Although i am still a student, when i did work experience 12 months ago, the all IT departments from within the corporation (I was 'working' for large corporation which own several mines in the area) would have a daily telephone conference, where each employee would say what they had been doing etc, and then talk about something new they had discovered and any other interesting tid-bits.
在我的工作场所，我们使用维基。 工作场所足够小（约 20 人），因此您可以随时询问参与特定项目最多的人，但在询问“专家”之前，您应该先在 wiki 上进行搜索。 如果您在 wiki 中找不到答案，那么您应该在与同事讨论后添加它。
At my workplace we use a wiki. The workplace is small enough (~20 people) so that you can always ask the person who was most involved in a particular project, however it is expected that you have searched on the wiki before you ask "the expert". If you cannot find your answer in the wiki, then you should add it after you have discussed it with your co-worker.
You should encourage people about things that you want them to do. You should "feed the animal". Look at stackoverflow; what do you think about badges? Why do you think this wonderful things exist? Thanks to ego, there is nothing you can't get it done. Give them badges, real badges, wearable badges. They will wear with happiness, they will do with happiness.
Knowledge Transfer and Knowledge Management have one drawback. They seem to cost an aweful lot: if everybody knows what I know, am I still needed? All the time I use to bring others up to speed, what do I gain from it?
The best way to go about this is to be an example. Share your knowledge; in a wiki, blog about it, talk about it, make it easily accessible, and talk about the benefits you have from that: less people come to interupt and ask you stuff, as they can get an answer easily without even getting up. And show them that you are still there.
This with all the other things mentioned will actually win out. One more thing: one of my employers kept on paying me 1/3 of my salary for another year after I left (on my own initiative), just to keep my knowledge-base up and running. Did he have to? No, it was his property anyway. But it motivated people still working for him to share their knowledge.
I think all of the above. But you're forgetting the most important way.
The most efficient way to transfer knowledge is to have people work together. You might think about doing 1 on 1 code reviews or even pair programming and make knowledge transfer an intergral part of the work.
I think it depends on the knowledge you are trying to transfer. I've found the following:
Technical Knowledge: "How to guide" with screenshots and a short demo - similar to the way you will see new features at a conference. The added benefit of this is what you have got is documented for when you leave the company.
Problem solving: informal discussions, short internal projects, lessons learned and an internal FAQ system which EVERYONE is responsible for updating.
Soft Skills (people skills): social meetings/outings/informal events etc.
Measuring that is going to be difficult though, as no matter how you transfer your knowledge there will always be varying degrees of uptake, after all, just because I do something one way doesnt mean its correct. Another developer/designer/manager may have a different way of doing the same thing with the same end result.
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虽然我还是一名学生，但当我12个月前做工作体验时，公司内部的所有IT部门（我为在该地区拥有多个矿山的大公司“工作”）每天都会召开电话会议，每个部门都会召开电话会议。员工会说他们一直在做什么等，然后谈论他们发现的新事物和任何其他有趣的花絮。
Although i am still a student, when i did work experience 12 months ago, the all IT departments from within the corporation (I was 'working' for large corporation which own several mines in the area) would have a daily telephone conference, where each employee would say what they had been doing etc, and then talk about something new they had discovered and any other interesting tid-bits.
到目前为止我看到的几种方式：
Wiki 适合内部知识，例如环境、项目特定主题。
门户开放政策
鼓励提问。
自愿演示。 找出谁拥有特殊知识，并轻松且有吸引力地设置有关该知识的简短演示。
项目事后分析文件。 项目完成或终止后由项目团队外部人员主持的总结会议。
强制演示。
Couple ways I have seen so far:
Wiki is suitable for internal knowledge, for example environment, project specific topics.
Open doors policy
Encourage asking questions.
Voluntary presentations. Find out who have special knowledge and make it easy and attractive to set up a short presentation about it.
Project post mortem documents. A wrap up meeting moderated by someone outside project team held after project is finished or terminated.
Compulsory presentations.
在我的工作场所，我们使用维基。 工作场所足够小（约 20 人），因此您可以随时询问参与特定项目最多的人，但在询问“专家”之前，您应该先在 wiki 上进行搜索。 如果您在 wiki 中找不到答案，那么您应该在与同事讨论后添加它。
At my workplace we use a wiki. The workplace is small enough (~20 people) so that you can always ask the person who was most involved in a particular project, however it is expected that you have searched on the wiki before you ask "the expert". If you cannot find your answer in the wiki, then you should add it after you have discussed it with your co-worker.
一个字：午餐
One word: Lunch
您应该鼓励人们做您希望他们做的事情。 你应该“喂养动物”。 看看堆栈溢出； 您对徽章有何看法？ 你认为为什么会有如此美妙的事物存在？ 感谢自我，没有什么是你做不到的。 给他们徽章，真正的徽章，可穿戴的徽章。 他们会快乐地穿，他们会快乐地做。
顺便说一句，是的，我是老板:)
You should encourage people about things that you want them to do. You should "feed the animal". Look at stackoverflow; what do you think about badges? Why do you think this wonderful things exist? Thanks to ego, there is nothing you can't get it done. Give them badges, real badges, wearable badges. They will wear with happiness, they will do with happiness.
Btw, yes, I am a boss :)
知识转移和知识管理有一个缺点。 它们似乎花费了很多钱：如果每个人都知道我所知道的，我还需要吗？ 我一直在帮助别人了解情况，我从中得到了什么？
解决这个问题的最好方法就是树立榜样。 分享您的知识； 在 wiki 中，在博客中谈论它，谈论它，使其易于访问，并谈论您从中获得的好处：更少的人来打断并询问您的问题，因为他们甚至无需起身即可轻松获得答案。 并向他们表明你还在那里。
这一点与提到的所有其他事情实际上都会胜出。 还有一件事：在我离开后（我主动），我的一个雇主继续向我支付一年工资的 1/3，只是为了保持我的知识库的正常运行。 他必须这样做吗？ 不，无论如何，那都是他的财产。 但这激励了仍在为他工作的人们分享他们的知识。
Knowledge Transfer and Knowledge Management have one drawback. They seem to cost an aweful lot: if everybody knows what I know, am I still needed? All the time I use to bring others up to speed, what do I gain from it?
The best way to go about this is to be an example. Share your knowledge; in a wiki, blog about it, talk about it, make it easily accessible, and talk about the benefits you have from that: less people come to interupt and ask you stuff, as they can get an answer easily without even getting up. And show them that you are still there.
This with all the other things mentioned will actually win out. One more thing: one of my employers kept on paying me 1/3 of my salary for another year after I left (on my own initiative), just to keep my knowledge-base up and running. Did he have to? No, it was his property anyway. But it motivated people still working for him to share their knowledge.
我认为以上都是。 但你忘记了最重要的方法。
传递知识最有效的方法是让人们一起工作。 您可能会考虑进行一对一的代码审查甚至结对编程，并使知识转移成为工作中不可或缺的一部分。
I think all of the above. But you're forgetting the most important way.
The most efficient way to transfer knowledge is to have people work together. You might think about doing 1 on 1 code reviews or even pair programming and make knowledge transfer an intergral part of the work.
我认为这取决于您想要转移的知识。 我找到了以下内容：
技术知识：“如何指导”，带有屏幕截图和简短演示 - 类似于您在会议上看到新功能的方式。 这样做的额外好处是，当您离开公司时，您所获得的一切都会被记录下来。
解决问题：非正式讨论、简短的内部项目、经验教训以及每个人负责更新的内部常见问题解答系统。
软技能（人际交往能力）：社交会议/郊游/非正式活动等。
不过，衡量这一点会很困难，因为无论你如何转移知识，总会有不同程度的吸收，毕竟，只是因为我做了某件事一种方式并不意味着它是正确的。 另一个开发人员/设计师/经理可能会采用不同的方法来完成相同的事情，但最终结果相同。
毛罗
I think it depends on the knowledge you are trying to transfer. I've found the following:
Technical Knowledge: "How to guide" with screenshots and a short demo - similar to the way you will see new features at a conference. The added benefit of this is what you have got is documented for when you leave the company.
Problem solving: informal discussions, short internal projects, lessons learned and an internal FAQ system which EVERYONE is responsible for updating.
Soft Skills (people skills): social meetings/outings/informal events etc.
Measuring that is going to be difficult though, as no matter how you transfer your knowledge there will always be varying degrees of uptake, after all, just because I do something one way doesnt mean its correct. Another developer/designer/manager may have a different way of doing the same thing with the same end result.
Mauro