Aaron Buchsbaum & Cayly Dixon Completed the Columbia University Information & Knowledge Strategy Degree in December 2016. This presentation describes their industry capstone experience on performance support in a rapid-growth healthcare tech company. The project also included team member Keren Isaacson.

1. 1
[How] Can KM be used to Support New Hires?
SIKM Presentation | 18 July 2017
Aaron Buchsbaum & Cayly Dixon

2. Agenda:
1. Case Context
2. New hires & Organizational growth
3. Key Concept: Performance support
4. Our KM Lens
5. Our Research
6. Our Result: A Performance Support Maturity Matrix
7. Matrix Application: Company Tactics
8. Thanks + Q&A
2

3. Context
3
Aaron Buchsbaum & Cayly Dixon
● Completed the Columbia University Information &
Knowledge Strategy Degree in December 2016.
● This presentation describes their industry capstone
experience on performance support in a rapid-growth
healthcare tech company.
● The project also included team member Keren Isaacson.

4. Context
4
Our case company
● Healthcare + technology
● Innovative, fast, disruptive, growing
● Founded 2007 but drove rapid expansion in recent years
○ Added almost 100 employees/month in 2015
○ Reached approximately 5000 total staff
● How can our people “hit the ground running”?

5. Quick Learner Curious Hard WorkerCollaborative Ambitious
Needs: Ability to
● Find information and answers easily
● Find experts easily
● Approach teammates for help
● Understand performance goals
● Understand company culture, process, people,
and technology
Frustrations
● “Drinking from the fire hose”
● Required to develop new skills quickly
● Need support of teammates to learn on the job
● Required to get up to speed before being able
to perform at a high level
Motivation
“There is so much for
me to learn in order for
me to perform at the
level my company
expects.”
Years with Employer: <1
Work: Operations Manager
Generation: Millenial
Location: Big City, USA
Nellie New Guy
5
Case Study Profile: New Hire at High Growth Company

6. New Hires & Organizational Growth
6
Change is inevitable, growth is intentional.
- Glenda Cloud
Can a KM framework help us think through rapid growth in
a private sector company where the rules change daily?

7. During a period of growth:
New Hires & Organizational Growth
7
Organization strives to Employees feel
Maintain culture
Define process
Connect employees
Engaged
Clear
At home
Support competency
Organize know-how
Personalize content
Capable
Confident
Understood

8. New Hires & Organizational Growth
8
Relationship
Strong
Company
Intentional
Growth
Adaptable
Learning
Supported
Employee

9. New Hires & Organizational Growth
9
Relationship
Strong
Company
Intentional
Growth
Performance
Support:
Allows employees
to learn at the point
of need so they
improve the
quality of their
activities

10. Performance Support
Call from
recruiter
End of
onboarding
60-90 days
3-6 months
6-12 months
Maturity
New Hire Cycle (representative scenario)
Confidenceof
newemployee
10

11. Performance Support
11
Call from
recruiter
End of
onboarding
60-90 days
3-6 months
6-12 months
Confidenceof
newemployee
Maturity
New Hire Cycle (representative scenario)
Performance
Support

12. 12Pugh, Katrina. IKNS Eyeballs.

13. Pugh, Katrina. IKNS Eyeballs. 13

14. 6. Analytics
Analytical Maturity
Analytically Impaired
Localized Analytics
Analytical Aspirations
Analytical Company
Analytic Competitor
14Davenport, Thomas & Jeanne Harris. Competing on Analytics (2007)

15. Of 83 respondents...
15

16. Our respondents . . .
Work mostly in tech and consulting
Mostly supervise small teams or
none at all
Have spent a range of time at
their companies
16

17. Ranking Capabilities
0 - no capability 1 - average 2 - above average 3 - best in class
17

18. 1 - Access, Use/Innovate
0 - no capability 1 - average 2 - above average 3 - best in class
No ability to access or
re-use existing content
Content exists; not
accessed / used
regularly
Content regularly
accessed / used;
content pulled not
pushed
Content easily /
regularly accessed /
used at the moment of
need; collaborative
knowledge creation
within systems;
personalization /
customization of
knowledge content
18

19. 2 - Capture; Organize, Store
0 - no capability 1 - average 2 - above average 3 - best in class
Learning materials do
not exist, are
disorganized, and not
connected to business
value
Learning materials held
on disparate platforms;
yearly content review
Diverse learning
materials; categorized
by business need;
content reviewed
annually or more
Learning materials are
innovative, constantly
updated / reviewed,
stored centrally, and fit
to business need and
employee growth
pathways
19

20. 3 - Recognition/ Feedback
0 - no capability 1 - average 2 - above average 3 - best in class
No feedback
mechanisms in place;
no clear expectations
for performance
Informal feedback
mechanisms; feedback
is not timely; some
coaching / mentoring
Formal feedback on
yearly or more basis;
formal coaching /
mentoring; some
recognition
Formal consistent
feedback on (at least)
monthly basis; annual
360 performance
review; informal regular
feedback on
assignments;
recognition for meeting
objectives
20

21. 4 - Facilitation & Tools
0 - no capability 1 - average 2 - above average 3 - best in class
Values / culture /
technology prevent
knowledge sharing
Informal networks;
team level
collaboration; some
technology
Formal networks
aligned with business
needs; networks as key
collaboration tool
Training, sharing, and
technology use are
integrated;
collaboration and
innovation are
disciplines; network
technology is
user-friendly; regular
mentorship
21

22. 5 - Management Strategy
0 - no capability 1 - average 2 - above average 3 - best in class
Organizational strategy
is poorly defined and
not communicated;
resources ad hoc
Inconsistent messaging
and action tying
resource allocation to
strategy
Siloed functions define
strategy and allocate
resources accordingly;
duplication / gaps
organizationally
Leaders develop
capabilities across the
organization through
collaboration and target
strategic initiatives with
appropriate resources
to drive value creation
22

23. 6 - Analytics
0 - no capability 1 - average 2 - above average 3 - best in class
Negligible capability;
no measurement
Localized and
opportunistic;
ROI on individual
applications / tools
Efforts toward
enterprise-wide data
& analytics; point
advantage; future
performance and
market value
Enterprise-wide, big
results, sustainable
advantage; analytics are
the primary driver of
performance and value;
tied into future strategic
capability planning
23

24. Access/Use
Innovate
Capture Organize Store Recognition /
Feedback
Facilitation
Tools
Management
strategy
Analytics
0 - no
capability
No ability to access
or re-use existing
content
Learning materials do not
exist, are disorganized, and
not connected to business
value
No feedback
mechanisms in place;
no clear expectations
for performance
Values / culture /
technology prevent
knowledge sharing
Organizational strategy
is poorly defined and
not communicated;
resources ad hoc
Negligible capability;
no measurement
1 -
average
Content exists; not
accessed / used
regularly
Learning materials held on
disparate platforms; yearly
content review
Informal feedback
mechanisms; feedback
is not timely; some
coaching / mentoring
Informal networks;
team level
collaboration; some
technology
Inconsistent
messaging and action
tying resource
allocation to strategy
Localized and
opportunistic;
ROI on individual
applications / tools
2 - above
average
Content regularly
accessed / used;
content pulled not
pushed
Diverse learning materials;
categorized by business
need; content reviewed
annually or more
Formal feedback on
yearly or more basis;
formal coaching /
mentoring; some
recognition
Formal networks
aligned with business
needs; networks as key
collaboration tool
Siloed functions define
strategy and allocate
resources accordingly;
duplication / gaps
organizationally
Efforts toward
enterprise-wide data
& analytics; point
advantage; future
performance and
market value
3 - best in
class
Content easily /
regularly accessed /
used at the moment
of need; collaborative
knowledge creation
within systems;
personalization /
customization of
knowledge content
Learning materials are
innovative, constantly
updated / reviewed, stored
centrally, and fit to
business need and
employee growth
pathways
Formal consistent
feedback on (at least)
monthly basis; annual
360 performance
review; informal regular
feedback on
assignments;
recognition for meeting
objectives
Training, sharing, and
technology use are
integrated;
collaboration and
innovation are
disciplines; network
technology is
user-friendly; regular
mentorship
Leaders develop
capabilities across the
organization through
collaboration and target
strategic initiatives with
appropriate resources
to drive value creation
Enterprise-wide, big
results, sustainable
advantage; analytics
are the primary driver of
performance and value;
tied into future
strategic capability
planning
Performance Support Capability Matrix
24

25. Access/Use
Innovate
Capture Organize Store Recognition /
Feedback
Facilitation
Tools
Management
strategy
Analytics
0 - no
capability
No ability to access
or re-use existing
content
Learning materials do not
exist, are disorganized, and
not connected to business
value
No feedback
mechanisms in place;
no clear expectations
for performance
Values / culture /
technology prevent
knowledge sharing
Organizational strategy
is poorly defined and
not communicated;
resources ad hoc
Negligible capability;
no measurement
1 -
average
Content exists; not
accessed / used
regularly
Learning materials held on
disparate platforms; yearly
content review
Informal feedback
mechanisms; feedback
is not timely; some
coaching / mentoring
Informal networks;
team level
collaboration; some
technology
Inconsistent
messaging and action
tying resource
allocation to strategy
Localized and
opportunistic;
ROI on individual
applications / tools
2 - above
average
Content regularly
accessed / used;
content pulled not
pushed
Diverse learning materials;
categorized by business
need; content reviewed
annually or more
Formal feedback on
yearly or more basis;
formal coaching /
mentoring; some
recognition
Formal networks
aligned with business
needs; networks as key
collaboration tool
Siloed functions define
strategy and allocate
resources accordingly;
duplication / gaps
organizationally
Efforts toward
enterprise-wide data
& analytics; point
advantage; future
performance and
market value
3 - best in
class
Content easily /
regularly accessed /
used at the moment
of need; collaborative
knowledge creation
within systems;
personalization /
customization of
knowledge content
Learning materials are
innovative, constantly
updated / reviewed, stored
centrally, and fit to
business need and
employee growth
pathways
Formal consistent
feedback on (at least)
monthly basis; annual
360 performance
review; informal regular
feedback on
assignments;
recognition for meeting
objectives
Training, sharing, and
technology use are
integrated;
collaboration and
innovation are
disciplines; network
technology is
user-friendly; regular
mentorship
Leaders develop
capabilities across the
organization through
collaboration and target
strategic initiatives with
appropriate resources
to drive value creation
Enterprise-wide, big
results, sustainable
advantage; analytics
are the primary driver of
performance and value;
tied into future
strategic capability
planning
Performance Support Capability Matrix
25

26. Access/Use
Innovate
Capture Organize Store Recognition /
Feedback
Facilitation
Tools
Management
strategy
Analytics
0 - no
capability
No ability to access
or re-use existing
content
Learning materials do not
exist, are disorganized, and
not connected to business
value
No feedback
mechanisms in place;
no clear expectations
for performance
Values / culture /
technology prevent
knowledge sharing
Organizational strategy
is poorly defined and
not communicated;
resources ad hoc
Negligible capability;
no measurement
1 -
average
Content exists; not
accessed / used
regularly
Learning materials held on
disparate platforms; yearly
content review
Informal feedback
mechanisms; feedback
is not timely; some
coaching / mentoring
Informal networks;
team level
collaboration; some
technology
Inconsistent
messaging and action
tying resource
allocation to strategy
Localized and
opportunistic;
ROI on individual
applications / tools
2 - above
average
Content regularly
accessed / used;
content pulled not
pushed
Diverse learning materials;
categorized by business
need; content reviewed
annually or more
Formal feedback on
yearly or more basis;
formal coaching /
mentoring; some
recognition
Formal networks
aligned with business
needs; networks as key
collaboration tool
Siloed functions define
strategy and allocate
resources accordingly;
duplication / gaps
organizationally
Efforts toward
enterprise-wide data
& analytics; point
advantage; future
performance and
market value
3 - best in
class
Content easily /
regularly accessed /
used at the moment
of need; collaborative
knowledge creation
within systems;
personalization /
customization of
knowledge content
Learning materials are
innovative, constantly
updated / reviewed, stored
centrally, and fit to
business need and
employee growth
pathways
Formal consistent
feedback on (at least)
monthly basis; annual
360 performance
review; informal regular
feedback on
assignments;
recognition for meeting
objectives
Training, sharing, and
technology use are
integrated;
collaboration and
innovation are
disciplines; network
technology is
user-friendly; regular
mentorship
Leaders develop
capabilities across the
organization through
collaboration and target
strategic initiatives with
appropriate resources
to drive value creation
Enterprise-wide, big
results, sustainable
advantage; analytics
are the primary driver of
performance and value;
tied into future
strategic capability
planning
Performance Support Capability Matrix
26

27. Ranking Implications
Speed ComplexityExpected Impact
Cost Innovativeness
27
KM
Complete-
ness

28. Learning Rounds
Speed to Implement
Expected Impact
Cost
Innovativeness
Complexity
KM Completeness
Idea (What)
“Learning rounds”, where a seeker describes a challenge to a group in 5 minutes, and then goes
outside. Participants stay and describe what they would do using first person. Seeker returns
and groups describes actions, round robin style.
Benefit (Why)
Social learning occurs vicariously, and seeker has the opportunity to “try out” different frames on
his problem. Opportunity to share diverse perspectives, and permit creative brainstorming.
Enables the evaluation of areas of learning gaps.
Execution Opportunities (How)
● Tactic can be employed in a cohort of new hires, in a department/team, or
cross-functionally to share learning within or across a group
Conditions for Success
● Facilitators should be familiar with the objectives of the method so it can be explained
and executed properly
● Diverse perspective and exploration should be valued by organizational leaders to ensure
userful outcomes
Pugh, Kate. "IKNS 4305 Networks and Collaboration Unit 1: Course Intro and Tacit Knowledge". IKNS Residency 2. 6 April 2016. Slide 60.
Tactic ID 101,
Rank 1
0 months 2+ years
Low High
Low High
Low High
Low High
0 6
a Top 10 score
28

29. Tactics Catalogue | 1. Tableau Visualization
Interact with 5 data
visualizations of the
59 tactics to get a better
sense of the options
Link to Tableau:
https://public.tableau.
com/views/Performance
Support/SpeedvExpected
Impact?:embed=y&:
display_count=yes
29

30. Tactics
Build your own workstation
Culture committee
Depict collaboration
Cost of knowledge transactions
Knowledge jam: performance support
Learning rounds
Lunch buddies
Messy and sad
Peer assist on a new project
Pivot groups
Technology un-ovation CoP
The 5 whys
What I know
Wikithon
Designated curation team
Expert locator / skill Xchange
In-house facebook
Learning labs
Personalized learning dashboard
Sponsor content development
Tools and methodologies library
Configured ECM
After action reviews
Build collaboration skills
Case competitions
Escape room
Improv lessons
Learning content feedback
Onboarding lessons dashboard
Train the trainer for managers
Cohort engagement assessment
Creativity labs
Daily coaching
Gamification
Gel the team
Holacracy out loud
Information governance helpdesk
Innovation mall
Knowledge market
Masters lessons learned
Mentors for everyone
Newcomers
Outreach
Rapid video knowledge capture
Survey athenistas as customers
Audience profiles
Communities of practice
Customer buddy system
High potential dev program
Messaging vs. email
Project management approach
Host convenings
Knowledge work assessment
Learning information push
Meta skills development
Peer credentials & badges
Performance support index
SWAT teams
30

31. Recommendations
● Baseline assessment
● Three year plan
● Strategic selection of activity to augment each of the six areas
31

32. Thank you.
Paul Signac. 1890. Portrait of Félix Fénéon
32