随着经验丰富的长期员工以不断增长的速度退休 水费、公用事业面临着巨大的损失 在严格监管的时代，机构知识 不断增长的需求需要更多的技术支持 专门知识阻止知识流失并提高 作者认为，员工绩效有两个方面 整合组织发展、人力资源管理的战略 资源、培训和领导力与新兴信息 以及知识管理系统。 积极的激励和工作环境会有所帮助 激励员工创造价值和使用技术。 人力资源工作人员在建设中发挥着重要作用 劳动力能力和促进知识获取， 但公用事业领导层必须在这些努力中发挥带头作用 表现出真正的兴趣和参与 劳动力和知识管理计划。 通过信息系统，供水商可以 识别、捕获和管理显性和隐性信息 知识然而，最佳实践表明 实现“知识型”绩效的路线图应该 主要关注组织的改进，而不是 而不是技术。包括14个参考文献、图表。

With experienced long-term employees retiring at ever-increasing rates, water utilities face a significant loss of institutional knowledge at a time when stringent regulations and increasing demand require even more technological know-how. To stem the knowledge drain and improve workforce performance, the author suggests a two-pronged strategy integrating organizational development, human resources, training, and leadership with emerging information and knowledge management systems. Positive incentives and work environments can help spur employees to create value and use technology. Human resources staff play a major role in building workforce capacity and facilitating knowledge capture, but utility leadership must take the lead in these efforts by demonstrating genuine interest and involvement in workforce and knowledge management programs. Through information systems, water providers can identify, capture, and manage both explicit and tacit knowledge. However, best practices indicate that the roadmap to "knowledge-enabled" performance should focus primarily on organizational improvement rather than technologies. Includes 14 references, figures.