Subject matter experts (SMEs) exist in almost all organizations and are an amazing resource for both knowledge and organizational lore. They are the go-to authority about a particular topic – and they didn’t become an SME by accident. They developed deep knowledge of the subject through formal education, self-guided learning and most often through long experience. In the pension industry, we often see SMEs who specialize in particular functions, like DROP, divorces or disability management.
Oftentimes the go-to selection for a project SME is the longest tenured employee. Organizations select these employees because of their deep knowledge, but also to reward an outstanding employee with a special project. While some of these employees are great SMEs, for others, it might not be work they enjoy or aren’t necessarily good at. It can be helpful to place early or mid-career staff in those roles so that lessons learned persist beyond deployment. While less-experienced staff may not have “perfect” knowledge, they are smart, adaptable, understand the business and perhaps most importantly, know where to go to get knowledge they don’t already have.
Knowing what makes a great SME starts with knowing what they’ll be tasked with. Here are some of the primary activities the team will lean on your SME to deliver.
- Explain the as-is process and why actions are done the way they are. When your SMEs know the what and the why, they know if a process can be changed. This speeds up decision making.
- Participate in the requirements review and analysis. This means attending many meetings.
- Help design new processes and document new procedures.
- Read, review and approve system design documents. This needs quiet
time dedicated to reading documents and providing meaningful feedback.
- Possibly lead the internal team through UAT. This requires good relationships with other staff members.
- Possibly assist with staff and employer training.
So, what makes a great project SME who can tackle these tasks? The team at Tegrit has worked with many SMEs and we have found the ideal SME characteristics that will enhance your culture and advance your project.
Curious people look at challenges and collaborate to find solutions. They ask Why, and when they get that answer, ask Why again, and again. They seek to find the complete answer – not just the quick one. Truly curious people also check their own biases and perceptions, helping them treat new ideas fairly.
Articulate people start with great listening skills and respond well either verbally or in writing (sometimes both). Having a deep understanding of how a process or system works is most helpful when the SME can share that understanding succinctly in a way that advances the work. The person with deep understanding who can also write a short, accurate summary email or clearly summarize a complex issue and solution out loud is a great asset to a project team.
A collaborative SME is open to others’ ideas, actively seeks new information and works toward better solutions. They work well with a team of people toward a shared goal. That intense researcher who works best alone and produces great detailed reports may not be the best person to serve as a project SME. However, that researcher may be a resource for an SME to check in with as needed to verify details or get new information. Be careful too of the person who fears that sharing their knowledge diminishes their organizational importance. Honest sharing of needed information is key.
Pension organizations often have business analysts (or other staff) who support processes and data management. But it’s becoming increasingly difficult to find analysts with strong critical thinking skills. Critical thinking is the ability to see beyond facts, to think at a more comprehensive level, and to make sound decisions. Good critical thinkers can interpret, analyze, infer, explain and evaluate new information and new situations without getting caught in analysis paralysis. If you can find one or two SMEs with critical thinking skills, your project will benefit significantly.
A great SME relies on well-researched facts and good data to make decisions. They use data and details from a variety of trusted sources to drill past the surface to a deeper understanding of what’s happening.
A great SME is realistic about what they can achieve in the timeline, doesn’t overpromise, prioritizes effectively and asks for help when needed. The person who regularly overextends themselves (i.e., overextends voluntarily, not by assignment), will burn out and you’ll end up replacing them. SMEs have a primary job; when they are advising or being consulted as an SME – that’s in addition to their regular duties. Being able to balance primary job functions with SME activities is key for a great SME.
For more reading on critical thinking, the Harvard Business Review has published A Short Guide to Building Your Team’s Critical Thinking Skills (Matt Plummer, 10/19). It is available for purchase through their store.
