Knowledge Retention and Interim Positions
Train-thoughts: are interim positions good or bad for knowledge retention?
On the topic of employees resigning, this is always seen as an opportunity from a consultants eyes to bring in a colleague to fill the position and there are many reasons speaking for that and equally as many speaking against that. The one viewpoint I would like to challenge with these words is the argument of knowledge retention.
The argument that an organization does not want to utilize an interim person to fill a specific position in fear of losing the knowledge when this person leaves is in my opinion a bad one. The reason this argument is usually used is because that is the situation we find ourselves in right now. That a person who was respected for their long stint at the company and revered for their in-depth knowledge has now resigned and left a big gap to be filled. A reaction to reject an interim person is understandable, but a poor tactical choice.
Since the problem to be solved is not that a person left the company, it is that knowledge left the company. The objective, however, that is likely to help you with both employee- and knowledge retention is to become antifragile in this matter. Antifragile means that we grow stronger from the experience rather than suffer or get damaged. You can read more on antifragility from Nassim Nicholas Taleb.
In this particular situation, the tactic of utilizing interim people, especially consultants is a very good one. Since it emphasizes and highlights the fact that the job being done or the role being filled is the important part and not the individual. You might have to change structures, processes and routines to cover for the fact that the individual will not stay in the company emphasizing that knowledge sharing is of essence. Make knowledge sharing part of your normal practices.
I don't know how many times I have said in the past that you become good at what you do. If you expose yourself to what you consider a weakness it puts you in a position where you must do something over and over again until you have practiced enough that it is no longer considered a weakness. You don't have to make it a strength, but if it is causing problems, practice enough so it is not viewed as a problem.
The antidote to knowledge silos is collaboration. By strategically utilizing external freelancers, consultants and interim roles you can elevate your organizations collaboration skills that is very likely to also improve employee engagement and retention as well as knowledge sharing, giving a boost to your collective creativity and ability to innovate.