15/07/2026
In a , we often spend time working on a business continuity plan - what happens if there is a fire, what happens if IT goes down etc but do we spend anytime thinking about the knowledge that lives exclusively inside one person's head?
When that person leaves, it doesn't transfer automatically — it disappears.
There's a useful distinction between that can be written down — processes, contacts, decision frameworks — and knowledge that can't: the instincts, the judgment calls, the sense of when to push and when to hold back that comes from years of experience.
The first type is relatively easy to capture.
The second only transfers through sustained relationship and guided experience over time. That's what good actually provides.
If your hasn't identified where its most critical knowledge currently sits, that's worth doing now.
▶Which roles, if vacated suddenly, would cause the most disruption?
▶Which individuals carry relationships or expertise that exist nowhere else?
Those answers should shape where you invest your knowledge transfer efforts first. Here is some further assistance: https://face2facehr.com/tips-for-knowledge-transfer-and-mentorship/
Do get in touch if you have any queries
Remember knowledge transfer isn't an HR formality. It's a practical act of business protection.
