REDESIGNING KNOWLEDGE WORK SUMMARY OF EMM 219 Knowledge Base Economy By Muhammad Hanif 15221023

CONTEXT

A worsening shortage of high-skill knowledge workers is one of the biggest challenges facing organization.

The talented and highly paid experts are company’s most valuable assets. They increase the company’s competitive

compare with the competitors

HOW TO MANAGE THIS CHALLENGE?

THE PROCESS

•  The gap between the talent of firm has •  What it will need Identifying

•  A narrower and more focus job description in areas where talent is scarce Creating

•  Develop option actions •  Choosing from those options for filling the skills

gap Choosing

•  Rewiring processes for talent and knowledge management Rewiring

IDENTIFY THE SKILLS GAP

1.  Conduct an inventory of skills. •  Company must be explicit and precise in defining their must-have

skills.

2.  Create a detailed estimate of the kinds and amounts of skills your firm will need to execute its strategy over the next five years or more.

3.  Estimate how those numbers will change over the next five years given the current pace of hiring, training, moves and retirement.

•  Documented the specialized skills and annual performance management processes

•  Focus on competencies rather than task in evaluation

Analysis of outcomes of value; quantify the effectiveness of any given contributor or process

Social network analysis; a quantitative method for surfacing and depicting informal interactions among people in an organization.

Time allocation survey; how much time they spend on task

Assess how effective the leveraging the existing talent

IDENTIFY THE SKILLS GAP Cont’d

4. Identify the skill gaps and analyze how skills are utilized

CREATING THE NARROWER AND MORE-FOCUSED JOBS

1.  Redefine the jobs; ensure the experts devote almost all their tie to tasks that require their specialized skills. The goal is people are

spending all their time at the high end of their skill set

•  Close look to the entire product or service outcome process and

identified the opportunities to redesign roles.

2.  Consider the technological advances to ease to perform the work remotely, unless for the person interactions and sophisticated

judgment are core to value delivery

•  Virtualize work need regularly review the individual performance.

CHOOSING THE OPTIONS

CHOOSING THE OPTIONS

Outsourcing or contracting;

•  Does having direct ownership of the work confer any competitive

advantage? If yes, keep that work in-house and freed the expertise

from low-value tasks

•  If no, outsource the knowledge professionals on call basis

•  Ensure the on-call-professionals has good understanding of the firm and

point of contact

REWIRING PROCESSES FOR TALENT AND KNOWLEDGE MANAGEMENT

Retools its processes and culture to support the new ways of working •  How to manage specialists and external providers and integrate

them into the business 1.  Excel at attracting, motivating and retaining specialists

2.  Develop mechanisms for cultivating specialist to take on broader roles or be a leader

3.  Capture the knowledge of internal and external specialist

4.  Ensure that specialist employees working remotely engage with both the employees who use their work and business leaders

5.  Its best to start small; to test new talent pools and management processes and build stakeholders’ confidence in them

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