Knowledge

Worker

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

talent.

Workers are normally referred as

Improving Effort- Performance Linkage

Using Knowledge
3

Source of
Tacit
Knowledge

Knowledge Worker

Source of
Explicit
Knowledge

Knowledge

Effort

Performance

KNOWLEDGE ORGANISATION AND ENVIRONMENT

4

Customers

Competitors

Knowledge Organisation
Vision, Mission and Values

Reference Group

Structure

Customers

Technology

Psychological Contract & Managing Expectations

Knowledge Worker
Concept-of-Self, Vision and Values
Systems
Sources of
Technology

Knowledge

Processes

Organisational Culture
Competitors

Customers
Reference Group

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.

Characteristics of Knowledge Workers

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.

Characteristics of Knowledge Workers

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.

Values of A Knowledge Worker

Learning
Autonomy
Professionalism

9
Talent What do
they value!

Knowledge
Generation
Acquisition &
Usage
Access to
Technology and
Resources

Role

Talent

Learning

Professionalism
& Being Treated as A
Professional

Reference
Group

Autonomy
Value Creation and
Making Contribution

Selection of
Talent
10

11

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

Organisational and Individual Learning Needs

Organisational
Vision, Mission
& Goals

Organisational
Knowledge and
Learning Needs

Knowledge
Workers
Vision, Values &
Concept-of-self

Individual
Knowledge and
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.

Induction of Talent

14

Tacit knowledge
Tacit Knowledge
Tacit Knowledge

Ref.: Ikujiro Nonaka & Noboru Konno

Tacit knowledge
Externalization
i
i

i
i

g
i
i

o
g
i

Internalization
Explicit Knowledge

g
Combination
Explicit Knowledge

Explicit Knowledge Explicit Knowledge

Socialization

15

16

Induction of Talent
her/him to learn organizational knowledge both
tacit and explicit knowledge.

Help

Introduce

her/ him to individuals/groups with whom one

could learn.

Facilitate

her/him to internalize ones 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

Induction of A Talent

Introduce

them to organizational knowledge

resources. Access to LAN and Knowledge
Depositories Combination.

Provide

slack time for internalization

knowledge Reflection and internalization.

of

19

Induction of A Talent
Help

them get in touch with organizational values

and organizational culture.

Facilitate
Make

them to imbibe organizational values.

them feel valued.

Role of A Knowledge Worker

Superior

Customer

Reference
Group

Knowledge Worker

Subordinates

Self

Colleagues

Family
Members

Work Culture

Leading the
Talent
21

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

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.
Give

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.

Identify and
Nurture the
Talent

25

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
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.
Ensure

28

Identification of Talent
C Class employees to grow to B Class
employees. Job rotate them, change their work
environment facilitate them to succeed.

Facilitate

If

no changes in behavior and performance are noticed,

facilitate them to move out of organization.

that C Class employees do not occupy

strategic leadership position. They can adversely affect
the morale and motivation of talented employees.

Ensure