Incidence of Lost of Competency - Departure of a Knowledgable Employee
Hi Covers
first of all thanks for replies
here is my quote
Indeed Jennifer, from my point of you, it is an item to add while calculating the cost of poor quality. it was basically my question to this person, because according our activities and the critical area, and the people who is acting on this area and resolve the lack of issue; it make sense to ID them, but usually since we have them currently, we are so happy, go on through daily working and consider them as any other one.
I’ve asked one consultant in my country about this and he told me that usually org are more focusing on how to decrease costs and for most of them it means to reduce HR. the first person that I’ve asked has reply to my query of who he would try to keep his relevant employees; he replied to keep them feared that he can fire, is this sensible strategy, the relevant person won’t be fear; they are enough smart to know there value, to indeed benefit from their current experience to sell better themselves outside.
Al ; during my survey, one of my colleague has said one thing very important, let’s get as sample one plant with some specific engine which has just start ; 5 years later maybe the machines will start their lifecycle and to be less performing, the point is : when we will feel deeply the incidence of one relevant departure, obviously not during the first year of machines running but later when it start to be less performing, and for sure the benefit from competency is more effective during these period when the design change is maybe needed and root cause of defect sometime is hard to be found.
As instance, we had on plant one guy believe me, he’s master on his area; he’s designing for us lot of change and are able to find quickly lot of obscure issue. All other staff recognize that even they are able to solve the issue; they will take time to find out how while he will not hesitate. The knowledge for sure can’t be measurable and it isn’t my attention; I spent my time to say to my boss that even I write lot of procedure, it can’t be complete because the missing part will be my personal contribution and how I consider thing and try to solve them.
But Al if the knowledge aren’t measurable and happily it is like this otherwise it will be purely exploiting people. Crr but the idea is to evaluate the cost of the lost, estimation of lost of the competence. How The lost can be measured by the cost of the time taken to solve issue, the cost of recruiting another person and how much he would replace the former one and how can we readapt our org according the new competency rate. It can be considered from the econometric view. As hogheavenfarm has suggested or other stuff, thanks to you
Jim , I’m not sure that i got you well, but it the point is to document and make the operation as procedure and instruction and think that we are safe because we have to follow the structure; I don’t know how much we can count on that; several time; my colleague try to find out some instruction on our manual and procedure and believe we have huge library but they complain sometime that it is addressed to people which have already lot of years of experiences behind them and it is just generic while some of them have just finished their diploma or are coming from another kind of activities . as instance, we don’t have lot of plant as our in my country so to find some specific competency is pretty hard
Amen to both of you Ralph and Jim, in my former company; it was merging and the org board has paid lot of people, clause to their retreat, lot of money, huge compensation to push them to leave while these people was mastered in their process, and most of them in the most critical process; production. Later they have hired a young stuff which had have just their diploma since they got it from abroad!
That is correct Bobdoering,
One of the cause that the person has propose to me is that people refuse to share information because this is their insurance to keep their job and have even consideration in their area ; but sometimes it is allowed by the org itself ; one colleague here we are long time has complain to me that himself and others colleagues was so interested to get training and work with one program, the org has send them to the training but most of the training if the org aren’t aware of this point and require it from the school of training person, will be informative and not formative and later when they come back to work and won’t to benefit from the experience of one other colleague,
he refused arguing that he can’t work while lot of people are around him (because people want learn, so they stick to him while he won’t start that program) guess what; the boss allow him that because; for that moment, he was more interested by the task to be done and forgot later to re-ask these person to make one training cession to his colleague
Selena