Transcript Diapozitiv 1

Developing Innovation
and the role of HR
Annalisa Gigante
5 October 2006
AG 1
Index
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Defining Innovation
Innovation: the future growth engine
The key questions
The evolution of HRM
Improving your Innovation potential
Case study: the Innovation process at Manpower
Networking as a competitive advantage
AG 2
Defining Innovation
• the process of making improvements by introducing
something new (Wikipedia)
• the introduction of something new
(Merriam-Webster Online)
• the successful exploitation of new ideas
(Dept of Trade and Industry, UK)
Successful innovation links new ideas and technology with
market needs and creates value
AG 3
Innovation: the future growth engine
• Innovation fuels the Company’s growth
• Innovation is everywhere
– R&D
– New products
– New / improved processes
• ..from disruptive to evolutionary change
Innovation is critical to the future success of a Company
AG 4
The key questions
• How do you promote
and harness
innovation?
• How can HR help?
AG 5
The evolution of HRM
HR Managers are becoming
business partners by shifting
their focus from
administrative output to
outcome and results,
through:
• understanding the business
• personal leadership skills and
credibility
• ability to manage change
• ability to apply the best HR
management practices to the
business goals.
Operations
Transactions
Strategy
HRM
Strategy
Facilitating
Cultural Change
Productivity &
Performance Management
HR Administration Functions
Strategic HR will enhance Innovation
AG 6
Improving your innovation potential
Performance
Branding
Training
Innovation
Potential
Talent
architecture
Organisation
Culture
Metrics
AG 7
Branding
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What is the role of innovation within the organization?
Is Innovation a key driver of the Company’s brand?
Is it fundamental to the company’s image?
…or is it a secondary objective?
• Attract the right talent to the organization
• Deliver the brand promise to customers.
HR has a role to play also in defining and delivering employer
branding.
AG 8
Organisation culture
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How risk-averse is the organization?
Does it encourage or stifle creativity?
Is it open or resistant to change?
To what extent does it encourage knowledgesharing inside and outside the organization?
Is there a knowledge management system in
place?
Has the company set up discussion
communities around key issues?
Is the word “Innovation” often used in internal
communications?
Is the company more dynamic and fast-moving
or more cautious and
bureaucratic?
Business
Strategy
People &
Organisation
Technology:
•Process
•Information
A company’s culture is critical in delivering and encouraging
innovation
AG 9
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Which metrics does the company use
today?
Are these encouraging the desired
behaviour of employees?
How are bonuses set?
Do they encourage innovation or are
they purely results-driven?
Are there qualitative as well as
quantitative elements in the goals?
Are incentives individual or teambased?
Efficiency
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Effectiveness
Metrics
Strategic
Partner
Change
Agent
Leadership Quality
Processes & services
Into
Within
Out
Measuring success will drive behaviour
AG 10
Talent architecture
• Attract, develop, plan and
retain key talent with an
integrated view
• Define each role’s specific
technical and personal
characteristics.
SORT OUT
AND SEPARATE
ATTRACT
EMPLOYEES
RETAIN
TALENT
Peoplebased
strategies
DEVELOP
TALENT
HR can help line management
define the right Talent
Architecture for the company
INSERT IN
ORGANISATION
HR
OPERATIONS
ALIGN
WITH
STRATEGY
AG 11
Training
• Assess current skills and
gaps
• Plan & carry out targeted
training activities
– Team Building
– Acquiring specific
technical know-how
– Tools for creativity and
innovation
• mind-mapping
• Brainstorming
• …
AG 12
Performance
• HR together with top management, has the key role in creating and
maintaining a High Performance Organisation
• Engaging people’s hearts and minds to deliver profitable growth.
• Establishing stage-gate processes for innovation
– allow new ideas to be assessed and tested
– Ensure that less-profitable or less relevant innovation projects can be
stopped before the investment in them becomes potentially unprofitable.
The Innovation Process
IDEA
GENERATION
DISCOVERY
DEVELO
PMENT
FEASIBILTY
TESTING
LAUNCH
AG 13
Improving your innovation potential
Performance
Branding
Training
Innovation
Potential
Talent
architecture
Organisation
Culture
Metrics
AG 14
Case study: the Innovation process
at Manpower
allows local innovations and global leverage when relevant
Country’s
process
innovation
efficiency and
effectiveness
Country’s
market
services
innovation
Global vs.
local
innovation
validation
Confirmed
Global
projects
Corporate
Centers teams
innovation for
new activities
Source: Manpower
AG 15
Networking as a competitive
advantage
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Most of today’s innovation happens in Teams
Joint projects business – academia
Knowledge management
Managing Networks inside and outside companies
Working with start-ups
Corporate venturing
Transferring ideas from scientific research into business
Focus on skills, technology and processes that build
collaboration: communicating, sharing information,
organising, co-ordinating
AG 16
Appendix
AG 17
The HRM Paradigm Shift
• HR practitioners, in making the change to business
leaders, need to shift their focus from just ‘managing
resources & processes & transactional efficiencies’
towards defining & managing the framework for a
high performance organization
AG 18
The Challenge for HRM
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Resourcing Talent
Achieving High Performance
Talent Development
Creating a Quality Work environment
Recognition, Reward, Remuneration
Benchmarking
…
• Key to success in this transformation are:
– Ensuring a coordinated and integrated HR service
offer, from candidate attraction to separation
– Aligning people with strategy
AG 19
The world of employment is
changing
• The war for talent is accelerating
• Retention and Development are critical
• Re-skilling is a key challenge as low level skill
structural unemployment is emerging
• Workforces are more and more mobile
• Individuals have new life style expectations :
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more innovation
creative thinking
less hierarchy
new employment models
• Leading corporations must embrace the wave of
change
AG 20
• Evaluation and planning of needs for
• Perms
• Temps
• Consultants
• Attraction & Selection
• Mobilization of attraction assets
• e.g.Company Culture
• e.g.Salary & Package
• e.g Brand
• Performance assessment
• Technical assessment
• Separation and Outplacement
SORT OUT
AND SEPARATE
• Compensation
• Incentives
• Rewards
(tangible / intangible)
ATTRACT
EMPLOYEES
RETAIN
TALENT
Peoplebased
strategies
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DEVELOP
Assessment
Career Development
TALENT
Transfer
HiPo pool management
• Induction Training
• Perms
• Temps
• Consultants
• On site management for temps
INSERT IN• Perms + temps co-productivity
management
ORGANISATION
• Employee + consultants teams
co-productivity management
HR
OPERATIONS
EXPLOIT
INNOVATION
POTENTIAL
• Enabling innovation
• Reward for innovation
ALIGN
WITH
STRATEGY
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• Labor Relations
management
• Legal management
• HR “back office”
processes (pay,
401k, benefits, etc.)
Definition of needs
Training
Team Building
Motivation
Alignment measurement
AG 21
The Innovation Process
IDEA
GENERATION
DISCOVERY
DEVELO
PMENT
FEASIBILTY
TESTING
LAUNCH
AG 22