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

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

2. 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

3. HOW TO MANAGE THIS CHALLENGE?

4. 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 scarceCreating
• Develop option actions
• Choosing from those options for filling the
skills gap
Choosing
• Rewiring processes for talent and knowledge
managementRewiring

5. 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

6. 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

7. 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.

8. CHOOSING THE OPTIONS

9. 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

10. REWIRING PROCESSES FOR TALENTAND
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

11. END OF SLIDE