Your SOPs exist. So why does the same question keep coming up?
For operations teams, SOPs and formal training are only part of the answer. The gap is operational knowledge: the practical know-how that keeps work consistent across shifts, sites and teams.
If you manage an operation, you probably know this pattern.
The process exists. The SOP is in SharePoint. The LMS module has been completed. The compliance record is clean.
Then a new starter asks the same question on the floor. A driver checks the same exception with the supervisor. A technician has to explain the workaround again. A handover misses the one detail that would have saved time on the next shift.
The issue is rarely that people are careless. More often, the system has captured the formal version of the work, while the practical version is still passed from person to person.
That gap has a cost.
Unlocking the Power of Social Learning: Insights from Beverly and Etienne for HR Leaders
Introduction Organisations today face unprecedented challenges in staying agile, innovative, and connected. Knowledge becomes outdated almost as quickly as it is acquired, and traditional methods of learning—such as classroom training and e-learning courses—often fall short in addressing the dynamic needs of modern businesses. This is where social learning and communities of practice come into play, offering a transformational approach to knowledge sharing and development. Beverly and Etienne Wenger-Trayner, renowned thought leaders in social learning and co-founders of the concept of “communities of practice,” in an exclusive interview with Slick+, provide compelling insights into why HR leaders must embrace these strategies to future-proof their organizations. Their expertise offers a roadmap for integrating social learning into workplace culture and building communities that drive collaboration, innovation, and employee engagement. What Is Social Learning? Beverly and Etienne define social learning as the process of learning through interaction with others, grounded in shared experiences and real-world practices. It differs fundamentally from traditional learning models, which rely heavily on the passive transmission of knowledge through lectures, books, or pre-packaged online courses. Fig 1 Dr. Beverly and Etienne Wenger-Trayner “Social learning is the connection between interaction with people and their experience of practice,” Etienne explains. It involves individuals coming together to discuss challenges, exchange ideas, and collaboratively experiment with solutions. Whether it’s an informal conversation in a cafeteria or a structured meeting across departments, social learning taps into the collective intelligence of an organization. In contrast to static, one-size-fits-all approaches, social learning thrives in the complex, real-time context of modern workplaces. It adapts to the unpredictable nature of work, where problems often require quick thinking and collaboration across diverse teams. Why Social Learning Matters in the Modern Workplace The modern workplace is evolving rapidly, driven by technology, globalization, and hybrid work models. In this environment, social learning is not just a tool for professional development—it is a strategic necessity. Here’s why it matters: The Role of HR Leaders in Enabling Social Learning For HR leaders, the question is no longer whether to embrace social learning, but how to implement it effectively. While communities of practice often emerge organically, organizations can—and must—play a role in fostering and sustaining them. The Benefits of Social Learning for Organizations The impact of social learning extends far beyond individual development. Organizations that prioritize social learning gain a competitive edge in several key areas: Strategic Alignment When employees are invited to think strategically about the organization’s future, they become more invested in its success. Communities of practice align day-to-day learning with long-term organizational goals, creating a culture of forward-thinking innovation. Practical First Steps for HR Leaders For HR leaders looking to introduce social learning or communities of practice in their organizations, Beverly and Etienne offer actionable advice: Start Small Identify a “low-hanging fruit” project or topic where a community of practice could make an immediate impact. Use this as a pilot to demonstrate value and build momentum. Conclusion As organizations navigate the complexities of the hybrid workplace, social learning and communities of practice offer a proven strategy for staying agile, innovative, and connected. Beverly and Etienne’s insights underscore the transformative potential of these approaches, not just as learning tools but as drivers of cultural and strategic change. For HR leaders, the path forward is clear: embrace intentionality, leverage internal expertise, and create the conditions for social learning to thrive. By doing so, you’ll not only empower your workforce but also future-proof your organization in an ever-changing world. Ready to transform knowledge sharing in your organization? Book an exploratory call to see Slick+ in action! This article is based on a keynote interview with Beverly & Etienne during the recent Social Learning Summit hosted by Slick+
Explicit vs. Tacit Knowledge: Understanding the Differences and Their Impact on Organizations
Why Human Connection Matters More than Ever in the Flexible Workplace. Introduction In the modern knowledge economy, organizations thrive on their ability to harness and leverage knowledge effectively. Two forms of knowledge—explicit and tacit—play pivotal roles in shaping organizational success. Understanding the nuances of these knowledge types and their impact is crucial for creating robust knowledge management strategies. What Is Explicit Knowledge? Explicit knowledge is the type of knowledge that can be easily articulated, codified, and shared. Examples include training manuals, process documentation, standard operating procedures, and data stored in databases. This knowledge is often formalized and structured, making it accessible to a broad audience. Characteristics of explicit knowledge include: Despite its accessibility, explicit knowledge often represents only the “tip of the iceberg” in an organization’s knowledge ecosystem. The more substantial and impactful component lies beneath—in tacit knowledge. What Is Tacit Knowledge? Tacit knowledge is deeply personal, experiential, and context-specific. It resides within individuals and their collective experiences, and is developed through practice, observation, and hands-on experience. Tacit knowledge is often challenging to articulate or document, as it involves insights, intuitions, and skills learned over time. Characteristics of tacit knowledge include: An example of tacit knowledge is the nuanced expertise of a seasoned employee who knows how to navigate complex systems or solve recurring challenges within their organisation. This type of knowledge often goes unnoticed until it is lost, such as when a key employee leaves. The iceberg metaphor, Fig.1 below, highlights the relationship between explicit and tacit knowledge. While explicit knowledge is easily documented and visible, tacit knowledge—hidden beneath the surface—holds immense value for innovation and adaptability Fig. 1: Iceberg Framework, Slick+, January, 2025 Differences Between Explicit and Tacit Knowledge Understanding the differences between explicit and tacit knowledge is essential for creating strategies to manage them effectively. The Table 1 below highlights key distinctions: The Impact of Knowledge on Organizations Both explicit and tacit knowledge have profound impacts on organizational performance. Studies suggest that tacit knowledge accounts for approximately 80% of an organization’s total knowledge base (Nonaka & Takeuchi, 2024). You can learn more about the holistic KM Nonaka and Takeuchi Knowledge Spiral Model, here. Let’s examine the unique contributions of each type of knowledge to organizational success: 1. Explicit Knowledge Explicit knowledge enhances operational efficiency and ensures standardization. For instance: However, over-reliance on explicit knowledge can lead to information overload and neglect of context-specific nuances, diminishing its practical value. 2. Tacit Knowledge Tacit knowledge is often the cornerstone of innovation, problem-solving, and organizational culture. For example: The challenge lies in capturing and sharing tacit knowledge effectively without losing its context and relevance. Challenges in Managing Explicit and Tacit Knowledge 1. Explicit Knowledge 2. Tacit Knowledge Strategies for Leveraging Knowledge Effectively Organizations must develop holistic strategies that balance explicit and tacit knowledge management. PwC’s 2023 report on Organizational Knowledge reveals that companies with strong knowledge-sharing cultures achieve 21% higher productivity. This section highlights three practical tactics for success. 1. Enhancing Explicit Knowledge Management 2. Capturing and Sharing Tacit Knowledge 3. Fostering a Knowledge-Sharing Culture Leverage consumer-grade workplace tech: Ensure tools are streamlined, integrated and above all fit for purpose for new generations of new hires and for new ways of working (mobile, social, flexible, personal, engaging, data-driven etc.). Conclusion Explicit and tacit knowledge are two sides of the same coin, each contributing uniquely to organizational success. While explicit knowledge ensures consistency and scalability, tacit knowledge drives innovation, adaptability, and employee engagement. Organizations that strike the right balance between these forms of knowledge—by leveraging technology, fostering collaboration, and building a transformative knowledge-sharing culture—can unlock their full potential and maintain a competitive edge in today’s dynamic business environment. Schedule a call with the Slick+ knowledge solutions team today and see how we can support your organizational goals, smart working practices and successful collaboration across teams, no matter where they are located or what time zone they are in.
Top 5 HR Strategies you need in 2025
Why Human Connection Matters More than Ever in the Flexible Workplace. Introduction As we step into 2025, Paul Conneally, CEO and co-founder at Slick+ compiles some of the key challenges consistently being encountered in our discussions with customers and partners. We also incorporate some key analysis from major reports such as Gallup Workplace Report and the always excellent Hays Trends reports. The article also includes key insights from the discussions, perspectives and recommendations we were honored to be part of at the recent Social Learning Summit. HR leaders face a landscape transformed by hybrid work, advancing technology, and evolving employee expectations. While many organizations have mastered the basics of remote work, a deeper challenge emerges: fostering genuine human connection in a distributed workforce. Here are five critical challenges HR leaders must address, with a special focus on building the connective tissue that enables organizations to thrive. 1. Reimagining Talent Management for a Connected World The war for talent continues, but the battleground has shifted. Organizations aren’t justcompeting for skills – they’re competing for engaged, collaborative team members who cancontribute to a learning culture. More than 70% of employees are disengaged in the workplace according to Gallup – a statistic that should shock us all into immediate corrective action. Leadership capabilities have emerged as a critical gap, with many leaders struggling to build the right culture and support systems for leading and bonding their teams. The solution lies in creating more personalized approaches to work anddevelopment, while investing in an employer brand that builds a sense of community andprovides growth opportunities. 2. Making Hybrid Work More Human 60% of professionals in Ireland are working in a hybrid model – in line with global trends(source: Hays). Together with continuous professional development or upskilling, flexiblework is the number one strategy for ensuring more effective employee retention. Yet, whilehybrid and remote work have proven successful, they risk creating invisible barriers tocollaboration and knowledge sharing, which happens more organically when people areconnected. Organizations must move beyond basic hybrid policies to intentionally designexperiences and provide fit-for-purpose platforms that bring people together. This meanstraining managers to facilitate meaningful connections, providing the tech tools that bestachieve this, ensuring on-site days that maximize collaborative opportunities, and activelycombating the biases that can leave remote workers feeling excluded from importantconversations and opportunities. 3. Humanizing Digital Transformation As AI and digital tools reshape how we work, HR faces a crucial challenge: ensuringtechnology enhances rather than replaces human connection. HR leaders must champion apeople-cantered approach to technology while providing clear guidance on AI tool usage.This includes developing staff capabilities in technology and data analytics, but equallyimportant is creating spaces – both virtual and physical – where employees are empoweredto share knowledge and learn from each other’s experiences with new tools andtechnologies. As we often say on repeat: there is no silver bullet – it’s always about the people AND the tools. That is the secret sauce that HR leaders must serve up within the context of their organizational reality. 4. Prioritizing Wellbeing Through Community Employee wellbeing and mental health remain critical concerns, but the solution isn’t justabout policies and programs. It’s about creating supportive communities where employeesfeel comfortable sharing challenges and providing support and mentorship. Organizationsneed to tackle wasted time and the “long hours” culture while building networks of support through peer groups, mentorship programs, and team-based learning opportunities. Managers play a crucial role here, needing training to effectively manage workload, navigate conflict, and foster supportive team environments. 5. Evolving HR’s Role as Culture Architects HR professionals must step into a new role as architects of organizational connection. WhileHR continues to add value through diversity initiatives and employee experienceimprovements, there’s a growing need to focus on building the infrastructure for knowledgesharing and continuous learning. This means improving how responsibilities are shared withline managers, developing new approaches to training and development, and creatingframeworks that enable cross-functional collaboration and learning. Building a Connected Future The common thread running through these challenges is the need for meaningful humanconnection. In a world where work is increasingly flexible and technology-enabled,organizations that succeed will be those that intentionally design for collaboration, learning,and community-building. This requires a shift in how we think about workplace culture. Rather than treatingknowledge sharing and professional development as formal programs, they need to bewoven into the fabric of daily work. This might look like: As we navigate these challenges, the organizations that thrive will be those that recognizethat flexibility and connection aren’t opposing forces – they’re complementary elements of ahealthy workplace culture underpinned by platforms that are both scalable and people-centric. By focusing on building strong relationships and communities, HR leaders can createenvironments where knowledge sharing and continuous learning naturally flourish,regardless of where and how people work. If you would like to discuss how this can take root in your organization please reach out – wewould love to hear from you and learn more about how we can support. You also invite you to follow the Slick+ LinkedIn page for all the latest news and insights.