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Preserving institutional knowledge - Implement programs, policies, procedures

This section addresses strategies and tactics for implementing programs, policies and procedures related to preserving institutional relationships and includes how to set up advisory groups and networks for important human resources programs.

TitleShort Description
Advanced Succession Planning: Next Generation Practices for Ensuring Your Organization's FutureThis article offers methods and tools to integrate succession planning into workforce planning.
Continuity Management: Preserving Corporate Knowledge and Productivity When Employees LeaveThis book calls attention to the problem of personnel turnover in military units, specifically productivity and resource losses, and the dangers and costs of lost knowledge. The authors propose a model for continuity management.
Expert ExodusThis article addresses how the development of a knowledge management system can be used to retain and apply critical knowledge as large numbers of experienced Department of Transportation employees retire.
Knowledge Management: Harnessing Mental Capital for the FutureThis resource details what knowledge management is, why it is important, and how it should be approached.
Managing the Mature WorkforceThis report provides strategies for addressing needs associated with an aging workforce.
Montana Department of Transportation Career DevelopmentThe Montana Department of Transportation (MDT) encourages employees to identify strengths and the areas where they would like training or mentoring. Employees have the opportunity to create their own career plan and are given the training, tools, and encouragement they need to realize their goals.
Preserving and Using Institutional Memory Through Knowledge Management PracticesThis report documents use of knowledge management practices by U.S. and Canadian transportation agencies to preserve and utilize institutional memory.
State of California Workforce Planning ModelIn the past, human resource needs of the workplace have largely been met in a reactive mode, position by position, vacancy by vacancy. That approach will no longer suffice as we plan for the huge wave of retirements within the next five years. It is imperative that the state departments take a strategic approach to workforce planning now! This document provides a model for how to approach this issue.
Washington DOT Workforce Analysis Draft Report This 2006 report from the Washington State Department of Transportation’s (WSDOT) Statewide Program Management Group (SPMG) analyzes the status of the DOT’s Program Delivery workforce and outlines strategies for recruitment and retention while maintaining and enhancing core skills. This effort was undertaken against a backdrop of challenges including an impending wave of retirements, a reduction in force, increasing competition for engineering and other technical staff, and an exponential increase in workload. The analysis includes evaluation of trends in other DOTs, identification of technical core competences required for WSDOT’s success, and identification of skills important to Program Delivery that could be successfully transferred from other areas.
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