Wissenstransfer Methodik in der Credit Suisse

Transcription

120minutenHR
Präsentation des Anlasses:
Wissenstransfer Methodik in der
Credit Suisse
7. April 2009
Referent: Benno Ackermann, Senior Knowledge Manager,
Global Knowledge Management Competence Center, Credit Suisse
© CompanyCenter | 120minutenHR |T. +41 (44) 422 55 55
Nachfolgeplanung für Schlüsselpersonen
ohne Wissenslücken
Optimierter Wissenstransfer in
Theorie und Praxis
Company Center, April 2009
IT Private Banking, Methodologies
B.Ackermann
Agenda
Onepager
Paradox OECD –CH
Institutionalisierter Wissenstransfer
Wissenskapital - Finanzkapital
Credit Suisse Group
Competence Center global IT Knowledge Management
Herausforderungen annehmen und Probleme anpacken, Fokus des Referats:
Optimierter Wissenstransfer für Schlüsselpersonen (Experten / Führungskräfte)
Ausgangslage Moderated Knowledge Transfer: Theorie und Praxis
Methodik Moderated Knowledge Transfer: Theorie und Praxis
Beispiele aus den jeweiligen Phasen
Aufwand und Ertrag / Resourcen pro Phase
Q+A
Produced by: B. Ackermann
Date: March 2009, Slide 2
Onepager
Strukturierter Wissenstransfer: Methodik
Scope
Methodology
 Moderated service for key persons, leaving their working place:
- Keep valuable tacit knowledge in organization
- fasten induction time of new employee in key area
- build up real deputies
- loss of staff, assure ongoing high level results
 Support Line Management to enable high level results
 Create more transparency in working area:
- Clarify roles and responsibilities
- Support handover of 1 role to multiple persons
 Enable personal development and precise target setting
 Enable organizational development at working place
 Assure sustainable increase of organizational maturity on daily work level
Number of moderated transfers, key stakeholders
56 successfully realized and reviewed transfer projects in the following areas:
 IT Region Switzerland
 Private Banking
 Human Resources
 Operational Excellence
 CFO
 Moderated knowledge transfer projects and titles:
AVP, VP, DIR, MDIR, no title
Results
 Official rollout of moderated service since Sept. 08
 Transfer project is only started after an identified potential during
Initialisation: ensure transfer success right at the begin / or no go decision
 Average fastening of induction time for follower per transfer project: 30%
(based on evaluated customer feedbacks)
 Calc. of average org. savings per transfer project
(based on IT PL cost rate –so far no rate card for AVP, VP, DIR, MDIR)
 Calc. of total cost savings by fastening of induction time
 Not included cost savings due to discharge of Line Management during
induction time of new employees: 15-20 PD per new employee
Paradox: OECD –CH *
Paradox in der schweizerischen Volkswirtschaft während den 90er Jahren:
 im internationalen Vergleich geringstes, wirtschaftliches Wachstum (1,1%)
(Wachstumsrate des BIP, Durchschnitt 1992 –2005, OECD Länder: 2,6%)
 höchster Beschäftigungsgrad von allen OECD Ländern, d.h. tiefste Arbeitslosigkeit (3,6%)
(Arbeitslosigkeit, Durchschnitt 1992 –2005, OECD Länder: 7%)
Widerspruch zur gängigen Lehrbuch-Ökonomie:
geringes Wachstum, Stagnation  hohe Arbeitslosigkeit
... und noch eine Zahl:
 Erwerbsquote CH, Durchschnitt 1994 –2005: 83%
(Erwerbsquote, Durchschnitt 1992 –2005, OECD Länder: 66%)
* Rudolf H. Strahm, Wirtschaftsbuch Schweiz, 2008
Frühe Integration durch Berufslehre bewirkt tiefen Anteil
ungelernter Arbeitskräfte  tiefere Arbeitslosigkeit *
 Relativ tiefer Bevölkerungsanteil mit Hochschulabschluss 2005, 25-64-jährige:
CH: 28%
USA 38%, Finnland 34%
 Berufsbildungssystem mit rascher Integration von Jugendlichen bewirken tiefe
Jugendarbeitslosigkeit, 2004, EU-15, 15-25-jährige:
CH: 7,7%
Finnland 27,5%, Frankreich 19,5%, Durchschnitt EU-15 16,2%
 Frühe Integration bewirkt tiefen Anteil an Erwachsenen Berufstätigen ohne nachobligatorische
Ausbildung, 2004, EU-15, 15-25-jährige:
CH: 9,9%
Portugal 69,1%, Frankreich 26,9%, Italien 40,1%
 Tiefer Anteil an ungelernten Arbeitskräften bedeutet tiefe Arbeitslosigkeit, 2004, EU-15, 25jährige:
CH: 4,1%
Spanien 10,2%, EU-15 7,6%, Frankreich 7,8%
Fazit: Berufslehre als ein Beispiel für erfolgreichen
Wissenstransfer *
 Berufslehre zur raschen, aber nachhaltigen Integration von Mitarbeitern
Wissenstransfer von Theorie und Praxis
 Situation in der Berfuslehre:
A Effiziente Einarbeitung
B optimierte Unterstützung in der täglichen Arbeit für komplexe Tätigkeiten
 Analogie im Unternehmen:
A Effiziente Einarbeitung von Schlüsselpersonen
B Optimierte Unterstützung und Transparenz in der täglichen Arbeit für komplexe
Tätigkeoiten
C Optmierte Mitarbeiter Nachfolge
Knowledge Capital  Financial Capital
 knowledge
capital
 financial
capital
Credit Suisse Group
Wissensmanagment –eine konkrete Hilfe im Alltag!
 Knowledge Management Competence Center
 Services and consulting for IT + other internal customers
 Actual topics:
- knowledge transfer
- expert finder
- virt. collaboration
- lessons learned
- best practices
- intellectual capital statement for corporate customers
 Offer real benefits for business line
 Implementation of services and methods for
use as "swimring" to optimize and survive in daily business
 Think + act
 Solve peoples problems
Todays focus for presentation:
Moderated knowledge transfer for employee succession planning: knowledge transfer
Ausgangslage für die Nachfolgeplanung:
Vorgänger  Nachfolger
 Fall A
Vorgänger und Nachfolger sehen sich nie
- lediglich explizites, dokumentiertes Wissen wird unstrukturiert weitergegeben
- Team erledigt anfallende Aufgaben, wenn eine Lücke entsteht
 Fall B
Vorgänger und Nachfolger machen eine Übergabe der wichtigsten Funktionen und Aktionen
- Sichtweise des Vorgängers
- partielle Übergabe von einzelnen Funktionen, Aktivitäten
- meist keine Weitergabe von Erfahrungswissen wie persönliches Netzwerk, Cases, Hintergrundwissen,
Best Practices, Verwendung des dokumentierten Wissens
 Fall C
Vorgänger und Nachfolger sehen sich nie
- keine Informationen des Vorgängers vorhanden oder übergeben
- Zersplitterung der Aufgaben im Team
Der beste Fall: B
Übergabe von Vorgänger an Nachfolger:
Übersicht der Einzelteile
 Eigenschaften,
Rahmenbedinungen
werden klar
 Sinn und Zweck
werden
transparenter
 eigene Aufgabe im
Zusammenhang
Übersicht in der Realität
Beispiel einer Wissenslandkarte, 3rd Party Funds Desk, Private Banking Investment
Services & Products
Wissensgebiete
Funktionen/Aktivitäten
Prozesse
Personen
System
Fälle
Wissenstransfer –die Methodik in Theorie und Praxis
Was steckt dahinter?
Potential in der Credit Suisse
Basis bilden bewährte Methoden
Methodik der Credit Suisse / Anwendbarkeit in anderen Unternehmungen
Praktisches Beispiel: Pensionierung
Aufwand
Ertrag
a) klar quantifizierbar
b) nicht klar messbar / Opportunitätskosten
knowledge
Optimierter Wissenstransfer
Implizites (tacit) und explizites (explicit) Wissen
valuable tacit knowledge
valuable explicit, documented knowledge
time
knowledge
Optimierter Wissenstransfer
Wissensverlust
valuable explicit,
documented knowledge
time
Optimized transfer: prevent loss of knowledge
minimize organizational knowledge loss
predecessor –successor by using
knowledge
optimized transfer methods
valuable explicit,
documented knowledge
time
shorten induction phase
of new employee
Human Capital –Wissensverlust in der Organisation
Organization XYZ, employees 2008:
~ 24'000
10% internal / external job changes
~ 2'400 p.a.
10% key persons with key knowledge
~ 240 p.a.
retirement, internal mobility,
leaving, contract end of external
employees, ...
keypersons: experts or managers
480 p.a. potential candidates for optimized knowledge transfer:
ensure knowledge is kept in organization / prevent loss of important knowledge
shorten onboarding time for follower by 30%
increase of efficiency within organization
Umfrageresultate: Risiko Wissensverlust
Situations with high potential of knowledge loss, by importance for company *
%
reason
76
leaving
64
temporary absence
52
disintegration of temp. structures (e.g. project teams)
34
retirement
24
internal job change
These results have been confirmed from HR IT as valuable and more or less
similar to CS internal research.
* Jörg Trojan, 2003, research „
Status quo Wissensverlust und
Wissensbewahrung“
, n= 266 enterprises in Germany
Areas of highest potential for CS
The following areas have been located to realize most of the potential for a
optimized knowledge transfer
job changes, internal employees
- retirement
- int. job mobility
- leaving
- illness
 reduction in induction time for new employee, minimize tacit knowledge loss
job changes, external employees
- external employee leaving due to max. 2 year contract regulation
 assure knowledge transfer to internal employees (prevent reverse engineering)
offshoring
- identification and mapping of knowledge to create reliable base
- optimize used methods to assure project success
Szenarien mit grossem Potential
Unterthema (Alle)
Thema
Mutterschaf tsurlaubsurlaub
Anzahl von Nr.
(Leer)
35
Wissenssicherung
Umstruktuierung
System Dokumentation
30
Standortbestimmung
Potentieller Abgang
Pensionierung
25
Pandemie Plan CH
Overload von MA
Offshoring
20
Neue Stelle
Nahtloser Aufbau CoE Polen
Nachfolgeregelung
15
Mutterschaf tsurlaub
MA von diesem Fachgebiet schw ierig zu finden
MA Abgang
10
Kündigung
Krankheit und Pensionierung
Konfliktfelder
5
Know How sichern
Keine Stellvertetung vorhanden
ExA Übergabe
0
ExA Abgang
Anderes
Nachfolgeregelung
Stellvertretung
Versicherung
cost reporting
BCM
Kategorie
Anstatt 1 Stv nun ganzes Team
Anstatt 1 Stv nun 2 Stv
Scenarios according to employee lifecycle
Onboarding
Daily work
Offboarding
- reduce induction time
- understand complex working areas
- retirement
- create job transparency
- prepare for longer absences from job
- leaving in general
- job description vs.
reality
- minimize loss of staff risk
- support change management
- external employee
leaving due to
regulation
- create useful and maintainable
documentation
- create actual job
description
- build up real deputy
- prepare potential leaving
- create transparency in offshoring
projects
Knowledge transfer with predecessor present, successor,
line manager (team): a base model
initialisation
precursor
line
manager
successor
predecessor
knowledge
relay
transition
experts on move
moderated methods
 predecessor and successor
 line manager and predecessor
 team and successor
Scope: knowledge transfer within context
team
= moderator
benefits
 identify important knowledge
 optimize knowledge transfer
 clarify activities and roles
based on Volkswagen, 2007
Wissenstransfer: Methodik in der CS
Moderated service for persons with key knowledge (internal or external employees)
Transfer as much knowledge as needed
Shorten induction phase for new employee
Increase employee motivation: direct recognition of expertise
Init.
1
2
3
identify area with
most impact
map valuable knowledge
transfer
a) person to person
b) icast
transform
implicit to explicit
knowledge
identification
 identify valuable tacit
knowledge
 identify and archive
obsolete knowledge
 knowledge to be kept,
appropriate technique /
method of transfer
coaching
moderation
manager or expert replaced by
 one person
 several persons / team
 transfer of implicit
knowledge
transfer
document
DMS/CMS
 support in defining a
structure and content
lifecycle
 technical support
 transformation of knowledge
to explicit status
Deliverable: Phase 1 - Wissenslandkarte
example of a knowledge map, created during phase 1
area
function/activity
person
system
case
Deliverable: Phase 2 - icast
Example of an icast video created during phase 2
start icast
EPLI
Ressort Koordination
5' Ausschnitt aus
Teil 3 von 6 icasts
Sprache: Mundart CH
Zusammenarbeit mit
Universität St.Gallen,
Publikation
Deliverable: Phase 3 –Transfer Dokument
Example of a transfer document created during phase 3
open document
Praxisbeispiel: Pensionierung
Initialisation
 initialization of knowledge transfer, kickoff, persons attending:
Line Manager, Predecessor, Follower, Moderator
 alignment to strategy: Line Manager, Predecessor, Moderator
 set targets for follower
 evaluate potential of methodology
 adapt methods to persons / circumstances
 decision on further steps
 concrete next step
Resource estimate for customer: 1h
Phase 1- Wissensidentifikation, Wissenslandkarte
 create knowledge map: Predecessor, Follower, Moderator
 example for a choice of areas to transfer knowledge:
 Organisation:
- Mission statement (client view, main focus)
- Organigram
- Functions, Roles and Responsibilities, Primary + Deputy
- Work Book: Requests, status, prio
- Ressort and Employee data
 Customer view: expectations
 Productportfolio
- Product responsibles and deputy
- Product team, organigram
 personal network of predecessor




Issues --> actual problems (focus areas)




Reporting
Risks --> potential problems
Projektportfolio, Budget
Scheduled Meetings
- fixed meetings, content, outcome
Future mandates
Budget over all
case based scenarios (daily work, emergency...)
Resource estimate for moderation and customer:
a) retirement of manager / business leader: 2 x 3h
b) retirement of expert / RM: 1 x 3h
Phase 2- Wissenstransfer
 according to complexity: choice of appropriate methods to realize efficient knowledge transfer
 base for transfer: knowledge map with area, expert, scenario
 example for a choice of areas to touch (according to decisions in step 1 –map valuable
knowledge:
- paint whole picture of how to fit in organization
- story telling
- personal network
- predecessors strategy planning
- map interfaces
- processes (how to read and how they are lived)
...
 Choice of methods, best fit for persons and situation, scope of knowledge transfer
 moderated knowledge transfer (customized choice of methods from best practice areas of
coaching, moderation, knowledge management)
 not moderated knowledge transfer
Resource estimate for moderation and customer:
a) retirement of manager / business leader: 4 x 3h
b) retirement of expert / RM: 2 x 3h
Phase 3 - Transfer Dokument / Wegleitung
 learn and implement method of transformation implicit to explicit: decide on depth
of documentation, implement lifecycle, define structure
Resource estimate for moderation and customer: 1 x 3h day
 Realization of documentation
- focus on granularity depth with most impact on result (do not document too
many details)
- implement life cycle management (actual documentation)
- documentation as possible starting point for next knowledge transfer
Resource estimate for customer: depends on complexity and granularity of
documentation
Überblick Resourcen
 Resource estimate for retirement of manager / business leader
- Phase 1 –knowledge mapping
- Phase 2 –knowledge transfer
- Phase 3 –transform implicit to explicit
2 x 3h
4 x 3h
1 x 3h
Total for business leader
7 x 3h (per role)
 Resource estimate for retirement of expert / RM
- Phase 1 –knowledge mapping
- Phase 2 –knowledge transfer
- Phase 3 –transform implicit to explicit
1 x 3h
2 x 3h
1 x 3h
Total for expert / RM
4 x 3h (per role)
Moderierter Wissenstransfer steigert die Effizienz von wissensintensiven Prozessen erheblich
Business benefit
% optimization
for knowledge intensive processes
save time = save money
shorten induction phase of follower
support efficient change management process
(reorg, job rotation, fluctuation...)
prevent, minimize loss of knowledge, optimize
knowledge transfer from precursor to follower
minimize potential of project failure due to loss of
knowledge
increase employee motivation: direct recognition of
expertise
Additional benefit
take advantage of precursor's network
+ 30%
+30%
+20%
+20%
+10%
+15-20%
Berechnung Einsparungen, 2008
Total benefit of 2082 PD due to optimized knowledge transfer
Kontakt
Credit Suisse
Interesse an weiteren Details?
knowledge.transfer@credit-suisse.com
Wissenstransfer.ch
Weitere Informationen zum Einsatz oder zur effizienten Anpassung in Ihrem Unternehmen?
Train the Trainer Kurse?
anfrage@wissenstransfer.ch
www.wissenstransfer.ch

Wissenstransfer Methodik in der Credit Suisse

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