WORKFORCE AGING AND KNOWLEDGE LOSS PREVENTION IN ORGANIZATIONS
Journal Title: Вісник Кременчуцького національного університету імені Михайла Остроградського - Year 2017, Vol 2, Issue 107
Abstract
Purpose. The aim of this paper is to summarize key strategies of knowledge retention and transfer from older workers in order to prevent knowledge loss in the organization due to mass retirement of the employees. Key conditions and strategies of knowledge retention and transfer from the older workers in organization are summarized. Methodology. A qualitative research approach is applied to investigation of organizational and individual antecedents of effective knowledge retention and sharing. It is revealed that organizational factors conditioning successful knowledge transfer include existence of knowledge-sharing norms, sufficient level of trust and cooperation, interpersonal informal relations and networks, social support. Availability of knowledge-sharing infrastructure such as corporate knowledge repository, communication and IT knowledge systems, physical and virtual spaces for communications, available time are also critical conditions. Individual characteristic of the knowledge sender include his knowledge and expertise, willingness to share knowledge, disseminative capacity and cognitive proximity with knowledge recipient. Originality. Organizational strategies contributing to effective knowledge transfer are proposed to be the following: creation of corporate knowledge repository and communities of practice, development of corporate knowledge networks, stimulation of informal communications and socialization of the employees, motivation of teamwork and horizontal communications, open decision-making and availability of information, reward system based not only on financial indicators, but also on results of cooperation. Strategies of influence to the individual characteristics of knowledge sender include motivation and development of his disseminative capacity via training and facilitation. Practical value. Retention of the retirees in the workplace helps to reduce the loss of corporate knowledge and memory and to develop managerial competencies. Phased retirement programs, casual employment or term contract, retiree involvement as consultant or the members of the board of directors, mentoring, succession planning, job shadowing, keeping the corporate base of pensioners, retirement return programs are proved to be effective HR management strategies for older workers retention.
Authors and Affiliations
I. Kirnos
Keywords
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