knowledge worker

Knowledge

Worker

A person having unique knowledge, skills and

competencies which are relevant for the mission and goals of an organization.

Further, those competencies and capabilities are in short supply and not easily available in the market.

It requires time and efforts to develop and acquire those competencies.

‘Knowledge Workers’ are normally referred as talent.

3

Knowledge Worker

Knowledge

Source of

Tacit

Knowledge

Source of

Explicit

Knowledge

Effort Performance

Improving Effort- Performance Linkage

Using Knowledge

4 KNOWLEDGE ORGANISATION AND ENVIRONMENT

Knowledge Organisation Vision, Mission and Values

Knowledge Worker Concept-of-Self, Vision and Values

Psychological Contract & Managing Expectations

Structure Technology

Systems Processes

Organisational Culture

Customers Competitors

Reference Group

Sources of

Technology

Customers

Competitors

Reference Group

Customers

Knowledge

5

Characteristics of Knowledge Workers

Knowledge workers invest substantial time, efforts and resources to acquire relevant and valid knowledge. Overtime, the knowledge acquired by them becomes part of their self-concept.

Knowledge workers like to use their existing knowledge and prefer to work in areas which provide opportunities for knowledge usage and generation.

6


Knowledge workers tend to be high achievers and hence they expect periodical and tangible feed back and recognition for their performance.

Knowledge workers tend to be more committed to their profession than the organisation they work for.

7


Due to existing demand and supply situation, knowledge workers are able to move from their existing organisations to new organisations in any part of the world rather fast.

8

Values of A Knowledge Worker

Learning

Autonomy

Professionalism

9 Talent – What do they value!

Talent

Learning Autonomy

Knowledge

Generation

Acquisition &

Usage

Professionalism

& Being Treated as A

Professional

Value Creation and

Making Contribution

Role

Access to

Technology and

Resources

Reference

Group

10

Selection of

Talent

11

Organisational

Vision, Mission

& Goals

Organisational

Knowledge and

Learning Needs

Individual

Knowledge and

Learning Needs

Knowledge Worker’s

Vision, Values & Concept-of-self

Linkages between Vision, Values, Concept-of-self,

Organisational and Individual Learning Needs

12

Selection of Talent

Use competencies to assess the suitability for a role.

Look for ability to learn.

Examine for congruence in values of a knowledge worker and organizational values.

13

Selection of Talent

Active involvement of managers during the interview to share the excitement of working for the organization.

Use the opportunity to build a realistic psychological contract.

14

Induction of Talent

15

i

Socialization Externalization

Combination Internalization

o

g

g

g

g

g

i i

i i

i i i

i

g

o

Explicit Knowledge Explicit Knowledge

Tacit knowledge Tacit knowledge T

acit

Know

ledge

Tac

it K

now

ledge

Explicit K

now

ledge

Explicit K

now

ledge

Ref

.: I

ku

jiro

No

na

ka

& N

ob

oru

Ko

nn

o

16

Induction of Talent

Help her/him to learn organizational knowledge – both tacit and explicit knowledge.

Introduce her/ him to individuals/groups with whom one could learn.

Facilitate her/him to internalize one’s role-script.

17

Induction of A Talent

Provide a mentor and a coach who are best in their

respective field – Socialization

Create opportunities for them to know other talents

of organizations. – Externalization and Dialogue –

Create Social Capital and Communities of

Practices

18


Introduce them to organizational knowledge

resources. Access to LAN and Knowledge

Depositories – Combination.

Provide slack time for internalization of

knowledge – Reflection and internalization.

19


Help them get in touch with organizational values

and organizational culture.

Facilitate them to imbibe organizational values.

Make them feel valued.

Role of A Knowledge Worker

Knowledge Worker

Superior Customer Colleagues

Reference

Group

Family

Members

Subordinates Self Work Culture

21

Leading the

Talent

22

Leading the Talent

Treat them as professionals and as equals.

Have confidence in their capabilities to deliver the

performance.

Give them big roles early in their career.

23

Leading the Talent

Give them autonomy – define the performance

matrix and the time frame.

Be available for discussions/clarification and

support.

Make them aware of the network resources so that

they can use them effectively.

24

Leading the Talent

Encourage them to learn. Provide time and

resources for learning.

Show concern for their growth and career. Get in

touch with their career aspiration.

Job rotate them and enrich their jobs.

Involve them in special projects.

25

Identify and

Nurture the

Talent

26

Identify the Talent

Leaders should use organizational systems and

processes to identify talent on a continuous basis.

Use performance in existing roles as a starting point for

talent identification.

Use Development and Assessment Centers for talent

identification.

27

Identification of Talent

Ensure that all ‘A’ Class employees are given big enough

roles much earlier in their career when they are 60-70

percent ready.

Ensure that ‘B’ Class employees do not feel neglected in

the organization. They tend to be much more loyal

employees.

Use Pygmalion Effect with all the employees.

28

Identification of Talent

Facilitate ‘C’ Class employees to grow to ‘B’ Class employees. Job rotate them, change their work environment – facilitate them to succeed.

If no changes in behavior and performance are noticed, facilitate them to move out of organization.

Ensure that ‘C’ Class employees do not occupy strategic leadership position. They can adversely affect the morale and motivation of talented employees.

knowledge worker

Documents