KM solutions for the Leaving Expert issue

Abstract
Purpose – The leaving expert (LX) is often regarded only as an issue for the retention of his or her
knowledge for the business or organization. The purpose of this paper is to show that a more
comprehensive knowledge perspective reveals various issues and leads to different knowledge
management (KM) remedies.

Design/methodology/approach – The paper approaches the topic from an instruments or process
aspect as well as from a case study view. One of the remedies is described in depth based on
considerable application experience: the Leaving Expert Debriefing, a planning and knowledge transfer
process. The general approach of prophylaxis and/or bridgeover by excellent KM is also taken into
consideration with an overview on useful KM detail processes or instruments.

Findings – The Leaving Expert Debriefing process based on a comprehensive perspective of
knowledge has proven to be a useful planning and knowledge transfer instrument, especially when
applied early enough. On the other hand, continuously furthered good KM solutions and processes
considerably reduce risks in LX issues.

Practical implications – The paper offersmany details, for themost part based on practical experience on
how to successfully apply the Leaving Expert Debriefing process and what else KM can also contribute.
Originality/value – The Leaving Expert Debriefing process is described in detail showing that various
knowledge transfer and development actions for the different forms of knowledge have to be defined
and focused on strategically business-critical knowledge areas. It is positioned as one of many KM
remedies for the LX issue. Two quite different real-life LX cases and KM applications for them are
described: the LX as a knowledge vault versus a node in a knowledge network.
Keywords Knowledge management, Knowledge transfer, Knowledge mapping,
Human resource strategies