In our Canadian employee survey, we found that a significant portion of managers said they felt obligat to fill vacancies in a very short period of time. The incumbent says, “I’ll be starting my new job in X weeks. Have a great life. And there’s no way the manager can fill the position fast enough to have the new hire follow the departing employee.
I’m sure this pattern is not unique
The people we survey, but common to all organizations. All of this means that knowlge transfer must be an ongoing thing, not something that is trigger simply by an impending departure. And, as I mention above, the consultation involv in this knowlge transfer can be an important part of retaining high-value employees, who may feel more valu by the organization through this interaction.
Knowlge transfer is a lot like exercise
Make it a part of your daily routine, and you’ll find yourself not having to do this desperate therapeutic measure in the future. High overseas chinese in europe data performers are smart people. Leverage their expertise. Ask them about their ideal future at the company.
Where do they want to be in the next
How do they see themselves contributing to the company’s success? Most high performers value challenge, growth, and contribution. If they e-commerce: focus on key shopping languages don’t have growth potential, they’re likely to leave. The best advice they gave was for supervisors to ask emp. Iloyees directly to let them know if they were thinking about leaving.
As Mark said in the comments often employees
You know unless there’s nothing rich data you can do. Reg. Iarding your reference to “giving them a glimpse into the future,” I work with a team member to cr. Ieate a year and a half plan for her project. It was really just a simple outline — not a full project plan. I discuss this idea further here.