Winship Kathy
School of Social Welfare, University of California, Berkeley, California 94720, USA.
J Evid Based Soc Work. 2012;9(1-2):100-9. doi: 10.1080/15433714.2012.636315.
Concern over the impending retirement of several top-level managers led a county agency to engage in efforts aimed at more efficient succession management. Administrators developed plans to prevent the loss of invaluable knowledge and wisdom accompanying retirement of experienced agency leaders. The agency's Director of Finance (DoF) was one of the first key figures projected to retire, and a succession plan was implemented to transfer his knowledge for use after his departure. The knowledge transfer process involved three stages, including: (1) employing the DoF as teacher, having him develop curricula and conduct trainings; (2) engaging the DoF as mentor, allowing an existing staff member and the DoF's successor to shadow and be coached by the DoF; and (3) developing a knowledge management system that could be used after the DoF departed. This case study describes the knowledge transfer process and experiences shared by the DoF and this agency.
由于担心几位高层管理人员即将退休，一家县级机构致力于更高效的继任管理。管理人员制定了计划，以防止经验丰富的机构领导人退休时宝贵知识和智慧的流失。该机构的财务总监（DoF）是预计首批退休的关键人物之一，为此实施了一项继任计划，以便在他离职后继续利用他的知识。知识转移过程包括三个阶段：（1）聘请财务总监作为教师，让他开发课程并进行培训；（2）聘请财务总监作为导师，让一名现有员工和财务总监的继任者跟随财务总监学习并接受其指导；（3）开发一个在财务总监离职后仍可使用的知识管理系统。本案例研究描述了财务总监和该机构分享的知识转移过程及经验。
