Assessing How Managers Match Corporate Knowledge Workers to the Jobs to be Done

This qualitative study explored how knowledge workers communicate goals and strengths to managers, how managers assign work to knowledge workers, and how the assignment of work impacts motivation. Sixteen knowledge workers from the technology field were interviewed. While a majority reported communicating their goals to managers, most did not directly communicate their strengths. Instead, the knowledge workers relied on their managers to infer their strengths based on observable performance. The results of this study indicated that managers’ knowledge of employees’ experience and skills influenced how they assigned work, and the work the employees performed was related to their motivation. When knowledge workers in this limited sample had assignments that allowed them to make progress and deliver tangible results, they tended to feel positively motivated. When there were factors in place that impeded the knowledge workers’ ability to deliver results, they tended to feel demotivated. Those participants who felt they could not achieve results were likely to seek new opportunities and were more likely to leave their companies than those who felt they could achieve results. Furthermore, the study identified possible perception differences between individual contributors and people managers regarding what drives results. Based on this sample, because most of the participants and their managers were not initiating strengths conversations, it is possible that companies may be overlooking qualified candidates and missing opportunities to improve retention, productivity, and profitability.