 यहाँ से हम फिर एक नहीं नहीं तोपिक शुरू कर रहे है, वो तोपिक है, नूलिज कन्तिनूटी मैंज्मेंद. तुह यह देखते है, नूलिज कन्तिनूटी से क्या मुराद है, अस्पस्पक अप्लिकेशन आप नूलिज मैंज्मेंद. अगर आदन्टिफाइंग, भुईबिल नूलिज, तो वलनरेबल आप आप रिस्क वुगाग से भी आप देखता है, दूछ तो देपार्चर अप वन अप नूलिज आप नूलिज आप यह थे है, वुच चले जाते है, उनका जो नूलिज है वआप ने साथ ले जाते है, तो उस नूलिज को अगर हम मैझफूज रखने का, यह जो निपलाईज हमारे पस रहे जाते है, उन तक अगर त्राष्फर करने का को इंतजाम करें, तो इसको हम नूलिज कंडिनूटी मैनेज्मेंगे, किसी के रटार होने से यह एडारा चोडने गडन्दीजे में जो नूलिज है, वो लोस नहोज एडारे का, और इडारे को से नुखसान ना पूझें, सकसेस्ट्सोल आरनादिशन्स जो होती है, वाम तोर पर तो इसस्थ को इमपोटेंस डेती है, उने में एक असेट होट है, पीपल फोजग के लगार है, जो उन की एचर है जो उन के मैंआबावर है उसको नृए पुटझीट से दितहने, और दूसरा है नूलग दे पोठेस यह वो जो। एचर यह नूलझハै, उंके फम पहास जो नुलज हैट वो बहुत � incompotent होता है उुर होड एक asset की हसीयसे इसारे में इसमल होड एक. if we talk about human capital, if we talk about this knowledge, then it either comes as obvious, that yet these valuable assets are not at all like physical and inventory this knowledge of HR or Main power or workers, this knowledge does not stand out as tangible or inventory इशुज क्या है, इसे रेलेटर्ट, नोलज लोस जब होता है, तो से रेलेटर्ट मसाल क्या होतें। आदर अटार्टार्मट, यह यह एक रेपोट है, एक कमपनीने रेपोट बनाई, उनो लें, इस में कुछ इशुज जो है, वो मैंचन किये है। तो से पहला इशु क्या था, इदार्टार्मट of our record 77 million baby boomers, अभ यह baby boomers वो है, जो सीन्यर हमारी ख्लास्ती, जो सीन्यर एज में जो सीन्यर है, उन में से millions ने जो इदारे चोड दीए, as the potential to result in huge losses of critical tacit knowledge, उनक्लूड़िंग औरगनाजाशनल आन टेकनिकल नूलिज लेटे तो की प्रुसेसिज आन खमपिटेन्सिज, के बोग सारे प्रुसेसिज खमपिटेन्सिज का जो बड़ा एक क्रितिकल नूलिज था, जो कि तेशिट फाम में ता उन एक श्पीरिएंस लोगों के रेटार होने से यह चोडने से क्या हूँँँ, कि वो इदारे के पास नहीं रहा, एक एक लोस पेदा हो गया. The problems are not limited to retirement. Churn within organizations and new business models for offshoring work, necessitate careful identification and transfer of knowledge. The problem is not only retirement. New business models are coming. One is that people leave their positions before retirement. And the other is that the new business model has become a different branch of an organization. And in other countries, even in the whole world, the interaction between the knowledgeable people is reduced. As a result of this, there will be a problem. Another issue is that organizations often have difficulty in pinpointing when and where knowledge loss and knowledge needs may occur. That organizations do not know, they do not even know where the loss of knowledge is happening and how much knowledge is needed and how to protect it. Because of ignorance, they do not know, because of that, there is a loss of knowledge. Employees, especially new hires, are facing steeper, longer learning curves at the same time that employers are looking for faster revenue and higher productivity. Whenever a company hire a new employee, the expectation is that as soon as they come, they should take our work very high, they should increase it, they should improve it. Our revenue, our productivity should be better, there should be effectiveness and efficiency in it. When the new employee who comes from abroad, he needs a lot of time to learn that knowledge, that the culture of the organization and its processes, are between these two and the reason is that the loss of knowledge in that organization is not being arranged. In these issues, knowledge retention and transfer efforts are complicated by generational gaps that influence how people work and collaborate with one another. That the gap between the generations does not give any attention to that, it is not understood by that too. And the way of knowledge-seeking of one generation, there is a difference from the second generation and this is also the reason, because of its ignorance, because of its lack of training, that is why knowledge is not transferred from one generation to another generation. Knowledge loss and time-to-competency issues for new hires threaten to compromise organizations growth strategies. What happens is that the organization wants to move forward, it makes its growth strategy, when the new hired employees learn that knowledge, and in this way, there is a danger that the organization's strategy to move forward, they will not be able to carry out those new responsibilities. Now let's talk about the loss of knowledge, and different types of people or different types of subject areas look at it in their own way. In this, there are different perspectives of knowledge loss. In this, HR's people, human resources, tends to view knowledge loss as employee turnover, where the major types are resignations, retirements and layoffs. HR's department sees that what is the meaning of knowledge loss, that employees have been left behind, that they have been retired, resignations have been given, or the administration has removed them. There are different forms of knowledge, but they see that we lack knowledgeable employees. Let's look at the information technology, and tends to view knowledge loss as system errors, such as crashes and failure of backups, that the system has crashed, the software is not working, the backup is not maintaining properly, and knowledge loss has been achieved because people have been left behind. Similarly, the concept of organizational learning looks at knowledge loss that views knowledge loss as ineffectiveness of organizational routines and organizational memory, that the routines of organization are not getting affected, that effectiveness has been damaged and organizational memory has been lost, and knowledge management sees that as not being able to share and preserve knowledge, that the administration is not capable of sharing knowledge or preserving it. There are different perspectives to look at, the concept of knowledge continuity management and the definition of management as specific transfer of critical knowledge from existing employees to those who will replace them, that the employees who are working because they are leaving the remaining knowledge to the seniors who are leaving how to transfer the remaining knowledge. We will call this concept as knowledge continuity management. There are two timelines which are knowledge continuity management First of all, to ensure that present day employees can continue to benefit from the knowledge of those leaving the organization that those who are going their knowledge who are working here how they will benefit from it and this work is going to continue and secondly to ensure that existing employees can reuse this knowledge in the future that they will use that knowledge in the future too that they are leaving and in addition newly hired employees will also be able to benefit from this cumulative knowledge base that a knowledge base a repository in which the experience of these people can be saved and in the future the remaining responsibilities can be easily used.