In the previous issue raised was the importance of the challenge of improving the productivity of knowledge worker. It also defined what was a knowledge worker as well as their characteristics. In this issue we analyse its responsibilities to the employee to improve their productivity and leave for the next corresponding to the company.

Responsibilities of the knowledge worker

Being a knowledge worker implies self, that is, concentrate on the task, time management, take responsibility for their own development and growth and for the results generated.

The definition of the task is a key issue. There is evidence that the mere fact of answering this question, lets increase productivity.

What is the task? What is the task?

Answering the question about what the task requires the employee to define what is the unique contribution that he or she can then decide on the task at hand.

Ask, for example, what is the task of a nurse. Suppose that the answer is caring for patients. It means that change the water the flowers that bring visitors, answering telephone calls from relatives of patients, fill roles, tasks are not where nurses can make its unique contribution, are tasks that could be made by another employee, not the qualifications required of a nurse, and charged that a salary less than a nurse.

The possibility of being able to reflect on this and other employees to transfer these tasks that do not require the expertise of a nurse, significantly increases the productivity of the same measure by the time the nurse spends next to the bed of the patient.

Since then the response, the knowledge worker, should determine what is important and not important, what is urgent and what is not urgent and set priorities. The latter is the crux of the self.

Matrix self

Let matrix self to a 2×2 matrix where’ll work according to their importance and urgency.

It is important to emphasize here that the important tasks / non-urgent matters that are, in general tend to put off, precisely because they are not urgent, but are those that build production capacity in its broadest sense.

A teacher may make many kinds unstudied, but will come a time when, if you do not (not urgent and important task), their skills are outdated. A person who suffers from pain may postpone the visit to the doctor, but perhaps when made, it is too late. In other words, do not urgent and important tasks is what will allow us to continue making all other work and be more effective.

Efficiency, effectiveness and efficiency

Define these concepts as follows:

Productivity of the knowledge worker and parent of self-management. Once you have answered the question about what the contribution and therefore what task, the next step is to design the worker self-management of its parent, where you’ll find different tasks.

Based on previous definitions we can say that we can be efficient (doing things right even those that are not important) in any of the four quadrants … but will only be effective (the important thing to do) in quadrants I and II, namely those in which the activities, urgent or not, are important …

Then, a knowledge worker, will only be effective when focus its attention on the quadrants I and II but devoting more time to quadrant II (important / non-emergency) that when I, because it is precisely through activities carried out quadrant II, which reduced the tasks of quadrant I and the time spent on them.

Summing

A knowledge worker is effective when it achieves a balance between what is urgent and not urgent always working on what is important. In order to concentrate on the important thing is the key delegate. When the knowledge worker is effectively makes the most unique and valuable contribution, namely increasing their productivity.

However, for this contribution can materialize the organization has an important role to play. This role will be the occasion of the third and final note in this series.

What is a knowledge worker

A knowledge worker is an individual who has specific knowledge, knowledge, and uses it to work. A knowledge worker is an individual who has specific knowledge, knowledge, and uses it to work. We know today by the knowledge into effective action, is a means to obtain results that are outside the individual, society, the economy. We know today by the knowledge into effective action, is a means to obtain results that are outside the individual, society, the economy.

A knowledge worker does not produce anything that is useful in itself does not provide for a physical product like a dress or a portfolio. A knowledge worker does not produce anything that is useful in itself does not provide for a physical product like a dress or a portfolio. It produces knowledge, ideas, information, products useless by themselves; someone must take them, integrating them into a task to make them productive. It produces knowledge, ideas, information, products useless by themselves; someone must take them, integrating them into a task to make them productive.

This assertion is that the knowledge worker needs an organization where they can integrate their knowledge into a larger whole. This assertion is that the knowledge worker needs an organization where they can integrate their knowledge into a larger whole.

They are knowledge workers both scientific researchers and surgeons, as cartoonists, managers or employees working with a computer.

Characteristics of the Knowledge Worker

Unlike manual worker, the knowledge worker owns the means of production, are its knowledge, are portable, are among his two ears. Unlike manual worker, the knowledge worker owns the means of production, are its knowledge, are portable, are among his two ears. It is a person who identifies with their area of expertise, not their employer. It is a person who identifies with their area of expertise, not their employer. The organization is a resource, an area where they apply their knowledge. The organization is a resource, an area where they apply their knowledge. His loyalty is not obtained through the wage but by offering opportunities for their development. His loyalty is not obtained through the wage but by offering opportunities for their development. There can, or should, be monitored. There can, or should, be monitored.

Productivity of the knowledge worker

According to Peter Drucker2 “In terms of real knowledge about the productivity of knowledge worker, we will be in 2000 about where we were in 1900 in terms of knowledge about the productivity of manual laborer.”

There is much that is known today about the productivity of knowledge worker, but they know some things that work to increase it.

For a start, making the knowledge worker more productive requires a change in attitude of both the employee and the company.

Labour must take responsibility because of what it means to be a knowledge worker and because the company is responsible for creating the environment for which the contributions of knowledge worker can be generated and applied. In the next issue will analyze the responsibilities of workers to increase their productivity.

Tobe continued to part II ……!!!

A person’s psyche is developed in the early, formative years of life through personal experience and by observing the behavior of others. Self-esteem and self-confidence are also developed through the same channels. Fundamentally, the basic belief system that one has throughout life is formed based on beliefs and experiences established in these same early years. It is this ‘belief system’ that needs constant monitoring in business or politics. Belief systems established early in life can potentially affect a person’s leadership style negatively, unless they are acknowledged and dealt with up front. This is done through practicing Self Mastery.

For example, a deeply set belief of ‘not being good enough’ may come from an incident in the school yard with a bully at the age of 10. This belief can resurface at a critical time in leadership. The leader may overcompensate by not letting go of a failing project in an attempt to establish superiority. This can steer the company in a negative direction. Not knowing when to cut losses and move in a different direction is often devastating to a business. The person who protects and supports this deeply set belief of inferiority typically is in denial of his/her pain and the denial is what causes poor decision making as a leader.

However, using the tools of Self Mastery, that same feeling of inferiority can also be used as a positive force in creating beneficial results. For instance, an opportunity may arise that appears too good to be true but the leader takes the risk because of a strong sense of trust and inner guidance attained through Self Mastery. A leader armed with Self Mastery knows the difference between acting out of fear from negative deep set beliefs and using those beliefs as a growth experience and positive force.

As I have discussed, unconsciously projecting a deep-set belief system into daily business affairs can interfere with the success of a business. However, sometimes the belief systems of others can be projected onto the leader as well. These projections can be equally destructive if the leader does not practice Self Mastery, because the leader may allow the views of others to define who he/she is as a leader.

The Goal of Self Mastery

To achieve the goal of Self Mastery requires connection with the inner self and knowing oneself well. Self knowledge comes from accessing the inner self. A leader continually accesses the internal reservoir of calm when using Self Mastery. Simply put, a leader’s daily stress comes from a lack of listening to oneself. Stress comes from being unconscious instead of conscious of one’s emotions. Being conscious means the leader is aware of his/her emotional state. Paying attention to this emotional state is the key to handling stress successfully. A leader practicing Self Mastery acknowledges that emotions are always there, becomes intelligent about them, and knows which ones cause anxiety based on their inner belief system. In other words, the practice of Self Mastery allows a leader to understand how the stress of a belief system clouds the present situation.

Simply put, a leader’s daily stress comes from a lack of listening to oneself. Stress comes from being unconscious instead of conscious of one’s emotions. Being conscious means the leader is aware of his/her emotional state. Paying attention to this emotional state is the key to handling stress successfully. A leader practicing Self Mastery acknowledges that emotions are always there, becomes intelligent about them, and knows which ones cause anxiety based on their inner belief system. In other words, the practice of Self Mastery allows a leader to understand how the stress of a belief system clouds the present situation

One who practices Self Mastery continually asks these questions:

Self observation:

How am I feeling? How am I behaving?
Are my actions aligned with my purpose or am I reacting to my belief system?

Self knowledge:

What are my weaknesses here and what are my strengths? Also, an added benefit in Self Mastery is the use of proper breathing. Leaders who remember to take 10 connected breaths when stress arises are able to calm themselves enough to get into Self Mastery mode and identify a plan of action by accessing their inner self.

Ultimately, leadership through the use of Self Mastery is the key to strengthening the chain of societies and businesses worldwide.

Fortunately, there is a new kind of leader on the horizon that will help strengthen the societal chain. This new leader has a strong conscience and strives to make a worthwhile contribution to society. Through self observation and self knowledge, the new leader is able to add strength and power to a society that has long been lacking positive leadership. Self observation and self knowledge are the primary tools of Self Mastery.

Leaders who practice Self Mastery understand that behavior and decisions based on self observation and self knowledge provide structure and value to society.

How does a person use Self Mastery to become a powerful leader?

With self observation and self knowledge, one is able to control personal stress levels and behavior. Successful stress and behavior management is then expressed through a strong leadership style. By using that leadership style, a person is able to earn trust and respect from others.

Self Observation and Self Knowledge means being aware of stress as it happens and changing behavior appropriately. Staying calm and continuing to listen, observing and acting without overreacting is fundamental. When one’s stress is managed, the decision making process improves as one is able to pause,
connect with one’s inner self and make wiser, more insightful decisions that align with one’s overall purpose. To continually make decisions in this manner is true Self Mastery.

You are the most important person in their lives, but not the employer. For this reason, should not think that this has all the time in the world to read your resume., A page is worth more concise than 20 sheets appalling.

Important Points for the employer

They vary depending on the work, but there are a number of common points:

1. Personality: initiative, self-rejecting people passive

2. Teamwork-individualists are not welcome. Versatility-who abstain are limited to a single motion

3. It relates smoothly-have nothing to do people-aggressive or problematic

4. Training and skills: Studied at the level that is not supply-served if they are above or below.

A CV coordinated with a cover letter and a good interview-in which are so important that the answers given as the image being offered are-how to obtain success in their endeavors.

Imagine that it is the employer.

His CV says a lot about yourself: its ability to organize, summarize, explained, what you considered important and what is not, if careful… Put the skin of their employer and is critical: Watch this curriculum?, It read, what TIR files or what?.

It is important to the color of the paper-if white-best texture, typeface, the general provision of the text., Cleanliness… In principle, this clear?, Want to read it? There are some points that draw attention?.

They are important titles of paragraphs, Interline, highlighted words, blank spaces, use of margins, use of capital letters, bold… find their own formulas The qualities to consider at this point are that the CV is easy to read, simple in form, with language indicating that decision, strength and dynamism and, of course, it is clear that the applicant meets the requirements and has the right characteristics for the post.

That’s why so many the advantages of hiring the right person for the first time, some obvious and some not so obvious, including:

1. The right person is more productive. Experience has shown that the most productive employee in a particular position is typically more than twice as productive as the least qualified employee.
2. The right employee learns faster. The better qualified the new employee is, the shorter your wait until the newcomer begins to produce at full capacity.
3. The right person requires less supervision and training. You can spend a lot of time bringing a substandard employee up to an acceptable level of performance. Employees also benefit and financially by getting up to speed rapidly.
4. The right employee is more likely to stay on the job. Satisfaction reduces turnover.
5. The right employee frees up the manager’s time to manage. Sound selection of new personnel insures that employees will do their work well, giving the manager time to turn his attention to more productive pursuits.

Psychologically, if you hate your job, it only means it’s something you do against your will. Anything that resists a flow makes the flows difficult. Similarly, anything that assists a flow makes the flow move faster.

Equating this with the way you may think about your job, if you put “love” instead of “hate” to your job, work becomes easier for you. This will make you more productive. The company will profit more. As a result, they will pay you more. Then, everybody becomes happy.

If you are the employer, you can also do many positive changes that will benefit your employees. In the end, you will be the biggest beneficiary of this change.

You can start by putting up slogans around the walls of the workplace. These slogans may promote unity and harmony between management and staff where everyone will benefit out of it. These slogans may suggest positive attitudes that will form part of their work habits. There is power in words. These words, once written on slogans, will guide your staff to change in positive ways. It would be wise to turn these words into action. In time, the “I hate this job” chant becomes “I love this job”. This improvement in work attitude will be reflected in turnover of employees. As an employer, you will find less people leaving the company and more employees being satisfied.

Visitors visiting your company will be impressed with the slogans you place on the walls of your work place. So make them as meaningful as possible.

If you’re the employee, you must make a change in the way you think about your job. It cannot be denied that hating or loving a job has a lot to do with the way you treat it.

There are many instances wherein an employee does not see the good side of his job until he has left or lost it. You need not wake up one morning to this kind of scenario. To avoid this, let the good side of keeping your job pervade your thoughts.

Here’s another formula to make you love your job. Treat your job as though you are doing voluntary work. Think of your job as though you are helping the needy without expecting anything in return. You will be astonished with the result it will bring to your heart, health, and pocket. Treating your job as a volunteer work makes you work wholeheartedly, without any resistance.

It’s either you keep your job or you don’t. Hating it is not an option.

Technorati Profile

Introduction

• What attracted you to our company (this position)?
• How did you hear about the job opening?

Learn about a Candidate’s Most Recent Job

• What were your areas of responsibility at your last job?
• What did you find most satisfying about the job? Why?
• What did you find most frustrating about the job? Why? How did you deal with these frustrations?
• If we were to ask your last employer about your abilities, what would she or he say?

Work Experience

• How has your work experience prepared you for this job?
• Describe for me one or two of your greatest accomplishments your biggest disappointments.
• What has been the most significant challenge you have managed? How did you manage it?
• What qualities can you bring to this position?

Assess a Candidate’s Skills

• Do you consider yourself a self-starter? If so, explain why. Give examples.
• What is your greatest strength that would benefit our organization?
• How have you positively influenced others to get a job done?
• Tell me about a time you made a decision quickly.

Assess a Candidate’s Style

• Of all the jobs you have had, which did you like the most? Why?
• Do you prefer working in groups or alone?
• How much direction and feedback do you need to be successful?
• Describe a work group experience that you found rewarding.
• What things frustrate you the most at work? How do you cope with them?

Career Aspirations and Goals

• Why are you leaving your present job?
• How does this job fit into your overall career plans?
• Where do you see yourself three years from now? Five years from now?
• What would you most like to accomplish if you got this job?

Education

• What special aspects of your education, experience, or training have prepared you for this job?
• In what areas would you most need (like) additional training if you got this job?
• What aspects of your education or training will be useful for this job?
• What are your educational goals?

Closing

• Are there any additional aspects of your qualifications that we have not covered that would be relevant to the position we are discussing?
• What questions do you have about our organization?

OK…!!! That’s All I can share about and hope you might be ready for interview at any time. Be confident, be smart and be recruited.

There is nine steps to metrics excellence which might not applicable for every circumstance, but at least it could be as reference to metric.

Re-examine your business objectives

Make sure to understand your strategic organization objective and find the link of it to your role as Human Resource. This should focus on process oriented to drive achievement of strategic objective. In many companies have run an initiative of creating a “process oriented” culture by implementing continuous improvement management such as six sigma.

Take the ‘CUP’ test

If you already collect metrics, take this opportunity to rifle through the reporting archives. Give each set of data the ‘CUP’ test. Does it make a contribution to overall organizational business objectives? Does it provide an insight into whether organizational resources are being utilized at their optimum level? Does it make any assessment of productivity which could lead to efficiency gains and therefore a better customer experience? If each set of data does not address at least one of these three criteria, then question the usefulness of continuing to collect it

Keep it simple

For all the potential of HR Information Systems (HRIS) to ‘slice and dice’ data in a myriad of ways, it has been suggested that ‘information overload’ is a greater threat to the effectiveness of HR than a complete lack of measurement. Measuring everything that moves also results in lengthy reports which may be off-putting to others. Research has suggested that in order to focus on the priority areas around five key metrics is a good place to start, although the exact number will vary depending on strategic business objectives.

Decide what types of metrics to capture

Metrics fall into three principal categories: historical, real-time and forward-looking. Historical metrics give a good general indication of an organization’s health, but reliance on them has been compared to trying to drive a car while looking only in the rear-view mirror. Real-time metrics are the ‘snapshots’ which can act as warning signs that a process may be about to go horribly wrong (for example a sudden drop in incoming applicants), while forward-looking metrics extend current and historical trends into the future to enable contingency planning.

Establish a benchmark

The current state of affairs should be measured so that the future impact of any changes can be assessed. You may have some idea where you’re heading, but if you don’t know your starting point on the map you’re still very likely to get lost

Integrate data collection into existing workflows

Avoid burdening staff with extra workloads. Data should be collected automatically without the need for manual maintenance of parallel systems, otherwise you will decrease the chances of collecting a comprehensive set of data.

Allocate resource for analysis

Only by undertaking rigorous analysis will HR be able to transform data into meaningful and valuable strategic information. However, avoid ‘paralysis by analysis’: make the results too complex and they may be dismissed out of hand as being too scientific or too academic. Graphical representations with short textual summaries make for greater accessibility and readability.

Have the power to act

The gathering of metrics is a futile exercise in administration if HR lacks the teeth to act promptly on the findings. For example, if the metrics indicate that retention rates would be dramatically improved by increasing performance-related bonuses but HR has no means of prompting this remedial action, then a potentially valuable tool has been wasted.

Close the loop

Good business practice stipulates that all business processes and procedures should be subject to periodical review. The gathering of metrics should be no exception. When initially defining the metrics suite, ensure that a review date is built in. For seasonal cycles (for example, graduate recruitment), it would be advisable to build up statistics over a number of years. If a metric is enhanced following a review, make this clear in all future reports so that readers analyzing historical trends are under no illusion as to what they are comparing.

That’s all steps to make HR metrics and show up your contribution within organization

Grandness of knowledge management

Considering the management dynamics nowadays – the onus of managing knowledge calls for furthermost focusing as most of the work is data based. Secondly, it is an unquestioned fact that organizations compete on the basis of knowledge, because products and services are becoming progressively complex. Hence the essential for a life-long learning has become an ineluctable fact and thus knowledge management has become crucial because :

• Marketplaces are progressively competitive and the rate of creation is rising
• Downsizing staff makes a need to substitute informal knowledge with formal techniques.
• Competitive pressures reduce the size of the work force that holds valuable business knowledge.
• The amount of time available to experience and acquire knowledge has diminished.
• Early retirements and increasing mobility of the work force lead to loss of knowledge.
• There is a need to manage increasing complexity as small operating companies are trans-national sourcing operations.
• Modifications in strategic direction may result in the loss of knowledge in a specific area.

In brief, knowledge and information have become the medium in which business problems occur. As a result, managing knowledge represents the basic opportunity for attaining substantial savings, substantial improvements in human performance, and competitive advantage.