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Managing Knowledge Workers

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October 2008 | 12

Managing Knowledge Workers
by Olivier Serrat Rationale
A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills. Assumptions about people working in organizations are less and less tenable. One misleading notion is that they are subordinate employees retained around the clock; another is that they rely on their organization for livelihood and career. One hundred years ago, in the United States and Europe, the largest single group of workers labored in agriculture. Sixty years later, it consisted of technical, professional, and managerial people. Today, it is made up of knowledge workers who may practice at an organization but might not be its employees. And, if they are in full-time employment, fewer and fewer are subordinates. What of it? Observers make out that working habits are shifting from lifetime employment in a single organization to portfolio work. Knowledge workers produce and distribute ideas and information rather than goods or services. They are individuals with different aspirations from the hierarchy-conscious personnel of the past; they are also m ­ obile­and­they­do­leave.­Hiring­talented­people­is­difficult.­Keeping­them­is­more­difficult­still.­So,­to­plug­the­drain­of­human­capital­in­a­competitive­knowledge­economy,­ knowledge workers should be treated as an asset rather than as a cost. Preferably, they should be managed as though they were partners (or at least volunteers).

Managing Talent

Making knowledgeable people perform is not a matter of making them work harder or more skillfully. Naturally, they are dedicated and such interventions are beside the point. Rather, the managerial task relates to removing obstacles to performance and then channeling efforts into areas that will contribute to the accomplishment of an... Show More

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