By Álvaro Guzella, managing partner at FALCONI
In order to achieve the best results for your company, your department or your area of expertise, it is important to work continuously, based on three key factors:
• Technical knowledge;
• Managerial knowledge;
This week’s column will address technical knowledge, which is knowledge related to an individual’s work process.For example, someone who works in human resources should be an expert in the specific knowledge related to the area. Imagine the quality of a civil engineer’s work if they were unable to master calculations or knowledge on the application of materials. The same is true for professionals who work in the tax sector, logistics, marketing, finance and production, among others.
We must strive to be the best in the world at what we do. To achieve this, the continuous pursuit of the best technical knowledge on the market should be standard practice. After all, technical knowledge can be acquired through books, courses, conversations, consultants, etc.It is common practice to temporarily use technical specialists who are experts in theoretical and practical knowledge to work alongside company employees in solving certain problems.This practice ensures the personnel involved absorb the knowledge applied (technical knowledge transfer) in addition to solving complex problems, for example, with the potential to impact results for the company or their own department.
Technical knowledge can be either explicit or tacit.Explicit knowledge can and should be stored in company standards and manuals. Those involved in work processes should be trained based on these standards, ensuring they perform their tasks in accordance with the knowledge and practices contained in these manuals.
Tacit knowledge, on the other hand, cannot be written down, but is developed by people through life experience. It is like whistling or riding a bicycling, where compiling a simple standard would not work.People can only learn, in fact, through practice. So when we lose an employee, we lose all the knowledge they have accumulated over time.
It is important to remember that knowledge is only valuable when it is applied. Keeping it in the company’s standardization systems without actually practicing it is useless. In the same way, keeping it to yourself without sharing it with your team will not ensure sustainable results. Leaders should dedicate enough time to training and preparing their teams.This should be part of their everyday routine as opposed to a one-off activity. Ensuring that people apply this knowledge to generate results is also the role of leaders.
Text featured in the edition published on Jul 24, 2016 of the magazine Super Varejo.