Sep 16, 2013 | Blog

Diverse Knowledge Sharing Solves Real Business Issues

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The drive for innovation via a more diverse and inclusive workforce can be seen across all types of companies. What’s intriguing is that organizations are now viewing diversity beyond the traditional lenses of differences in race, gender, nationality, age, and the like. Today’s organizations are viewing diversity along functional expertise, business lines, locations, and other factors that often keep people isolated from their colleagues.

 

When people are too entrenched in their own teams, they create deep-rooted behavioral norms within the group that can stifle dissent and creativity, and which can lead to groupthink. This is often a byproduct of silo-ed functionality in a company where people are cut off from other areas and only interact with the small group of co-workers in their department. By giving people a way to branch out and connect with other co-workers for collaboration, companies can plant the seeds so innovation can thrive.

 

URS Corporation, an integrated engineering, construction and technical services company with associates in nearly 50 countries, has applied this principle with great aplomb and has successfully addressed large-scale business issues as a result.

 

The Energy & Construction division of URS wanted to increase its overall operational effectiveness and innovation through accelerated knowledge transfer, while also developing international expertise across the enterprise to meet the needs of an expanding global presence. They implemented River, social learning software from Triple Creek, and internally branded it as the URS Knowledge Network. This global knowledge sharing program supports mentoring, coaching, peer learning, collaboration, post-training support, knowledge transfer and more. It helps people create large-scale learning connections where people can connect, share, learn and perform. When asked about the impact that the Knowledge Network has had on the company, a senior HR executive at URS said, “We are enhancing our global reach, breaking through silos and connecting people across business groups, geographic regions, functions and levels.”

 

Nearly 40% of the Energy & Construction division participates in the company’s Knowledge Network, accounting for roughly 2,900 employees across seven business groups. Participation continues to grow at 5% each month, with learning groups being formed to address critical business issues, such as gathering knowledge from retiring workers before that information walks out the door, and reinforcing training courses with peer follow-up and continued collaboration. The key for URS has been offering a way for employees to share personalized knowledge and collaborate across traditional barriers.

 

“Smaller worksites with limited development resources are now connecting to a vibrant network of advisors and peers. Employees are starting to see the URS Knowledge Network as a way to get just-in-time knowledge and solutions from multiple perspectives. This program is becoming a key resource in developing our talent and in connecting critical knowledge across our organization, allowing us to actively reinforce our learning culture across the enterprise,” the URS executive said.

 

By helping people connect with colleagues outside of their own business units or departments, companies can help alleviate groupthink and can help support broad and diverse knowledge sharing. Leaders can put this into action by:

  • Leveraging technology that helps people make connections with colleagues they would otherwise not know or meet.
  • Using pre-existing internal programs to assist people with making broader connections, such as through employee resource groups.
  • Removing organizational barriers so knowledge can flow.
  • Establishing cultural norms that set expectations for knowledge sharing across functions, locations and divisions.
  • Modeling behavior through broad knowledge sharing networks to show the importance of cross-functional connections.

 

The push for companies today is to foster more diversity of thought by bringing together people from different functions, locations and divisions. This is what will drive innovation. People will bring their various experiences, work styles and insider knowledge, which they can share with their colleagues as they work to solve real business problems.

 

Read more about the URS Knowledge Network in a new Brandon Hall Groups research paper, The Shifting Workforce: Driving Development with Dynamic Learning Networks.

 

Randy Emelo, President and CEO of Triple Creek, has devoted much of his life to helping others learn and develop. With more than 25 years of experience in management, training and leadership development, Randy has worked with hundreds of clients as they build knowledge sharing cultures and make learning more personal through Triple Creek’s River software. Randy is a prolific author, speaker and thought leader on topics related to collaboration, mentoring, social learning and talent development. His most recent articles can be found in Chief Learning Officer, Talent Management, T+D, Diversity Executive, and HR Examiner.