One of the biggest corporate challenges is transmitting corporate know-how quickly and efficiently.
What do you do when someone new joins or when you open a new office at a new location? What happens when your best technician leaves to another company? Or when your department supervisor, who has been with you for more than a decade, retires? What happens with all their knowledge?
The challenge of managing corporate knowledge
There are several ways of maintaining, capitalizing, structuring and distributing this know-how within companies, and they are framed within their knowledge management and digital transformation projects. Among others, this process is mainly done in two ways:
1. Outsourcing this project to third parties
Third parties can help you from the conceptualization of the process to the digitalization of the knowledge. This option means having an external company responsible for digitally documenting the knowledge of internal experts and transforming it into digital resources of all kinds: courses, work instructions, rapid learning, videos, etc. However, doing it this way implies different obstacles that are difficult to overcome.
- External and internal costs: on the one hand, you must assume the costs of the external company hired to perform this project, which are naturally high due to the complexity of the task. On the other hand, it requires the effort and involvement of all internal experts, not only to share their knowledge, but to be subsequently involved in all coordination and validation phases of that consultant’s work.
- It is a complex process, as we indicated in the previous point. First, you need to identify what knowledge is critical or of value for the company, and who has it. In some cases, it will be the department supervisor who will have the global vision, in others the operator or administrator who executes the task. In any case, both global and individual visions need to be combined, complicating not only the process of selecting the expert, but of adapting to the external consultant’s execution processes.
- Unshared visions: fitting the company’s vision with the way external companies work is complicated. It’s difficult to find the right supplier that meets and fits the participants’ expectations regarding terms of delivery, inflexibility in the processes or the final quality, which may result in a rough, frustrating work process of a worse quality than expected. This great effort with little reward ultimately leads to companies occasionally going back to the classic pdf, which overcomes these obstacles but results in a poor deliverable in terms of possible interactivities and multimedia that the online training offers. In addition, we run the risk of frustrating an emerging e-learning culture within the organization.
2. Internalizing the processes
The other option, often used by large companies, is to internalize the process, relying on organizational experts, creating and developing ecosystems of experts under different definitions: Corporate universities, internal training schools, etc. In some of these structures the experts belong to the company, and many times their main job is not training, but rather they are in different positions within the business, but they like to share information. The gratification of teaching others and the recognition received within the company is a part of their emotional salary.
This option tends to be more efficient, but also has its difficulties:
- We must deal with internal experts with more technical knowledge and recognized internal prestige, but who are not professional trainers. Therefore, they often lack pedagogical knowledge to transfer their knowledge in the most instructional manner, and they perform the task without much motivation, exposing that internal prestige.
- They don’t have much time, since their main job is not training. Training is an addition to their work schedule, which they usually carry out in an altruistic manner.
- Until now, their biggest challenge had been successfully getting through an in-person session. Now that some are starting to dominate this methodology, we ask them to make the jump to digital media by creating virtual content and online training tutoring, but we often forget to train them in the necessary tools. Technology continues to be a barrier in many cases, and many internal trainers face the new challenge of creating attractive, instructional resources with limited skills and unease.
Digital era tools for internal trainers
In this case, the role of the companies becomes identifying and teaching their internal trainers what tools are the easiest for capitalizing, distributing and digitalizing their knowledge quickly and with an attractive, pedagogical result.
In this sense, authoring tools are an option. However, the training departments don’t even consider suggesting that the experts deal with them because of the complexity of some of these tools. However, some time ago solutions such as isEazy appeared on the market, which have centered on the creation of very easy to use tools with very professional results. This is allowing trainers who’ve already been creating their in-person trainings with PowerPoint to move on to isEazy with ease. In a matter of hours, they will be able to create virtual courses with professional, attractive and very interactive results, since they don’t need any technical knowledge to get the most out of it.
All of this is giving rise to a third way of managing corporate know-how, a mixed method, where the internal trainers of your corporate university have a solution such as isEazy, but can rely on services that facilitate their work as trainers and reduce their workload when facing a blank page. High value services such as:
- The creation of customized templates, which will prevent users from starting from scratch, saving time and work. These templates have modern and attractive designs for the students, completely in line with the company’s style guides.
- Relying on an external expert team that helps the trainer only in certain phases of the project, in the conceptualization, pedagogical settings or aesthetic settings. The external team and internal trainer collaborating together on one single deliverable, remotely and on a product understood by both.
- Continuous and adapted trainer training: isEazy offers tutorials for getting started and tricks to get the most out of it, and even training services that go beyond managing the tool.
- isEazy teams can create projects of all kind for the customer. Thereby creating factories that reduce costs when working with a previously created tool and templates, where the final result is known ahead of time, with no false expectations, and where the customer can update the content on their own at no extra costs.
If you need to manage your company’s knowledge, avoid the effort and cost of delegating everything to an external company, or having to train your own internal trainers to use complex authoring tools. With isEazy, your company’s internal trainings will be ready sooner than expected so that you can distribute your experts’ know-how as quickly as possible. What are you waiting for?
What are you waiting for to try it?