READ MOREMoreover, hr leaders ought to try to make and strengthen a distinctive set of capabilities that provide a company its competitive advantage.
This suggests developing a specific mixture of resources, processes, and values that make it difficult for rivals to match what your organization does.
A study by IBM disclosed an agreement among Human Resource leaders that driving creativeness and innovation is their primary business challenge, however merely half of those human resource executives indicated they're taking appropriate steps to do anything about it.
More than 70%, said hr should play an important role in promulgating innovation at their organizations. Remarkably, a surprising 71% said they don’t use any screening tools, innovative candidates.
What is particularly demoralizing is, we tend to agree these problems should be resolved, however, we fail in doing anything meaningful to fix the problems.
There are three imperatives HR should do to foster innovation:
1. Identify people who think differently
At all costs avoid the propensity for groupthink. Thinking outside the box has become an unrealized dictum. We say it, but to be honest I have never known an HR person or manager to do so. They hire people who follow orders and are content with, “My way or the highway.”
2. Create, protect and build organizational culture
The ability to help create, protect and build organizational culture is a critical role for HR to play, as it is a major driver for innovation. However, management needs to support, plan for and nurture an innovation culture for innovation to be successful.
The ability to create and build an innovation culture is a tremendous role for human resources to play because they have the power to drive engagement in the organization.
That being said, just imagine for a moment what innovation in your company would be if HR controlled innovation. Now imagine again if you taught HR how to innovate.
3. Operating strategies are developed through interactions
I am not so surprised anymore when I see organizations with programs that acknowledge how long a worker has arrived to work on time or been with the organization.
While conversely few organizations reward workers for exceptional contributions. They instead laud average. As though good enough will enable them to achieve competitive advantage. Performance reviews should be a time where managers can provide feedback and praise.
BIOGRAPHY Jim Woods is president of Woods Kovalova Group located in Denver, CO. He founded the consultancy over two decades ago to teach leaders how to propel radical leadership thinking in the age of thought, so organizations would be better equipped to create competitive advantage.
Jim is a highly sought-after speaker. He is admired for being both provocative and practical with a passion for helping leaders and managers build organizations fit the future. Follow Jim on Facebook, LinkedIn, Instagram, Twitter, Pinterest.
Contact the Op-Ed editor Ted Blackwater at email@example.com ■