Kunnig för uppdraget? En studie av kunskapsöverföring åt tillfälliga bemanningskonsulter
It can be difficult for young people to find their first job; a solution to this problem may bethrough temporary work at a staffing agency to gain their first experience. As temporary workers,individuals are often forced to frequently change their jobs, which require that the company'sprocesses for introduction are able to transfer the needed knowledge and the temporal employee´s capacity to quickly learn a new role. Knowledge management and knowledge transfer areimportant aspects to most organizations, but how are these aspects used when introducing temporarystaffing personnel to new work? The purpose of the study is to identify the process oftemporary staffing to identify possible suggestions for improvement based on principles ofknowledge transfer. The research question "How can the transfer of knowledge be developed forthe introduction of new staffing personnel?" is divided into sub questions;? ?How is the processto hire temporary staff performed??, ?What problems can occur in the process of introduction ofnew temporal staff?? and ?How can ICT be used to support the introduction of temporal staff??.The theoretical framework is based around theories of the context in which the knowledge transferred,what type of knowledge is to be transferred, the channels that are possible to use to transferknowledge through, employees function as channels to transfer knowledge with a special emphasison the role of the mentor, and the transferee's own motivation and the capacity to receivethe knowledge that is being transferred.To understand the process of hiring temporal staff, a survey was performed using open-ended interviewswith consultants at employment agencies, and with the support of the frameworkDELTA Meta Architecture. Stakeholders where identified based on the results of the survey andtheir roles for knowledge transfer selected to study further. The stakeholders that where identifiedwas the person who set the requirements for the new employee, the mentor that teaches thenew employee and the new employee who will take on the role as a consultant. These stakeholderswere found in the surveyed companies who hired temporal staff and the people in these roleswere interviewed about how the new temporal agency staff where introduced to the temporaryassignment. The surveyed companies where categorized based on if they used a mentor for thetask of introducing the new temporal employee, or if they used some other method. The collecteddata were analyzed in relation to the theoretical framework.It is important to find a consultant who is able to get into the context and create relationshipswith the other stakeholders in order to promote knowledge transfer, for which the corporate culturecan be a hindering factor. Through the presentation of the consultant's resume, interviewsand a set of specific requirements developed by a person with a close understanding of the consultant'srole a proper consultants can be selected. By visualizing the knowledge that is possible tovisualize and by explaining the results that is expected of the consultant's work and let him find asuitable method, a further understanding of the work can be achieved. Through close interactionwith the other employees, more complex knowledge can be transferred and exemplary behaviorcan simply be expressed together with norms and values that are otherwise difficult to transfer.The consultant who receives knowledge is often motivated to learn with the hopes of more workin the future. The consultant will also need time to absorb knowledge and then practice using it,which can be promoted by the opportunity to write down tasks, reflect on his performance andby himself come up with suggestions for improvements. The mentor has an important role and isa powerful conduit for learning by observing, learning by doing and learning by thinking but ispreferably not the most knowledgeable of the employees in the company, but rather a motivatedemployee at a same level of skill as the consultant. To improve the process by using various ICTtools to support the transfer of knowledge through interaction, creation of relationships betweenemployees and the ability to identify stored knowledge.