Contact Pemateri: Kanaidi, SE., M.Si HP. 0812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267735 WA. : 0812 2353 284 Pin BB : 79D6107F e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com

1. The Human Focus: Understanding
and Managing Knowledge Workers
By : Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com HP.08122353284

3. 1. The Knowledge Workers (KWs)
• Are the main asset of every organisation
• Takes on more responsibility
• Look for ways to resolve problems creatively
• KW need to be identified and carefully managed
2. KW issues
• Difficult to bond trust with employer
• They are ‘mobile’ – greener pasture on the other
side
• Lack identification with organisation’s goals
The Human Focus

4. The Knowledge Worker (KW)
The knowledge worker (KW) is obviously the center, and the
main asset, of every organization based on intellectual capital.
Managing KWs is one of the core capabilities of an
organization.
By managing we mean all relevant aspects including recruiting
and retaining workers, developing their skills and potential,
encouraging them to create and share knowledge, and more.
The issue of managing KWs has a very wide scope and appears
in many contexts:
• Much of modern thinking on managing human resources
(HR) either deals with KWs or promotes similar processes
for all workers.
• Almost every aspect of knowledge management requires
attention to managing KWs.

5. 3. Managers role
• Nurture workers to be KWs
• Encourage autonomy and creativity
• Retain leading KWs and recruit more KWs
• Keep investing in their employees both in good
and bad times
• Maintain a full knowledge Matrix
• Keep KWs interested throughout their career
• Show interest in KWs
• Reward knowledge creating & sharing
• Maintain contact after employment relationship
ends
The Human Focus . . .

6. Is Every Worker a Knowledge Worker?
• Knowledge workers are measured according
to how creative they are—how much new
knowledge they generate, and how fast they
generate it (this is sometimes referred to
as talent management).
The Most Common View: Only Knowledge-
Creating and Nonroutine Workers are
Knowledge Workers

7. Show Interest in Your Knowledge
Workers
• Top management must show interest in their
knowledge workers (their talent), even if they
are not direct subordinates.
• This message is usually true for any kind of
worker, but it is especially important for KWs.
• This acquaintance satisfies a KW's need for
recognition and makes them more secure
about their future role in the organization.

8. Special Care of STAR WORKERS
• Some companies take special care of their star
KWs, including giving them exposure to
corporate management.
• However, it must be carried out carefully in
order not hamper the delicate balance
between top management, middle
management, and the star KWs themselves.

9. Rewarding Knowledge Creation and
Sharing
• On one end, Patricia Seemann, formerly director of
knowledge management at Hoffmann-La Roche, thinks
that knowledge belongs to the organization.[49] Hence
sharing is a basic obligation of the employee. If a
knowledge worker does not share his knowledge, he is
essentially stealing from the company.
• At the other end of the spectrum are some union
leaders. They claim that workers are human capital
and they own the knowledge. Thus if management
wants to make changes or lay off employees, they
believe they should pay the workers for the knowledge
they have accumulated.

10. Types of Compensation
in order to encourage Knowledge
Creation and Sharing
When workers share their knowledge, they expect some
kind of compensation in return. Managers can provide
both hard and soft types of compensation.
Hard compensation can entail incentives such as:
• Bonuses.
• Access to others' knowledge and data.
• Promotion.
Soft compensation can entail incentives such as:
• Community membership.
• Establishing a personal reputation among peers.
• Personal gratification from helping others.

11. Knowledge through Alumni Networks
• Managers should prevent situations in which one
person alone holds critical knowledge. They also
need to make sure when they downsize that they
keep those workers who hold key knowledge.
• When the employment relationship ends,
organizations should maintain contact with their
workers and continue to tap their knowledge
through alumni networks and hiring them as
freelancers and consultants.

13. Any question?
Kanaidi, SE., M.Si., cSAP
Contact Us :
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Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
13
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kanaidi@yahoo.com atau
kanaidi963@gmail.com
Telp : 022-2005972
Fax : 022-4267735 HP. 0812 2353 284
Pin BBm : 79D6107F 087822984716
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