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As Easy Chairs {EC} continues to grow and expand, Knowledge Management {KM} will become more and more vital to its continued success. lnga's recognition that her knowledge of the process is vital to the organization, and would be lost if she were to leave, gives EC the opportunity that not every organization has. EC can now take steps to use KM to not only retain the company's knowledge, but also leverage that knowledge to share best practices and improve processes. This memo will explain how EC should approach capturing the knowledge from Inga, as well as across the organization. It will also discuss how KM will impact performance, hiring decisions, and lnga's new role. Explicit and Tacit Knowledge need to be captured: explicit knowledge and tacit knowledge. Explicit knowledge is that which can be easily communicated or understood. Tacit knowledge is more difcult to formalize or convey and often consists of subjective or experiential insights {University of Maryland Global Campus {UMGC}, n.d., p. 4}. An analogy that can help explain the difference is the list of ingredients for a dish in a celeinty chef's cookbook is explicit knowledge, while understanding how to use the ingredients to make a restaurant quality dish is tacit knowledge. In lnga's current position, a list of current and past customers would be explicit knowledge. while her understanding of how to deal with issues and ensure the customer is satised is tacit knowledge. The distinction is important because captuIing lnga's explicit knowledge is straightforward, but capturing and conveying the tacit knowledge Inga possesses is less so. Explicit Knowledge Capture As stated above, the capture of explicit knowledge tends to be a straightforward process. If the knowledge is organized in a way that anyone in the organization can access what they need when they need it, it will benet EC in several ways. It can aid new hires in learning the business because the information they need to learn thejob is easily found (m, 222, para. 11]}. It can also help current employees make better decisions because they have more information [2022, para. 11}. In can also aid in customer support because even new support team members can access the data they need without the aid of more senior employees {21122, para. 13}. Choosing the right tool to accomplish this begins with understanding what the end users need. Getting input from the people who will use the tools will help ensure that the right one is chosen, and frustration can be avoided {sligwsibss 222, para. 5}. In lnga's case, this can help avoid her replacement in Customer Relations from having to come to herto nd key information. Tacit Knowledge Capture Capturing lnga's tacit knowledge, as well as across the organization, is likely going to require several approaches. Perhaps the simple st method of tacit knowledge transfer, and one with which most would be familiar, is on-the-job training {CUT}. Commonly used with employees new to the position, DJT is when someone learns a task by observing the task and then performing the task under supervision to ensure accuracy {Indeed, 2D22, para. 2}. The downside of [HT is that it requires someone already procient in the task to demonstrate the process and assess competency. lfthe only person familiar with the process has left, then CIJT is no longer an option. Cine way to avoid this situation is to employ job shadowing. Job shadowing is when someone spends time observing and following someone doing a job that is outside of their current role Msiiiissiinsis, 2023, para. 2}. If EC were to adopt a job shadowing program that targeted key processes in the business it would be better prepared to ensure continuity after the loss of key personnel. A third tool that EC can employ' Is process mapping. Process mapping is creating a visual representation that includes inputs, actions, and outputs of a process {ijgssing n. d. ,para. '1}. Not only can a process map aid' In training by giving a visual representation of complex processes, n can also aid' In process improvement by making it easier to identify' Issues like bottlenecks and delays ind, para. 4}. Using a process map can also allow EC to examine each part ofthe process to determine the competencies required to perform each step. This would aid EC in better understanding the competencies required for each role, allowing for a competency-based hiring approach, and enabling better and more sophisticated hiring decision (US. Department of Health and Human Services, 2022, para. 12}. Since Inga has demonstrated interest and knowledge about KM, there may be an opportunity to make KM part of her future role, at least until EC is large enough to employ a dedicated Klvl staff member. Either way. by taking the steps described above, EC can ensure that it retains critical knowledge. enables better decisionmaking. and makes better hiring choices