An indispensable guide to the new techniques for managing knowledge workers They are the idea people, whose brain power and experience have become more valuable to their companies than physical assets or products (think Microsoft). Today's knowledge workers are so in demand, especially in the high-tech sector, that many command large salaries and will job-hop at the drop of a hat. This hands-on guide gives managers practical, doable strategies for motivating and keeping knowledge workers without breaking the bank or sacrificing productivity and quality. It goes beyond the quick-fix of throwing money at the problem and offers realistic solutions for effectively managing the human side of intellectual capital. Features case studies, anecdotes, and examples of companies using the new managing techniques, including IBM, Deloitte & Touche, and Transport Canada
Table of Contents
Preface: The New Demands. Acknowledgements. Chapter 1: Intellectual Capital: What is it and Why Do You Care? SECTION ONE: THE HUMAN SIDE OF HUMAN CAPITAL. Chapter 2: Encouraging New Knowledge. Chapter 3: Pushing Down Complexity. Chapter 4: Tapping Knowledge Throughout the Corporation: Consultation. Chapter 5: Tapping Knowledge Throughout the Corporation: Involvement. Chapter 6: Managing Knowledge You Don't Understand. Chapter 7: Encouraging People to Learn. SECTION TWO: THE HUMAN SIDE OF STRUCTURAL CAPITAL. Chapter 8: Freeing the Flow of Information. Chapter 9: The Free Movement of People and Knowledge. Chapter 10: Sharing and Learning. Chapter 11: Teamness. Chapter 12: Rewarding Knowledge. Chapter 13: Being Willing to Change. SECTION THREE: THE HUMAN SIDE OF CUSTOMER CAPITAL. Chapter 14: Customer Loyalty is Employee Loyalty. Chapter 15: Assessing Employee Loyalty. Conclusion: The End of the Beginning. Index.
Frances Horibe is President of VisionArts, Inc., a firm that specializes in assisting organizations with the human and organizational sides of investing in Intellectual Capital, and in managing the radical change that results. She speaks to and consults with a wide variety of clients, in both the public and private sectors. Other positions include Director-General, Strategic Planning