The management of high-skilled employees in the knowledge economy

In the context of the on-going competition on globalized markets and of the transition from industrial-type economies to those economies specific to knowledge-based societies, a competition between organizations that takes place more likely on the field of employees’ knowledge, the vision about the working person changes radically: high-skilled employees become the main resource of company development, in particular, and of society development, in general. This change requires organizations to practice a new type of management which values the person with all its dimensions (not just the physical one, as in Taylorism, but also the intellectual, moral and social dimension). The individual has to represent the supreme goal of the organization’s activity, and not just a means used by the organization; in general, the organization has to take into consideration employee’s needs and aspirations.

A knowledge worker is innovative, creative, understands and adopts organizational culture, has the capacity to cooperate and share knowledge, is eager to learn and implement new methodologies, is accustomed to adapting to uncertain situations, has self-discipline, has clear understanding of the issue he is involved in and adapts his personal and professional development to the company’s vision. An adequate manager for this type of employees is not the traditional one (action-oriented, spending his time watching over his employees, delegating tasks, controlling and ensuring that procedure is respected), but the “intelligent manager”, who is learning-oriented, focusing on organizational knowledge, and who acts as professor and not as supervisor to his employees. The role of the latter is to maintain employee motivation, manage cooperation and coordinate competitive activities among the employees, to create, share and use knowledge in day-to-day activities, to recruit “brilliant” employees, eager to work with knowledge etc.

In order to keep these employees within the organization, financial stimulation is not enough; the manager has to tackle aspects such as work-life balance and to provide interesting and adequate projects to experts-employees etc., which would motivate them and highlight their strengths.

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