This book is designed to provide awareness of the potential loss of knowledge when baby boomers leave their organizations. Over the years the phenomenon of lost knowledge has been discussed repeatedly about the importance of creating robust knowledge management programs. However, corporate strategists are beginning to observe baby boomer departures impacting all industries. This book is important because of the sheer number of retirement eligible employees performing critical functions in myriad industries. Corporations are experiencing significant changes because of the impending baby boomer retirements, with replacements having limited experience and job knowledge. This book addresses organizational readiness and loss of knowledge when baby boomers retire from their long careers. The problem facing organizations today is their ability to identify, capture, and share critical knowledge before baby boomers retire and take their knowledge with them.
This book will help leaders and managers understand the importance of having a robust knowledge management program. Also, key knowledge transfer areas are discussed: mentoring, communities of practice, and job shadowing to help leaders and managers begin the knowledge transfer journey. This is the only book available about knowledge sharing in a United States-based aerospace company industrial security organization that is transferrable to other industries. As long as companies have baby boomers working for them, they would benefit from reading and implementing knowledge management programs and practices before knowledge walks out the door.After reading this book, do connect with the author via LinkedIn or Facebook to discuss how the author can be of service to your organization in creating and implementing a knowledge management program. The author is available to discuss employment opportunities in the knowledge management arena.

KEY TERMS IN BOOK: Action learning, Aristotelian Rationalism, Baby Boomer, best practices, Business Continuity, client knowledge, codified knowledge, collective knowledge, Communities of Practice (COP), company culture, Delphi method, Department of Defense (DoD), Domestic Security, Echo Boomers, empiricism, employee knowledge hoarding, Enterprise Fire Protection (EFP), Enterprise Plant Security System (EPSS), Epistemology, ethics, ethnographic study, ethnography, exchange theory, expectancy theory, explicit knowledge, Gen-Net, Generation X, Generation Y, global economy, government security director, Hawthorne effect, heritage employees, Hermeneutic Unit (HU), human capital, human resources, Industrial Security Manager (ISM), industrial security specialists, intellectual capital, intellectual property, International Security, knowledge drain, knowledge hoarding, knowledge identification, Knowledge Management System, knowledge sharing, knowledge transfer, Leader-Member Exchange Theory, leadership development, leadership style, learning model, learning organization, loss of knowledge, loyalty, managers, motivation, national security, observations, operational efficiency, organizational leaders, organizational transformation, personnel, phenomenological research, Process Action Teams (PAT), process improvements, procurement, program closures, qualitative research, rationalism, reciprocity, Reduction in Force (RIF), reliability, restructuring, retirement, scientific thought, Security & Fire Protection (S&FP), security knowledge, security services, Shared Services Group (SSG), silo mentality, skills gap, social exchange theory, sociology, sourcing strategies, Special Access Program (SAP), special program security, strategic benefit, structural descriptions, Subject Matter Expert (SME), tacit knowledge, technical knowledge, terminations, textural descriptions, theory of knowledge, training, Transactional Leadership, Transformational Leadership, typology of knowledge, Uniformed Security, van Kaam technique, workforce
About the Author: Dr. Perez, author and industrial security professional, has worked in a Security and Fire Prevention organization at a leading United States-based aerospace company in Southern California for 29 years. He was responsible for managing two large scale Department of Defense (DoD) programs during his career.
He has experience in various industrial security disciplines: Program Support, Operations Security (OPSEC), Communication Security (COMSEC), Personnel Security, Physical Security, Computer Security, Special Program Security, Security, Awareness, Training, and Education (SATE), as a Facility Security Officer (FSO), in Classification Management, International Traffic in Arms (ITAR), and Export Administration Regulations (EA). As an employee with an United States-based aerospace company, he was responsible for implementing a Knowledge Management program for 1,300 employees within the Security and Fire Prevention organization.
His doctorate is in Organizational Leadership (OL), from the University of Phoenix. Dr. Perez is now embarking on a career as an adjunct professor teaching Business Management and Leadership undergraduate and graduate level courses.
Dr. Perez enjoys playing racquetball, working feverishly in the gym, and playing with his two rescue dogs Teddy and Trixie. Michael lives in California with his significant other, Tracy Ann Rico.