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Lost Knowledge : Confronting the Threat of an Aging Workforce by David W. DeLong (2004, Hardcover)

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About this product

Product Identifiers

PublisherOxford University Press, Incorporated

ISBN-100195170970

ISBN-139780195170979

eBay Product ID (ePID)30519723

Product Key Features

Book TitleLost Knowledge : Confronting the Threat of an Aging Workforce

Number of Pages272 Pages

LanguageEnglish

TopicHuman Resources & Personnel Management, Gerontology, Knowledge Capital, Aging, Organizational Development

Publication Year2004

IllustratorYes

GenreSocial Science, Self-Help, Business & Economics

AuthorDavid W. Delong

FormatHardcover

Dimensions

Item Height0.8 in

Item Weight17.6 Oz

Item Length6.2 in

Item Width9.3 in

Additional Product Features

Intended AudienceTrade

LCCN2004-041577

Reviews"...when an employee walks out the door, they are taking with them newtypes of knowledge that didn't exist a generation agoDeLong's book offers somedetailed blueprints for addressing the problem-from making sure your electronicfiles are not lost on a hard drive to creating programs to keep the retireesconnected to the organizationIt's a fascinating read."--The ConcordJournal, "Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times, ... the book is thought provoking and acknowledges the readers expectation of fact-based strategies to create solutions... Lost Knowledge is readable and is written in a reflective style with a scholarly tone., "David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge, "Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times"Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's book is an excellent primer. "--Minneapolis Star Tribune"David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge'Lost Knowledge is readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management"...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keep the retirees connected to the organizationIt's a fascinating read."--The Concord Journal"An important timely book..."--Library Journal"David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge"Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times"An important timely book..."--Library Journal"Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's book is an excellent primer. "--Minneapolis Star Tribune'Lost Knowledge is readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management"...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keep the retirees connected to the organizationIt's a fascinating read."--The Concord Journal, "...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keepthe retirees connected to the organizationIt's a fascinating read."--The Concord Journal, 'Lost Knowledge is readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management, "Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's bookis an excellent primer. "--Minneapolis Star Tribune, "Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times "Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's book is an excellent primer. "--Minneapolis Star Tribune "David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge 'Lost Knowledgeis readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management "...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keep the retirees connected to the organizationIt's a fascinating read."--The Concord Journal "An important timely book..."--Library Journal, "Whether it's a veteran marketing manager at General Mills or aninternational tax accountant at Dupont, specialized knowledge in the heads ofdeparting employees can cost companies millions to replace -- if it can be doneat all. For the serious student of "knowledge retention," DeLong's book is anexcellent primer. "--Minneapolis Star Tribune, "Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times"Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's book is an excellent primer. "--Minneapolis Star Tribune"David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge'Lost Knowledge is readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management"...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keep the retirees connected to the organizationIt's a fascinating read."--The Concord Journal"An important timely book..."--Library Journal, "Raises the intriguing question: Are companies ready to deal with the loss of intellectual capital that comes from workers' retirement?"--The New York Times "Whether it's a veteran marketing manager at General Mills or an international tax accountant at Dupont, specialized knowledge in the heads of departing employees can cost companies millions to replace -- if it can be done at all. For the serious student of "knowledge retention," DeLong's book is an excellent primer. "--Minneapolis Star Tribune "David DeLong offers advice and perspective that managers in different settings can use to prepare for expected turnover and attrition of mid-career employees."--HBS Working Knowledge 'Lost Knowledge is readable and is written in a reflective style with a scholarly tone[I]t will help leaders to begin to address the process of developing knowledge retention strategies."--People Management "...when an employee walks out the door, they are taking with them new types of knowledge that didn't exist a generation agoDeLong's book offers some detailed blueprints for addressing the problem-from making sure your electronic files are not lost on a hard drive to creating programs to keep the retirees connected to the organizationIt's a fascinating read."--The Concord Journal "An important timely book..."--Library Journal

Dewey Edition22

Dewey Decimal658.3/01

Table Of ContentPart I: The High Cost of Losing Intellectual Capital1. The Landscape of Lost Knowledge2. Diagnosing Strategic Impacts of Lost Knowledge3. A Strategic Framework for ActionPart II: Evaluating Knowledge Retention Practices4. Developing an HR Infrastructure for Knowledge Retention5. Improving the Transfer of Explicit Knowledge6. Transferring Implicit and Tacit Knowledge7. Applying IT to Capture, Store, and Share Intellectual Capital8. After the Knowledge is GonePart III: Implementing Retention Strategies9. Stemming the Flow of Lost Knowledge: Stories of Early Adopters10. Launching Retention Initiatives: Principles for Action11. Overcoming Organizational Barriers to Knowledge Retention12. Creating the Future: Thinking Strategically About Knowledge RetentionNotesIndex

SynopsisThis is a solution-oriented book to address one of the most pressing management problems of the coming years: How do organizations transfer the critical expertise and experience of their employees before that knowledge walks out the door?, Executives today recognize that their firms face a wave of retirements over the next decade as the baby boomers hit retirement age. At the other end of the talent pipeline, the younger workforce is developing a different set of values and expectations, which creates new recruiting and employee retention issues. The evolution from an older, traditional, highly-experienced workforce to a younger, more mobile, employee base poses significant challenges, particularlywhen considered in the context of the long-term orientation towards downsizing and cost cutting. This is a solution-oriented book to address one of the most pressing management problems of the comingyears: How do organizations transfer the critical expertise and experience of their employees before that knowledge walks out the door? It begins by outlining the broad issues and providing tools for developing a knowledge-retention strategy and function. It then goes on to outline best practices for retaining knowledge, including knowledge transfer practices, using technology to enable knowledge retention, retaining older workers and retirees, and outsourcing lost capabilities., Executives today recognize that their firms face a wave of retirements over the next decade as the baby boomers hit retirement age. At the other end of the talent pipeline, the younger workforce is developing a different set of values and expectations, which creates new recruiting and employee retention issues. The evolution from an older, traditional, highly-experienced workforce to a younger, more mobile, employee base poses significant challenges, particularly when considered in the context of the long-term orientation towards downsizing and cost cutting. This is a solution-oriented book to address one of the most pressing management problems of the coming years: How do organizations transfer the critical expertise and experience of their employees before that knowledge walks out the door? It begins by outlining the broad issues and providing tools for developing a knowledge-retention strategy and function. It then goes on to outline best practices for retaining knowledge, including knowledge transfer practices, using technology to enable knowledge retention, retaining older workers and retirees, and outsourcing lost capabilities.

LC Classification NumberHD58.82.D4 2004