When it comes to skills to be transferred into new contexts, it helps to pair mentors and apprentices, who practice and adjust to improve a bigger picture.
Skill transfer often introduces new technologies that require staff to unlearn old practices, through cross training initiatives. The end result will assist people with the flexibility that fosters change and improvements. How so? 
To transfer skills well, people consider and perhaps adjust their process, standards, tools, templates, policies, and metrics or requirements. There is no need to throw out or devalue historic approaches, but there is a need to find new collaborative approaches that include buy-in from current employees. The most successful organizations also reach beyond staff to include suggestions from customers and stake holders, that reflect the current culture in more complete ways.
Communication strategies and good tone practices can launch a successful transfer of skills, yet it takes several smart skills to maintain quality results.
Overall, successful transfer of skills involves, motivation, and a singular vision from executives, managers, mentors and mentees. Mergers and acquisitions can offer the greatest challenges because of the unfamiliar personalities and required routines.
Smart skills help to create lasting improvements as people …
1. Set boundaries and to remain in touch with mentors and peers who can help to create strategies for improvement.
2. Develop skills that break down larger tasks into doable smaller tasks with action steps clearly suggested, on one hand and room for creativity maintained on the other.
3. Measure application of the skills in concrete work settings, and track personal progress for ongoing improvement in specific benchmarks.
4. Provide common tools, motivational tactics, and cutting edge resources that will support and develop new skills for employees in ways that add mind bending profitability.
5. Create plans to help people arrive at shared high standards through multiple intelligence approaches, and through more use of unique talents and strengths.
6. Create open door policies for autonomous feedback among employees and managers.
First, define roles for peer mentors so that mentors and mentees share a common knowledge for what is expected. Mangers may wish to clarify those roles at regular intervals as a way to improve performance.
Knowledge or skill transfers tend to act as a harbinger of change to quicken pace at work, follow directions, organize, and correct mistakes. They can align leadership roles, increase inclusion, decrease overtime, raise achievements, and encourage change where needed.
When the area for change is clearly defined, and when people renew their commitments to a clear vision, the brain generates a synergy or flow for change. Motivation will fuel that cycle until improvements become part of the organization.
Through smart skills, the human brain focuses on the bigger picture, and people find their niche so productivity results.
More efficient working condition offer time and talent efficiency to all. Improved morale will spike when people use more of their unique abilities, in a well organized setting where spaces for innovation remain abundant. That’s why Google, for example, encourages employees to spend 20% of each day in the creative process. The result? Consistently, new ideas at the cutting edges, flow from intelligent workers.
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