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How Hewlett-Packard minimises knowledge loss

Birgit Gotthart and Gita Haghi

International Journal of Human Resources Development and Management, 2009, vol. 9, issue 2/3, 305-311

Abstract: Large organisations are prone to reorganisation and workforce reductions, and many industries are now facing the challenge of an ageing (and retiring) workforce. Organisations are forced to make changes in the employee base, which intensifies the potential for knowledge loss. The need for knowledge retention is becoming more and more apparent. There are, of course, many methods, such as documentation and job mentoring. In order to minimise the impact of knowledge loss when an employee leaves, Hewlett-Packard (HP) has implemented a documentation process for knowledge transfer at an appropriate time. The 'Knowledge Briefs' (KBs) programme consists of a submission process, a review process, a measurement system and an incentives scheme. The programme has proved to be successful for many years – and shows a significant return on investment.

Keywords: knowledge loss; knowledge retention; knowledge capture; knowledge reuse; cost benefit; cost saving; intellectual assets; new knowledge; expert networks; demographic change; Hewlett-Packard; ageing workforce; retirement; older workers; knowledge transfer; documentation; return on investment; ROI. (search for similar items in EconPapers)
Date: 2009
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