Technical Update vol. 29 no. 45 - Preserving Institutional Knowledge

Employee turnover and retirements continue to challenge counties in preserving institutional knowledge. As seasoned employees transition out of the workforce, valuable know-how can be lost without structured documentation and cross-training. Recent national data shows that more than half of U.S. employees are considering a job change in 2025. Roughly one in three plan to leave their current position even without another opportunity in place, highlighting the importance of clear succession and knowledge transfer practices.

Institutional knowledge extends beyond job descriptions and procedures; it’s the deeper understanding of how departments collaborate to serve county residents effectively. The following strategies can help counties capture and share this critical information while strengthening employee engagement and organizational resilience.

SOLID ONBOARDING PRACTICES FOR NEW EMPLOYEES

Provide a history lesson on how the county was developed, including an introduction to the Colorado statutes that guide counties’ rolls and responsibilities. Cover your county’s policies, what being a public employee entails, and employee and citizen rights. Include introductions to all county departments with information on how they collaborate to better citizens’ lives in the community.  

DOCUMENTATION

Set expectations for all employees’ documentation of the procedures and processes of their daily, weekly, monthly, and annual tasks. The documentation should include links to websites and programs used and contact lists for vendors and providers. In addition, be sure more than one person has access to the document if needed in an emergency.

DEVELOP A MENTORSHIP PROGRAM

Create ways for seasoned employees to work alongside newer employees or employees who are looking to broaden their knowledge. This facilitates a high-quality and productive workforce.

CROSS TRAINING

Cross training is not only helpful in sharing knowledge but also creates a healthy employee experience. It fosters communication and team development and aids in cultivating a culture where employees feel they can utilize their vacation time without worrying about the mountain of work waiting for them when they return. 

CREATE A CULTURE OF SHARED KNOWLEDGE

Unfortunately, some employees may feel like they need to hoard knowledge. This is indicative of a winner vs. loser mindset, job insecurity, or a lack of trust. If you recognize this occurring, quickly seek to identify the reasoning behind the behavior and correct it as soon as possible.  

DO NOT WAIT UNTIL THEY RETIRE

Have soon-to-retire employees mentor, job share, or be shadowed by other team members well before the retiring employee’s last day. Ask them to document processes critical to their job, including details such as where files are kept and key relationships.

WHAT THIS MEANS FOR COUNTIES

You are all part of the same county, working to serve the public. Though no one can possibly understand all areas, it is vital to the success of the organization that all employees feel confident and safe to ask questions to understand the “why” and communicate the big picture. 

As the American workforce ages and more workers head into retirement, they take years of knowledge and experience with them. Take proactive steps to record and pass on that information and expertise before it is lost. For questions about preserving institutional knowledge, contact CTSI at (303) 861-0507.