Sustaining Expertise: Knowledge Transfer Practices of Human Resources (Employees) Across Generations in Saint Louis University, Baguio City

Abstract ―​

This study investigated knowledge transfer practices, organizational challenges, and strategies for sustaining human resource expertise across generational cohorts at Saint Louis University, Baguio City. Utilizing a convergent parallel mixed-methods design, data were gathered from 55 respondents, including HR officers, academic deans, department heads, and teaching/non-teaching personnel. Findings revealed a high overall practice of knowledge management (x ̅=3.52), with strong support for acquisition (x ̅=3.82) and documentation (x ̅=3.76), but lower engagement in structured mentoring (x ̅=3.22). Primary operational and technological barriers (x ̅=3.44) included tech capability gaps (x ̅=3.73), varied learning styles (x ̅=3.62), inadequate documentation (x ̅=3.62), and limited time and resources (x ̅=3.60). To sustain institutional expertise, collaborative technology platforms (x ̅=4.16) and a culture of openness and trust (x ̅=4.09) were identified as the most impactful strategies. The study concludes that HEIs must integrate accessible digital infrastructure with flexible, intergenerational mentoring to preserve both explicit and tacit knowledge.