This document discusses how human resources can promote innovation and creativity in organizations. It provides examples of how some companies have successfully fostered innovation through their HR practices, such as giving employees flexibility, training them in creative techniques, and rewarding innovative ideas. The document also identifies some common barriers to innovation, such as lack of time and failure to tolerate mistakes. Overall, it advocates that HR can help organizations become more innovative by developing the right culture, processes, and skills that encourage creative thinking and new ideas.

1. Driving Innovation & Creativity through Human Resourcesby Fluid June 2010Page TBC

2. Page TBCContentsTBC

3. Page TBCIntroduction to Fluid

4. Page TBCIntroduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:- Attraction & Selection- Retention- Remuneration & Reward - Outplacement- Training & HR consultancy

5. Page TBCInnovation and creativity for HR-according to Fluid

6. Page TBCInnovation and creativity for HR-according to Fluid Employer branding

7. Engagement and empowerment

8. Flexible working

9. Learning & development and coaching/mentoring

10. Performance management and appraisals

11. Retention

12. Reward

13. Social networking

14. Young peoplePage TBCHow HR can unlock the potential of global innovation

15. Page TBCHow HR can unlock the potential of global innovation Make the case for global innovation

16. Extend your skills audit to include knowledge and relationships

17. Set up a new type of cross functional team

18. Match team location with the task

19. Focus on international career paths

20. Adjust performance measures to encourage ‘thinking local, acting global’Page TBC‘Blue ocean strategy’

21. Page TBC‘Blue ocean strategy’ Red oceans and blue oceans

22. Value innovation

23. Pure product or service innovation

24. Preparing managers for work in the knowledge economy

25. Aligning value, profit and people propositions

26. Building a culture capable of ongoing change

27. Mutually reinforcing elements that define fair processPage TBCCase study 1-Procter & Gamble

28. Page TBCCase study 1-Procter & Gamble Sleep pods

29. Free makeovers

30. Product samples

31. Assignment of two to four years

32. Idea of safe failure

33. Reward with a sabbaticalPage TBCBlocks to creativity

34. Page TBCBlocks to creativity Shortage of time

35. Historical power bases

36. Intolerance of failure

37. What can managers doPage TBCManaging the innovators

38. Page TBCManaging the innovators Features of the most innovative organisations

39. Steps to find the right balance between fostering innovation putting creativity into practice Page TBCUndertaking an innovation health check

40. Page TBCUndertaking an innovation health check Strategy

41. Processes

42. Goals/measurement

43. Human capabilities

44. Information and knowledge management

45. Structure and roles

46. Culture

47. Issue resolution

48. LeadershipPage TBCCase study 2-ITV

49. Page TBCITV Imagine

50. Commitment from the senior team to introduce an innovation model

51. Know your organisation

52. Think about how the current design and culture inhibits or allows an easy process flow for innovation

53. Do you have a creativity and innovation strategy in your L & D function? Should you create one? Do you train people to generate ideas?

54. Instill a culture of creativity, learning and innovationCase study 2-ITV

55. Page TBCWays to increase the pre-conditions for creativity and innovation

56. Page TBCWays to increase the pre-conditions for creativity and innovation Attend

57. Intend