Resumen de Redesigning Knowledge Work
Martin Dewhurst, Bryan Hancock, Diana Ellsworth
Competitive advantage today increasingly comes from the particular, hard-to-duplicate knowhow of a company's most-skilled knowledge workers: talented (and highly paid) engineers, salespeople, scientists, physicians, and other professionals. The problem is that in many industries there aren't enough of them to go around-and the situation promises to get worse. In this article, Dewhurst, Hancock, and Ellsworth of McKinsey & Company examine how companies can redefine the jobs of their experts, transferring some of their tasks to lower-skill people inside or outside their organizations and partnering with external providers for work that requires scarce skills but is not strategically important. Redesigning jobs so that prized experts are freed up to do the work that only they can do involves four basic steps: identifying the gaps between the talent your firm has and will need; creating narrower, competencies-based job descriptions in areas where talent is scarce; choosing from various options for filling the skills gap; and rewiring processes for talent and knowledge management to accommodate the new way of working. The authors' research and experience show that redesigning jobs in this way can help companies not only address skills shortages but also lower costs and increase job satisfaction.
