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Knowledge Harvesting . Free magazine reprint (no need to register) The need for knowledge retention and harvesting is a global issue. All around the world, wise and knowledgeable people are retiring or leaving, and their knowledge, often crucial to the success of the organisation, is leaving with them. This knowledge need not be lost.

" Report of recent US survey of HR Managers reveals lack of preparation for demographic changes and lack of knowledge strategies to address them… "In the USA only 12% of HR Managers see Knowledge Retention as a priority despite the fact that 20% of the workforce will be eligible for retirement over the next few years…""

Preventing valuable knowledge from walking out the doorLike many other companies, TVA is facing the imminent retirement of a large percentage of its work force-an estimated 30 to 40 percent of employees will retire over the next five years. These experienced employees possess much unique, undocumented knowledge.  Many of them literally built the plants and facilities that they now operate and maintain.

TVA were the pioneers for knowledge retention. The original presentation to their board was back in 1998. Most other KRT programmes, including M&S and KIN can trace their origins back to this original work by Andy Wright, a senior manager in Leadership Development at TVA.

From knowledge retention to knowledge management, information discovery to information publishing, the range of emerging (and not so) technology needs have been highlighted by the challenges faced in today's economic climate. However there's one reoccurring theme I keep coming across and that's subject matter expert (SME) identification.

Use of data analytics on HR data to provide insights to improved employee retention.

Addressing knowledge loss at the UK's average rate of staff turnover (around 20% a year, including managers) means that an organizations' bank of remembered know-how and experience can be reduced to homeopathic levels in just a short space of time. Fortunately, not everyone leaves simultaneously and atypical practices like job overlapping and mentoring helps. But given that academics estimate that when employees leave, they take with them up to 90% of their employers' unique knowledge - most of it tacit and nothing of which typically gets into data banks - the compounded attrition of this distinctive component of intellectual capital is still truly massive.

" KRT elicitation questions, feel free to update"