workforce analysis for planning short and long term skill set requirements.

2. Look at Demographics: Take a look at the area's demographics where your organization is physically located. Take a look at now and well into the future. What will be the make-up of the population (in the future) in the community where the company is currently located? Card Compact Flash Reader Usb you be able to hire workers from this population or will they face long commutes? Will you best talent choose to relocate closer to home?

3. Look at Current Workforce Compositions: Who makes up your current workforce keepers? Include race, gender, education, etc. Will these numbers remain the same? Why or Bill Buffalo Restaurant not? What new strategies can the organization employ to make sure it keeps the best knowledge and skilled workers? What are costs associated with such a strategy?

4. Create a Staffing Population Chart: This chart is designed so that you get a snapshot of each employee (especially those 45 years old and older) and how they are moving toward retirement. It provides a clear snapshot of individual positions held at the company, the age of the employee, expected retirement date, and time to retirement (TTR). An example would be Shaun Mils (Chief Engineer,) Age (63 years old), Expected Retirement (January 2010 at age 65 years old), TTR (2 years). Keeper or no--keeper? Even if modifications have to be made to your chart, the company at the very least has some sort of indication when employees may leave or retire. It's crucial that the organization create a population flow chart for each department, each division, and each sub division of the organization. Know your keepers.

5. Conduct an Internal Knowledge and Talent Retention Survey: The idea is to think the following questions through and think creatively about the future and what it holds for your staff. Included will be questions such as--what will the organization staff look like in 3 to 5 years? How will technology affect our jobs in the near future? How will this affect our staffing needs? Who are our organization's knowledge experts (keepers)? What knowledge do they possess which is critical to operations? What will their departure mean to the organization? Have we adequately prepared a succession plan for replacing them? When can we expect staffing shortages to occur?

6. Study Turnover and Retention Data: Get proficient at conducting exit interviews. Ask departing workers (keeper who decide to move on) to be straight with you--while asking tough question about their views on retention and how to better the process. Ask what HR policies and practices they disagreed with and what they would change about the organization's rewards and incentive programs. Look at training and development data and assess workers real chances for moving up in the organization.

7. Restructure Your Recognition and Rewards Programs: In the near future, it will be essential to have strategies to keep your keepers. So, determine best new ways to reward talent and knowledge sharing within the organization. Make these changes a vital part of your new performance evaluations. A good example of an effective rewards and incentive program is the military. When desiring to keep talent they've invested heavily in--they make offers many military personnel find hard to turn down, even though it may keep them in harm's way. Think about that. With the coming talent shortage, it's essential you keep in mind that top talent will be in short supply and willing to take the best offer on the table at the time. Part of a winning strategy is to think like the military, and keep those individuals vital to operations.

Summary

It's time for organizations to take an honest look at their current work staff and do an assessment of what they want the staff to look like in the future. A staffing population flow chart allows the organization to take a snapshot of the organization--so it can determine what employees are vital to operations and best strategies for creating rewards and incentives that ensure these workers don't leave the organization when they're needed most. Don't wait till the offers start pouring in to devise a talent retention program--start now.

Copyright 2008 Cubie Davis King. All rights reserved.

References:

Gant, L.P. (2004). The weakest link. Performance Improvement, 43(8), 25.

Hickok, J. (2005). Knowledge sharing, communities of practice, and learning assest

integration: DAU's major initiatives. Defense AR Journal, (5)3.

Oakes, K. (2006). Preparation is vital. T&D, 60(7), 23-26.

Young, T. (2006). Implementing a knowledge retention strategy: A step by step process

to combat knowledge loss. KM World. 9(5), 28.

Dynamic, stunning, wow, deserving of a standing ovation. These are but a few words to describe the stage presence of international author and speaker Dr. Cubie Davis King. Well educated with a Ph.D in Training & Performance Improvement, a resume which includes 9 years military service, and executive positions with Xerox & CitiGroup, Dr. King has won elite performance awards at every single place he has ever worked. He is a well sought after speaker and is currently on an international speaking tour to promote his new book "America's Red Hot War for Knowledge & Skilled Workers."

Once again, in his signature way-Dr. King takes a complicated yet sobering subject and makes it Hp Laserjet Cartridge and entertaining for everyone on your staff to understand. Because America is headed for a Talent WAR unprecedented in the history of the United States, Dr. King has devoted his latest work to getting the word out.

To read more about the coming Talent WAR (of 2011) that will shock America-- go directly to Dr. King's website http://www.goldcrowninc.com