Knowledge workers are workers whose main capital is knowledge. Examples include programmers, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, and academics, and any other white-collar workers, whose line of work requires one to “think for a living”.
At its most simple definition, a knowledge worker is someone whose job requires them to think for a living. And in their increasingly specialized roles, these employees would be expected to know more about their daily work than their managers — meaning autonomy is a necessity, not simply a nice-to-have.
In today’s knowledge economy, competitive advantage is increasingly coming from the particular, hard-to-duplicate know-how of a company’s most skilled people.
Some companies now focus on competencies rather than tasks in employee evaluations. Two people in the same role, when evaluated solely on tasks, could both be high performers but might have different underlying competencies; conversely, two people in very different roles might have the same underlying competencies. Their competencies have implications for what their career paths could be and where the organization could best use them today and five years down the road.
As with any major workforce change, it’s often best to start small: Move one subset of work to specialists or external providers and expand that base over time. This allows a company to test new talent pools and management processes and build stakeholders’ confidence in them.
Aggressive companies are shaking off conventions about where, how, and by whom knowledge work is done.
This is creating the doorway for single operated newsletter creators to offer needed “knowledge work data” to companies who embrace outsourcing.
Many of these companies will pay top dollar for these services. But learning which companies and which service is a monumental chore.
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