Continuity Management by Hamilton Beazley

By Hamilton Beazley

''How am i able to hold wisdom from strolling out the door whilst staff leave?''

This urgent query is insightfully responded during this landmark booklet. Operational wisdom hasn't ever been extra serious to organizational good fortune. wisdom loss from downsizing, drawing close baby-boomer retirements, and excessive activity turnover have created a data continuity problem that poses an exceptional hazard to organizational productiveness and earnings. in response to wide examine, Continuity Management solves this important challenge of information loss for managers at any organizational point by means of describing a good approach for maintaining wisdom continuity among worker generations. progressive in its impression, yet evolutionary in its perform, continuity administration is fueling a brand new wisdom revolution. This e-book is ready that revolution-and how you can lead it

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Reduces Job Turnover and Increases a Sense of Employee Value A positive new-hire orientation experience can reduce job turnover. In fact, some research indicates that a well-developed and well-executed orientation program can improve employee retention rates by 25 percent (O'Toole, 2001, p. 1). One reason is that job orientation and training experiences are a visible investment in newcomers that demonstrates how much the organization values them. Continuity management personalizes these early training programs and enriches the orientation experience by customizing them to fit the operational knowledge needs of each new employee.

1). In the "prove it or lose it" job environment of the Information Age, new employees no longer have the luxury of months of ramp-up time. Yet they have more and more to learn. As legislative liaison for mobility systems, Lieutenant Colonel Steve Arquiette had the critical task of interfacing with Congress on Air Force systems acquisition issues. During his twoyear stint at the Pentagon, Arquiette learned a lot about the value of acquiring knowledge quickly. In a 2000 interview, he said: When you arrive at the Pentagon for a position like this, you don't know when you will be called upon to be an expert.

Job-specific competency is highly individualized, but it can be developed quickly when a new employee's base competency level is enriched by the addition of operational knowledge. In this sense, competency is also transferable from one employee generation to the next. The organizational goal of bringing an employee up to speed is really about increasing the employee's competency as quickly as possible. Operational knowledge is the commodity or process that converts a new employee's generalizable competency into the organizationspecific competency that makes the employee a high-performer.

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