First, the connotation and characteristics of knowledge workers
According to peter drucker's definition, knowledge workers belong to those who master and use symbols and concepts and work with knowledge or information. Starting from this concept, many middle managers, managers and professional technicians are knowledge workers. Knowledge workers are not people who simply learn a lot of knowledge, but people who can carry out innovative work through knowledge. The value of knowledge workers to the company lies in their innovative contribution to the company, which may be technological innovation, market innovation or management innovation. The characteristics of knowledge workers are: 1, and the independence of knowledge workers is strong. This feature is manifested in the flexible requirements for workplace and working hours and the relaxed organizational atmosphere. Knowledge workers not only don't want to be controlled by things, but even can't tolerate the remote command of distant bosses, and emphasize self-guidance in their work. Because of their special skills, knowledge workers often have an impact on bosses, colleagues and subordinates. Because of his specialty in one aspect and the imperfection of knowledge itself, knowledge workers do not advocate any authority. If there is authority, it is himself. 2. Innovation is the most important feature of knowledge workers. Knowledge workers are not engaged in simple repetitive work, but give full play to their personal qualifications and inspiration in a changeable and incomplete system, respond to various possible situations, promote technological progress and constantly update products and services. 3. Achievements Compared with ordinary employees, knowledge workers pay more attention to realizing their own values and strongly expect to be recognized and respected by the society. They are not satisfied with passively completing general affairs, but try their best to pursue perfect results. Therefore, such employees are more keen on challenging work and regard overcoming difficulties as a pleasure and a way to reflect their self-worth. 4. Complexity Complexity mainly refers to the complexity of labor. The work of knowledge workers is mainly thinking activities, relying on the brain rather than physical strength, and the labor process is mainly intangible, which can happen anytime and anywhere. In addition, there is no definite process and steps in the work, so it is difficult for others to know what to do, and there are no fixed labor rules. Moreover, in knowledge-based enterprises, the independence of employees does not mean that employees do not need to cooperate with each other. Due to the development of science and technology, employees' work is generally not independent, and their work generally appears in the form of work teams, thus gaining comprehensive knowledge advantages across organizational boundaries. Second, the ways and methods to cultivate knowledge-based employees How to build a team of knowledge-based employees and make their creativity a source of enterprise value-added, this is a problem worthy of consideration and research. 1. Strengthen the training and education of employees. Due to the rapid and diversified development of science and technology, knowledge is updated faster and faster, which requires our employees to constantly learn new knowledge to adapt to the development of society. Employees not only hope that enterprises will give them opportunities to use knowledge, but also hope that enterprises will give them opportunities to increase their knowledge. Therefore, enterprises should actively create conditions and hold various trainings regularly to meet the needs of employees. Nowadays, the competition for talents is becoming more and more fierce. In order to attract and retain outstanding talents, we should pay attention to the investment in human capital of employees, improve the talent training mechanism, provide employees with learning opportunities to receive education and constantly improve their skills, and make them have the ability of lifelong employment. This should be regarded as the most important "welfare" provided by enterprises for employees.
2. Develop a systematic training plan to train knowledge workers, which can not be simply regarded as employees' own needs, nor can it be based on employees' spontaneity. Enterprises should proceed from the needs of development strategy, make overall plans and organize in an orderly manner. On the basis of the current situation investigation, grasp the changing trend of the stock personnel and the gap with the target demand, clarify the training objectives of personnel of all ages, levels and professional categories, and determine the training progress. 3. Establish an incentive mechanism to guide employees to become knowledge workers. On the one hand, we should improve the salary system that pays attention to knowledge content, reflect the salary difference of certain educational level and skill level, and form a clear knowledge orientation and value orientation. On the other hand, carry out effective activities to cultivate and stimulate employees' innovative and enterprising spirit. For example, work discussion is conducted in a flexible and relaxed form, and rational suggestions, five small achievements, QC group activities and so on are adhered to. The significance of carrying out these activities is not only a "hard achievement" in material interests, but also a "soft achievement" in consciousness, thought and mentality. Third, give play to the role of knowledge workers and promote the innovation and development of enterprises. At present, enterprises are entering a new round of leap-forward development. Management innovation and technological innovation need a large number of knowledge workers to give full play to their intelligence. Knowledge workers should make greater contributions to the realization of the four doubles and the construction of a harmonious enterprise. First of all, it is necessary to form a good atmosphere in the whole organization to correctly understand knowledge workers and respect and give full play to their characteristics. Knowledge workers are the most energetic and creative in enterprises, and their autonomy and innovation are the easiest to be mobilized. However, many enterprises, especially those operating under the planned economy system for a long time, whether they are obedient or not has become an important criterion for evaluating employees, and little attention has been paid to and guidance given to employees' autonomy and innovative spirit. In the long run, employees generally have the mentality of following the rules, being passive and not thinking about pioneering and enterprising. In order to eliminate this influence and mobilize the enthusiasm and creativity of knowledge workers, we must first change our concepts, especially let managers at all levels deeply understand the values and characteristics of knowledge workers, so as to improve the concepts and methods of employing and managing people. We need to implement a special slack management for knowledge workers, respect their personality and encourage them to actively participate in innovation, instead of letting them work passively under the constraints of rules and regulations, which will lead to the disappearance of employees' enthusiasm for knowledge innovation. We should establish an organizational atmosphere that is good at listening rather than preaching, so that information can be truly and effectively communicated through various channels, and employees can actively participate in decision-making instead of passively accepting instructions; So that they no longer work for work, but regard work as an important part of life; Enable them to complete their tasks independently under the established organizational goals and self-evaluation system framework. Secondly, adhere to people-oriented team management, set up a process-centered work team, and apply scientific performance appraisal methods to let employees know and feel the contribution and achievements of their jobs in the production process. In modern companies, the social division of labor is clear, and the definition of most jobs makes it difficult for employees and managers to see the whole process. Of course, our enterprise also has such problems. Workers in each production line have no clear and complete understanding of the products they produce, and their personal contribution to the whole product is intangible, and they lack understanding of the position of their work in the whole product production process. They only need to adapt to a small part of a big process. As a result, they are trained to do something and told not to deviate from the fixed procedure. In the long run, managers and even employees themselves will feel that their imagination is not important or even in the way, which will lead to the failure to truly reflect the knowledge value of employees. In order to truly reflect the knowledge value of employees, employees should not look at the process and product in isolation when producing a certain product, but should be placed in a broader vision of employees' imagination and knowledge, so that employees can understand the whole production process of the product and understand the position of their work in the whole process. Because employees have mastered the process and found that their imagination space has been expanded, they will be encouraged to imagine, invent and create more boldly. Thirdly, create an environment of frequent communication and friendship, so that employees can enhance their sense of belonging and enhance their loyalty to the enterprise. The so-called creation of a good working environment is not only to have complete office facilities and beautiful office environment, but also to pay attention to the kindness of human nature and emotional input, and to give employees family-style emotional comfort. For example, various banquets, get-togethers and social activities are held regularly. Through these activities, we can not only strengthen the contact between people, but also listen to the opinions and suggestions of our employees. In short, knowledge workers have a strong demand for respect, and leaders should often go deep into their subordinates, talk on an equal footing, often organize collective activities and strengthen interpersonal communication. Build the unit into a big family full of affection, so that employees have a clear sense of belonging, rather than becoming the working machine of the enterprise. As long as we pay attention to cultivating knowledge-based employees and give full play to their potential, I believe it will have a good demonstration and leading role for all employees of the enterprise. Employees realize that their enterprises have a broad stage to display their talents and realize their self-worth, which also helps enterprises to make the "cake" bigger and better.