In this short Hermie the HR Hermit Crab video, we continue exploring the Knowledge-to-Performance Tree, featured in TD Magazine by Harmonious Workplaces. This segment focuses on the trunk of the tree: the developmental drivers that help move institutional knowledge from individual experience into shared organizational capability.
For more background on the Knowledge-to-Performance Tree and our TD Magazine feature, visit:
https://harmoniousworkplaces.com/harmonious-workplaces-featured-in-td-magazine-as-leaders-on-knowledge-transfer/
To learn how Harmonious Workplaces helps organizations protect institutional knowledge, transfer expertise, and build sustainable capability, visit our Knowledge Continuity service page:
https://harmoniousworkplaces.com/knowledge-continuity/
Transcript
Oh, hi. I’m Hermie, the HR Hermit Crab.
Today, I want to talk about the trunk of the Knowledge-to-Performance Tree as featured in TD Magazine by Harmonious Workplaces.
In our last video, I talked about the roots. Those roots include the inputs, including knowledge, experience, and institutional memory of the organization.
But the trunk needs to function as a conduit to move that knowledge upward and outward towards the branches, or behavior enablers. These then turn the institutional knowledge into organizational capability, ultimately influencing performance. Organizational capabilities are the developmental drivers.
These include things like formal and informal learning.
Formal learning includes training programs, onboarding, workshops, and certifications, while informal learning happens through conversations, observation, coaching, and everyday problem-solving. Honestly, some of the best learning at work happens five minutes before or after the meeting.
Another important driver is strategic pairing. That means intentionally connecting experienced employees with newer employees so knowledge can transfer naturally through collaboration and shared work.
And organizations also need to train mentors. Just because someone is highly skilled doesn’t automatically mean that they know how to teach somebody else. Mentorship is a skill all by itself.
Now, here’s the big one, psychological safety. If employees feel afraid to ask questions, admit mistakes, or speak up, learning slows down fast. People learn better when they feel safe enough to participate, experiment, and grow.
That’s how the trunk gets stronger.
Knowledge gets transferred between people, capability grows, and the potential for excellent performance increases.
In our next video, I highlight the branches of the Knowledge-to-Performance Tree, our behavior enablers.
Well, I better get going. Apparently, Boss Betta told everyone to take a mandatory time management course, but nobody scheduled the time to take it.
Classic.
Make change your friend. Bye!
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