Knowledge Management Strategies for Mitigating the Big Crew - Wipro

Knowledge Management Strategies for mitigating the Big Crew Change in E&P
On-duty and COE personnel will have incentives to contribute their knowledge to the system through a compensation model
based on the value of contributions. Value would be determined by their peers as the information was consumed to address
business problems. The knowledge management system would track how often the information was accessed and the
consumers would provide feedback about the end result. A point system would be used to show impact and a dashboard would
allow each employee or an employee’s manager to monitor results. The organization could provide bonuses based on
performance, allow points to be used to make purchases from a company store or used in the evaluation process when
considering promotions or increases in annual compensation.
Off-duty employees, vendors, partners, and alumni consultants would access systems through an extranet site. Off-duty and
alumni consultants would participate through a knowledge market while partners and vendors would use a scaled down version
of the internal site.
Getting off-duty and retired alumni association employees to participate will require an incentive program. The knowledge
market allows stakeholders to flexibly volunteer their time in exchange for financial compensation. Each participant signs up for
the program and provides a profile. Off-duty employees will have their profile uploaded from the internal system and fill in
additional information about the times they are available and the rates they would expect.
Retired employees would join an alumni association prior to signing up as consultants. The consultants would sign non-
disclosure agreements. They would receive background checks and be required to comply with security policies. They would also
fill out a complete profile with their work history, certifications, expertise with specific processes and equipment, availability and
consulting rate. There would be an evaluation system that tracks the quality of their work over time.
Depending on company policies and available talent, the alumni association would be local to the company or could include
retirees from similar firms. Existing services like “Expert Alumni” could also be integrated into the solution. Expert Alumni13 is a
service that provides retirees to the oil and gas industry as consultants. It is sponsored by the Society of Petroleum Engineers
and was specifically designed to help organizations deal with their staffing and knowledge transfer issues during the Big Crew
Change.
Security for the knowledge market would be set by the company. In all likelihood, the company would enact a “need to know”
policy. The individual purchasing the consulting would be responsible for granting access to specific company resources. The
knowledge management system would track usage and provide an audit trail back to the purchaser. Upon completion of the
engagement, the project would be closed and access to resources would be automatically revoked.
Off-duty and alumni association personnel would be given incentives to contribute to the knowledge base in the same way as
on-duty employees, with the exception of having their submissions reviewed by a review board. The review board would
evaluate the information for quality and ensure there was no duplication with existing works. Once accepted, the system would
be uploaded into the primary system.
For employees participating in the knowledge market, a local account would be maintained throughthe extranet site. A Paypal-
like system would be used to transfer funds from the market to the bank account.
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