Dear (s)
One of the modern concept is ‘Exit interview’ -
conducted by an employer of a departing employee. It is generally conducted by HR expecting the
employee to be candid and not burn the bridge.
The idea is to collate useful information on working conditions and
making corrections, if required. Many
good companies see people as assets and not costs and it would immensely help
any organisation to capture the knowledge of their employees. Any organisation which has structured way of
organising its practices in a structured way is bound to succeed. Exit interview could be a tool to capture
knowledge from those parting and the benefits could be :
ｷ vital knowledge is
not lost to the organisation when people leave
ｷ the learning curve
of new people joining the organisation is shortened
ｷ they can be done
relatively quickly and inexpensively
ｷ they can result in
the leaver having a more positive view of the organization
Here is a
thought-provoking article received from a friend of mine who has successfully
related the concept of learning to the greatest of the Epics – Ramayana &
Mahabaratha. I liked it and you too
might relish this.
Regards – S. Sampathkumar
13th April 2010.
(Article courtesy a friend Mr Thiagarajan, Indian Bank )
In Both The Great Epics of India ,
Ramayan and Mahabharata, war ends not with celebration of victory but with
transmission of knowledge. In the Ramayan, Ravan lies
mortally wounded on the battlefield and the monkeys are celebrating their
victory, when Ram turns to his brother, Lakshman, and says, “While Ravan was a
brute, he was also a great scholar. Go to him quickly and request him to share
whatever knowledge he can.”
The obedient Lakshman rushes to Ravan’s side and whispers in his ears,
“Demonking, all your life you have taken not given. Now the noble Ram gives you
an opportunity to mend your ways. Share your vast wisdom. Do not let it die
with you. For that you will be surely be blessed.”
Ravan responds by simply turning away. An angry Lakshman goes back to Ram and
says: “He is as arrogant as he always was, too proud to share anything.” Ram
looks at his brother and asks him softly, “Where did you stand while asking him
for knowledge?” “Next to his head so that I hear what he had to say clearly.”
Ram smiles, places his bow on the ground and walks to where Ravan lies.
Lakshman watches in astonishment as his brother kneels at Ravan’s feet. With palms joined, with extreme humility, Ram
says, “Lord of Lanka, you abducted my wife, a terrible crime for which I have
been forced to punish you. Now, you are no more my enemy. I see you now as you
are known across the world, as the wise son of Rishi Vishrava. I bow to you and
request you to share your wisdom with me. Please do that for if you die without
doing so, all your wisdom will be lost forever to the world.”
To Lakshman’s surprise, Ravan opens his eyes and raises his arms to salute Ram,
“If only I had more time as your teacher than as your enemy. Standing at my
feet as a student should, unlike your rude younger brother, you are a worthy
recipient of my knowledge. I have very little time so I cannot share much but
let me tell you one important lesson I have learnt in my life. Things that are
bad for you seduce you easily; you run towards them impatiently. But things are
actually good for you fail to attract you; you shun them creatively, finding
powerful excuses to justify your procrastination. That is why I was impatient
to abduct Sita but avoided meeting you. This is the wisdom of my life, Ram. My
last words. I give it to you.” With these words, Ravan dies.
There’s similar knowledge transmission after the Mahabharat war is over and the
Kauravas are all dead. As the victorious Pandavas are about to assume control
of Hastinapur, Krishna advises them to talk to
Bhisma, their grand uncle, who lies mortally wounded on the battlefield. As a
result of a blessing, death would elude him for some time. “Make him talk until
his last breath. Ask him questions. He has a lot to tell,” says Krishna .
Sure enough, when prompted, the
dying Bhisma spends hours discussing various topics: history, geography,
politics, economics, management, war, ethics, morality, astronomy, metaphysics and spirituality.
Bhisma’s discourse is captured in the Shanti Parva (discussions of peace) and
Anushasan Parva (discussions on discipline) that makes up a quarter of the
Mahabharata. After listening to their grandsire, the Pandavas have a better
understanding of the world, and this makes them better kings.
Ram asked ravan for his wisdom
before his death. The pandavas listened to a lengthy discourse from bhisma as
he lay dying on the battlefield. This in the context of organisations, is
knowledge management. Both these
stories draw attention to the value of knowledge.In triumph, it is easy to
claim the material possessions of the defeated, but it is not easy to claim
their knowledge. Knowledge does not outlive death.
Every day, an organization churns out vast amounts of
knowledge. Every day, people leave organisations, taking their knowledge with
them – knowledge which they acquired because they are part of the organisation.
They take with them knowledge of clients, markets, business processes, tricks
of the trade. These may not be confidential information or patented
information, but it is information that gives a competitive edge.
Long has this knowledge drain been
recognised. Over the past decade, a whole new business process known as
knowledge management has evolved that seeks to harness, store, transmit this
knowledge. Every CEO agrees that it is a valuable business process, that investment
in it is critical. Policies have been made, people have been hired and systems
have been deployed. Unfortunately, for all the initial enthusiasm,
implementation has been lacking. Unlike retrieving cash, retrieving knowledge
from employees, both current and future, is not easy. Often because they are
like Sahadeva.
Sahadeva was the youngest Pandava
and, in the South Indian Mahabharata, he is described as an expert in many
predictive sciences such as astrology, palmistry and face reading. But he is cursed:
if he ever gave any information voluntarily, his head will split into a
thousand pieces. That is why he is silent throughout the epic. He knows every
fortune and misfortune that his family will go through, but he can never use
his knowledge to forewarn anyone. When Yudhishtira finally learns of his
brother’s prowess he is furious. “Why did you not tell me all that you knew?”
All he gets in response is Sahadeva’s silence. Most employees in an
organisation are Sahadevas.
Sahadevas are of two types: either they are unwilling to share their knowledge
or they don’t have the means to do so. The former category knows that knowledge
is power and will not give it away under any circumstances. The latter category
is willing to share knowledge but either no one asks them for it or there is no
system where they can make it available for others.
Knowledge Management is leadership
driven. Only a Ram, not a Laskhman can do it. He must first believe in it. He
must respect the fact that everyone in his organisation, even those who he does
not particularly like, are repositories of great wisdom – not only knowledge of
things that work but also knowledge of things that do not work. He must make
conscious efforts to capture as much of it as possible.
The simplest method is talking to people, while they are on the job and
especially when they are leaving the organisation. An exit interviews must
never be a ritual. Neither must it be an exercise to just get the venom out nor
an exercise to expose the underbelly that has prompted the resignation. It must
be a concerted effort to gather what was the knowledge acquired between joining
and leaving the organisation. This sounds very logical though most organisations do not do this.
Every organisation has a very
powerful Finance Department that works round the clock to keep an eye on money
flowing in and out of the organisation. Internal and external auditors,
controllers and accountants keep a hawk’s eye on every bill and purchase order.
But not even a fraction of that energy is used by companies to manage their
knowledge.This indicates that most organisations do not believe that Lakshmi
follows Saraswati: they do not believe that existence of knowledge systems
improve efficiency and effectiveness and can provide raw materials to provoke
new ideas or prevent old mistakes. Unless a leader believes that Saraswati is
critical, he will end up with an organisation of Sahadevas.
Take a step back.
Check if you are creatively shunning this rather tedious matter of knowledge
management. If you are, then remember the wise words of Ravan: it must be
actually good for you.
