Duly Knowted® (DK) is a compact process and tool that prompts, captures and organizes information and knowledge held by a departing employee—that otherwise might not be documented. Duly Knowted covers a broad range of topics vital to your organization’s ongoing success after a key individual (a knowledge holder or contributor) leaves.
The contributor could be a business partner, a company veteran-specialist, a board member, your executive secretary, or a highly valued “go-to” person. The person leaving could be—you!
The contributor is retiring, moving elsewhere in your organization, or leaving for other reasons (for example, a spouse’s relocation). There could be two months’ notice—or a matter of days. Duly Knowted can be deployed in virtually any timing scenario.
Designed to be focused, engaging and efficient, the package includes several short peer and manager interviews (20-30 minutes), a self-administered tool for the contributor to complete, coaching, and a summary report.
Package components can be customized to meet the departure timeline and areas of focus defined by the contributor’s HR person or manager.
Duly Knowted’s focus is knowledge—it goes into some depth about what the departing employee has learned doing their work and gathers insights that can help your business move forward. As a continuity tool, Duly Knowted identifies where post-departure “cracks” might appear in operations or people networks. Duly Knowted is customized for the individual employee. The process is completed over several days using several self-scheduled sessions.
Exit interviews typically focus on the “why” of someone’s departure, perhaps offering useful feedback to the organization’s management. They typically reinforce expectations around confidentiality, non-competes, severance, and other legal mechanics. Necessary communication, of course! But, it’s a different conversation than knowledge capture.
Duly Knowted does not replace exit interviews; it supplements them.
The Duly Knowted process is less formal and deployed more rapidly than most other knowledge management processes. Given a willing and available contributor (departee), it can be accomplished in several short, self-scheduled sessions.
Information captured in the process and tool:
Saves…time. If the departing employee is being replaced, onboarding is more focused and successor(s) can be brought up to speed more quickly. On a practical level, everyone saves time finding things, knows who to contact for what reasons, and tracks key calendar dates.
Improves…your recruiting process, hiring decisions, and continuing work assignments because the contributor has “weighed in” on her own role and responsibilities. Potentially, multiple areas of your operations also benefit from feedback and suggestions documented via the tool.
Creates…thoughtful and informed transitions. Better transitions maintain relationships and credibility with customers, vendors, and shareholders—and the departing employee. The process sends a positive message to employees staying on—that the organization values their learning and work experiences.
Likely candidates are individuals whose work is unique in your organization or whose approach to their work is highly valued but not well documented. Individuals who have extensive networks—both internal and external to your company—are good candidates, as are “go-to” people in all roles.
Something to note: Duly Knowted® cannot deliver its full value if the departing employee is not interested in contributing, and some employees in some circumstances will not be. A bit of hesitancy can be overcome, but the basic willingness and intention to provide his colleagues and successors with good information—needs to be there.
The Duly Knowted™ tool is self administered and self-sequenced. It’s conversational. It uses a variety of questions and information gathering formats that prompt informal responses. Best grammar, punctuation and spelling are optional.
Depending on the contributor’s role, a time commitment of three to four hours is recommended for independent work. We also suggest that the employee (the contributor) not try to complete the tool at one sitting. For example, the contributor might choose to work for 25 minutes on the first day, one hour the next, etc.—over several days. Responses to questions tend to percolate. We encourage revisiting responses several times before submitting.
Optionally, a partner can be employed to assist with note taking. The partner could be a team member, peer, or administrative assistant.
The contributor’s manager is encouraged to participate as well. Optimally, prior to our customizing the tool, the manager will spend 20-30 minutes on the telephone with us. Later we discuss results and key ideas gleaned from the tool with the manager in a follow-up session at the manager’s convenience.
Duly Knowted’s process offers activities and poses questions that you might not ask and points discussions in directions you might not have considered.
The DK tool offers a base of questions that prompt responses tailored to your situation. The tool enables the contributor or her manager to alter or add additional questions if they choose.
The tool functions something like a checklist. It covers a comprehensive list of topics—no one at your organization needs to hurriedly think through what to collect, how to ask, or where to start and stop. Then, Duly Knowted organizes and packages the results. It’s the contributor’s notes and specific comments (not ours) that are entered directly into the tool; they will make sense to you and your team and be appropriate to your company.
“This sounds like a task for my assistant. Why should I buy a tool and a process to uncover details or organize information? With good directions, I could save the company the expense by using my secretary.”
It’s not so much about giving directions as asking the right questions—so the best “knowledge dots”—ranging from major ideas to critical, nugget-like details—come to the surface. Duly Knowted finds the dots; then helps connect and organize them in useful ways. Duly Knowted adds boundaries to the process; it offers starting and ending points—very useful to a project that could easily go off track.
Yes! An experienced administrative assistant is the perfect partner for someone using the tool. We encourage this participation and assistance with entering comments, especially if the partner has some familiarity with the contributor’s work, has time available, and feels confident they can keep the contributor on task.
Good work on your part! Whenever possible, we want to leverage knowledge capture work you’ve already accomplished.
Access to your information and files is not requested and not necessary. At the start of the project, we’ll suggest the types of work samples the contributor might want to reference and collect, based on her role, but we do not see them.
Further, we would expect and want to sign any and all confidentiality agreements you or your legal department feels necessary. In fact, we will request the courtesy of a mutual agreement so that our process and tool remain confidential.
If you would prefer we not prepare a summary report for you, we don’t need to see your output at all. We would still be able to provide general departure recommendations not as specific to your situation. We do appreciate feedback on the process and would like to know which questions were most beneficial. That lets us improve the tool.
The main deliverable is a report incorporating the lists and worksheets your departing employee completes. With an adequate departure timeline, the report is able to highlight conversations and activities recommended prior to the contributor’s departure, as well as outlining follow up actions based on the contributor’s comments.
The pre-tool interviews and coaching are “delivered” in the sense that we use them to customize and help focus the tool and improve the quality of the responses.
As an example, the summary report could include…
- Contributor responses to 18-24 questions and activities (edited only for formatting in the report);
- Suggestions for pre-departure conversations and activities (if your timeline permits);
- A post-departure to-do list with recommendations for selecting and onboarding a replacement;
- Longer-term action recommendations related to training, learning and coaching, and other topics based on the contributor’s input.
Yes—and no. Every person leaving should complete their own tool. The questions and the notes entered for even two people holding the same role are likely to look very different.
Yes. Partners can facilitate each other’s process. And yes, we can combine the results for two contributors into one Summary Report provided the two individuals are leaving within the same pproximate time frame.
More questions? If we haven’t answered your questions, please do call (702.341.9930) or write to
Audrey at email@example.com