Across both public institutions and private organizations, much of the day-to-day work that keeps management systems functioning is carried out by knowledge professionals. These include analysts, subject matter experts, methodologists, and other specialists responsible for drafting official correspondence, briefing notes, calculations, analytical reports, presentations, policy papers, and other materials that support decision-making. The quality of their work has a direct impact on an organization’s productivity and overall effectiveness.
Yet a significant share of these professionals’ time is spent not only on substantive work itself, but also on searching for information, verifying source data, refining language, coordinating document structures, and ensuring materials comply with required standards. Even experienced specialists devote a considerable portion of their working hours to these supporting tasks, reducing overall productivity and diverting attention from higher-value work. Various studies suggest that more than 20% of working time is spent on information searches and other auxiliary activities.
While this workload is a normal part of professional practice, much of it could be reduced through a more systematic approach and broader sharing of proven solutions. Such an approach would improve efficiency not only within individual organizations but across the professional community as a whole.
One possible solution is the establishment of a professional association – the Union of Experts – designed to create a structured framework for sharing experience, methodologies, and practical expertise among professionals.
Unlike labor unions, which exist to protect employees’ rights in their relationship with employers, this organization would focus on strengthening the professional expert community and bringing together knowledge professionals engaged in analytical and execution-oriented work.
The Union of Experts could perform two core functions:
A methodological platform – a centralized repository of proven document templates, standard briefing formats, analytical reports, presentations, calculation models, and internal memoranda. Access to such a knowledge base would significantly reduce preparation time while minimizing repetitive mistakes.
Professional development – practical training built around real workplace challenges and multiple approaches to solving them, with broad applicability across organizations. Examples include writing concise documents without losing meaning, preparing briefing papers within strict length requirements, conducting applied and analytical calculations, designing presentations under tight time constraints, and formulating analytical conclusions that are both clear and compliant with required standards.
A central mission of the Union would be to facilitate the exchange of professional experience among specialists from different sectors who regularly tackle similar practical challenges.
Over time, this would generate tangible value not only for the Union’s members but also for the organizations they work for and the clients who rely on the Union’s expertise.
Recommendations for establishing the union
1. Create an initiative group responsible for defining the Union’s objectives, mission, and guiding principles, while establishing its governance structure, membership procedures, and formats for collaboration.
2. Develop a methodological knowledge base by creating a unified library of document templates, standard briefing formats, sample analytical papers, presentations, and best-practice guidance on document structure and formatting, with all materials undergoing expert review before publication.
3. Organize regular seminars, webinars, masterclasses, and practical case reviews that provide participants with access to relevant expertise, identify common mistakes, and explore practical solutions.
4. Build partnerships with organizations, including government institutions, by supporting specialist recruitment, assessing professional competencies, developing internal documentation standards, and improving requirements for analytical and executive materials.
5. Establish a continuous feedback mechanism enabling both members and partner organizations to evaluate the usefulness and practical relevance of the Union’s resources. This feedback would support ongoing updates to the knowledge base, improvements to training programs, and refinement of the Union’s priorities.
Key performance indicators for the union
- Percentage of members reporting tangible professional benefits from the Union’s activities.
- Average quality rating of methodological resources.
- Number of requests for consultations, case reviews, and expert support.
- Reduction in the time required to prepare standard documents.
- Reduction in errors and document revisions.
- Number of organizations incorporating the Union’s resources into their internal workflows.
- Higher levels of professional satisfaction among members.
Daulet Zhambaybekov, independent expert, specifically for www.economyKZ.org
