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Hr’S Role In Driving Cultures Of Innovation D Magnuson 10 4 2011
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Hr’S Role In Driving Cultures Of Innovation D Magnuson 10 4 2011

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Debby Magnuson\'s presentation on what HR can do to drive innovative cultures

Debby Magnuson\'s presentation on what HR can do to drive innovative cultures

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  • 1. MN SHRM Conference Presentation Debby Magnuson, CPI Twin Cities 1
  • 2.  Best brand of the decade: Best marketer of the decade: Best product of the decade:Source: Ad Week Copyright © 2011 Career Partners International. All rights reserved. 2
  • 3. "Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. Its not about money. Its about the people you have, how youre led, and how much you get it." - Fortune Magazine, Nov. 9, 1998 Copyright © 2011 Career Partners International. All rights reserved. 3
  • 4.  Market dynamics Competitive positioning/differentiation Enhancing performance Customer/stakeholder needs Organizational culture shifts Others from the HR point of view?
  • 5. “Change that creates a new dimensionof performance.” - Peter Drucker Copyright © 2011 Career Partners International. All rights reserved. 5
  • 6. “If I had asked the public what they wanted,they would have said a faster horse.” -Henry Ford Copyright © 2011 Career Partners International. All rights reserved. 6
  • 7.  Asks all job candidates, “Tell me about something you‟ve invented.” “I look for people who believe they can change the world. If you believe the world can change, then it‟s not a stretch to believe you can be a part of it.” On the importance of culture, “Most companies‟ errors are acts of omission instead of acts of commission.” “It‟s very fun to have a culture where Jeff Bezos people are willing to take these leaps. Amazon It‟s the opposite of the „institutional no.‟ it‟s the institutional yes.” Copyright © 2011 Career Partners International. All rights reserved. 7
  • 8. Creativity + Risk Taking = Innovation -Dr. Jacqueline Byrd, CEO Creatrix, Inc. www.creatrix.com (used with permission) Copyright © 2011 Career Partners International. All rights reserved. 8
  • 9.  Our brains like to: ◦ Create repetitive paths ◦ Recognize patterns ◦ Fall into habits (neural pathways or “ruts”) Creativity ◦ Requires pattern breaking, “track jumping”
  • 10.  Well-worn pathways can block taking a new approach. As pathways become more familiar with time and use, it takes more effort (& stress) to jump from one to another.
  • 11.  The essence of creativity is to force the jumps, or notice when they spontaneously happen. Leaders can help or influence others to make those jumps.
  • 12. “Innovation is foremost a commitment of resources to an uncertain future.” -Jeffrey Phillips, Innovate on Purpose blogCase study: hiring the right talent in a global environment We don‟t know what kinds of people will be most successful. We may need folks who think laterally, across lots of tasks, rather than deeply about something narrow. We may need people who are from different backgrounds. To get the best and brightest, pay has to be related to what these people can get in the market, not what seems fair through the lens of the historical business.-Adapted from Forbes Online, Innovation Killers, The Status Quo Police Copyright © 2011 Career Partners International. All rights reserved. 12
  • 13.  Many of the rewards for HR are for doing things right ◦ Legal compliance ◦ Accuracy in pay and benefit practices ◦ Fairness and consistency in policies But doing things right is the enemy of creativity! ◦ Break it if it isn‟t broken ◦ Color outside the lines ◦ “Get messy—make mistakes!” Copyright © 2011 Career Partners International. All rights reserved. 13
  • 14.  The range of comfort with risk- taking is huge across a spectrum from no risk to the true Type T (thrill-seeking) personality. Back to the hiring case study— how can you mitigate the risk? Examples of risks that paid off? Didn‟t pay off? What happens to people in your organization who make mistakes? Copyright © 2011 Career Partners International. All rights reserved. 14
  • 15.  “The way we do things around here.” “The body of learned beliefs, traditions, principles and guides for behavior that are commonly shared among members of a particular group. Culture serves as a road map for both perceiving and interacting with the world.” “The soup in which we live” Copyright © 2011 Career Partners International. All rights reserved. 15
  • 16. ◦ Language◦ Norms (humanly created rules for behavior)◦ Values◦ Beliefs and ideologies◦ Social Collectives (groups, organizations, communities, institutions, classes, societies)◦ Statuses and Roles (slot or position within a group or society)◦ Technology (if and how it is used) Source: Geoffrey Moore Copyright © 2011 Career Partners International. All rights reserved. 16
  • 17. “What people are doing during the work day is what is being rewarded.” -John Austin, Educator, Los Angeles Public Schools“Every system is perfectly designed to the get the results it gets.” -Dr. Paul Batalden Copyright © 2011 Career Partners International. All rights reserved. 17
  • 18.  Work in groups of 4 or 5. Discuss these questions: ◦ What factors in organizational culture build and support innovation? ◦ What kills innovation? ◦ Thinking about your current organization, which of these factors apply? Copyright © 2011 Career Partners International. All rights reserved. 18
  • 19.  “Associational Thinking” Questioning Observing Networking Experimenting-Source: Dyer, Gregersen, & Christensen, The Innovator‟s DNA, 2011.“Enlightened trial and error succeeds over the planning of a lone genius.” -IDEO, shopping cart innovation, 1998 Copyright © 2011 Career Partners International. All rights reserved. 19
  • 20.  Embrace risk, don‟t avoid it Sacrifice existing successes to develop new ones Face the future, don‟t rest in the past Empower product champions Foster internal competition Provide incentives for enterprise- Advanced Institute of Management (AIM), 2009“Trust is the first law of the innovation culture” - Bryan Coffman Copyright © 2011 Career Partners International. All rights reserved. 20
  • 21.  Always be a team player Go through channels Produce—get results Source: Dr. Jacqueline Byrd, Creatrix™ Copyright © 2011 Career Partners International. All rights reserved. 21
  • 22. Recruitment Performance ManagementHiring Coaching & MentoringOn-boarding Developing High Performers 1 2Retention Compensation & BenefitsEngagement Advising Executive TeamTraining & Development Policies & Procedures 3 4 Copyright © 2011 Career Partners International. All rights reserved. 22
  • 23.  Move into groups of 4 people—your group will be assigned to one of the quadrants of HR roles. For each of the issues in your quadrant: 1. What makes innovation challenging? 2. What opportunities are there to innovate? 3. What is HR‟s role in driving innovation in this area? Copyright © 2011 Career Partners International. All rights reserved. 23
  • 24.  Hiring: ◦ Is there room for people who walk to the beat of a different drummer? ◦ Do you encourage managers to hire for innovative traits? Advocacy / Consulting with Executives: ◦ Do you protect and advocate for people who have taken unsuccessful risks? ◦ Can you speak up for long-term goals, even in the face of short-term disappointment? Rewards/Incentives: ◦ Are risk-takers rewarded? ◦ Are there benefits for sharing creative ideas? ◦ What behaviors are rewarded in your comp/incentive system? Copyright © 2011 Career Partners International. All rights reserved. 24
  • 25.  2,700 employee Human Service and Public Health Agency serving a major city & suburbs ROWE program started in April, 2009—1,800 are trained on and doing ROWE Union workforce—have to record hours“…the people who arent doing any work rise to the surface very quickly. When people have these work standards, there is no way to disguise who is not working.” - Deb Truesdell, Mgr., Hennepin Cty Human Services Copyright ©2011 CPI Twin Cities Inc. All rights reserved
  • 26.  Is anybody being asked about their ideas? Do staff know about the need for ideas and innovation? Are people rewarded for their ideas and contributions? Copyright © 2011 Career Partners International. All rights reserved. 26
  • 27. -Richard Branson, founder, Virgin Inc. Copyright © 2011 Career Partners International. All rights reserved. 27
  • 28.  http://www.innovationtools.com/pdf/Building_the_Innovation_Cultu re.pdf www.creatrix.com, Dr. Jacqueline Byrd, CEO. http://www.changeboard.com/content/2600/Six-ways-to-build- an-innovative-corporate-culture/ http://innovateonpurpose.blogspot.com/2007/06/role-of-hr-in- innovation.html http://www.ilr.cornell.edu/cahrs/ http://www.businessweek.com/magazine/content/06_17/b398140 1.htm http://www.forbes.com/sites/adamhartung/2011/05/25/innovation -killers-the-status-quo-police/ The Innovator‟s DNA, Jeff Dyer, Hal Gregersen, Clayton M. Christensen, HBR Press, 2011. Copyright © 2011 Career Partners International. All rights reserved. 28
  • 29. Copyright © 2011 Career PartnersInternational. All rights reserved. 29

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