This document discusses workplace innovation and its benefits. It defines workplace innovation as new interventions in work organization, human resource management, work relations, and technologies that are developed through interaction between stakeholders within and outside an organization. Research shows that workplace innovation can simultaneously improve organizational performance and quality of work life. National programs and social partners can help promote workplace innovation in more countries. The EUWIN network was created to bring together groups interested in innovation, productivity, HRM, and occupational safety to build alliances and change policies around workplace innovation.
The impact of technological change on the content of jobs and accompanying skills is a central topic across disciplines. To date, ample research has directly linked the technological change to shifts in skills use; however, organisational change is rarely considered as an influencing factor. Based on a panel survey, this paper uses a Luhmannian approach to understand the relationship between technological change and organisational context. This theory is tested quantitatively and shows the importance of considering the working environment's nature when studying skills changes. The results show small effects by the technological change on changing skills use but larger effects by changes in the working environment. Recommendations for future research and practical implications are discussed.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
The impact of technological change on the content of jobs and accompanying skills is a central topic across disciplines. To date, ample research has directly linked the technological change to shifts in skills use; however, organisational change is rarely considered as an influencing factor. Based on a panel survey, this paper uses a Luhmannian approach to understand the relationship between technological change and organisational context. This theory is tested quantitatively and shows the importance of considering the working environment's nature when studying skills changes. The results show small effects by the technological change on changing skills use but larger effects by changes in the working environment. Recommendations for future research and practical implications are discussed.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Paul Gentle is Director of Programmes at the Leadership Foundation.
Paul's presentation will explore the characteristics of working cultures which develop and promote innovation, and the extent to which such cultures are changing in the higher education sector.
Design Thinking empowers you to become a creative catalyst with a systemic approach to innovation in the workplace. Whether you work in engineering, business, healthcare, education, or a nonprofit, this hands-on short workshop in the core principles of design thinking and leadership will help you solve your business challenges. This short workshop also brings Insights from Darden’s world-renowned faculty and incorporating cutting-edge insight to drive innovation, this is designed to give you basic insights on leadership tools to broaden and deepen your work and to trigger you the how-to of design thinking
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
In a time of growing health expenditures and inefficiencies, ageing populations, rise of chronic diseases, co-morbity and technical evolutions, there is a worldwide quest for performant, innovative and sustainable health systems that are, a.o. effective and cost efficient, patient-centric, integrated and co-creative and able to deal with the growing society dynamics.
Effectively implementing strategic initiatives that tackle the aforementioned challenges or dissolve existing problems appears a frightening task since the majority of the implementations fail.
Current approaches and frameworks addressing organizational changes are fragmented, heterogeneous and mostly descriptive. In this study, we aim to design and develop a more prescriptive, holistic and integrated approach.
Paul Gentle is Director of Programmes at the Leadership Foundation.
Paul's presentation will explore the characteristics of working cultures which develop and promote innovation, and the extent to which such cultures are changing in the higher education sector.
Design Thinking empowers you to become a creative catalyst with a systemic approach to innovation in the workplace. Whether you work in engineering, business, healthcare, education, or a nonprofit, this hands-on short workshop in the core principles of design thinking and leadership will help you solve your business challenges. This short workshop also brings Insights from Darden’s world-renowned faculty and incorporating cutting-edge insight to drive innovation, this is designed to give you basic insights on leadership tools to broaden and deepen your work and to trigger you the how-to of design thinking
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
In a time of growing health expenditures and inefficiencies, ageing populations, rise of chronic diseases, co-morbity and technical evolutions, there is a worldwide quest for performant, innovative and sustainable health systems that are, a.o. effective and cost efficient, patient-centric, integrated and co-creative and able to deal with the growing society dynamics.
Effectively implementing strategic initiatives that tackle the aforementioned challenges or dissolve existing problems appears a frightening task since the majority of the implementations fail.
Current approaches and frameworks addressing organizational changes are fragmented, heterogeneous and mostly descriptive. In this study, we aim to design and develop a more prescriptive, holistic and integrated approach.
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
European workplace innovation: from theory to practice - Peter OeijPeter Oeij
Day-after discussion with Korean experts about workplace innovation, 22 November 2019 (see Global Forum on Jobs and Policies: New Jobs Strategy for Changing World of Work, Seoul (South Korea), organised by Korea Labor Institute, 21 November 2019)
Andrea-Rosalinde Hofer: HEInnovate: Supporting Innovation and Entrepreneurshi...CUBCCE Conference
Andrea-Rosalinde HOFER a German national has been working for the OECD since 2003. She led the HEInnovate country reviews in Bulgaria, Ireland, the Netherlands and Hungary, and the OECD’s predecessor work on strengthening university entrepreneurship support in eastern Germany. The aim of HEInnovate – a key long-term partnership initiative by the European Commission and the OECD – is to support policy makers, higher education leaders and other key stakeholders to identify the actions they can take to stimulate entrepreneurship and innovation and to remove the blockages that can exist at the institutional level and the national higher education system, based on data, analysis and international comparison. To enhance the practical application of the HEInnovate guiding framework, a free online self-assessment tool (www.heinnovate.eu) was designed for HEIs to organise a strategic debate with key stakeholders around entrepreneurship and innovation, using a digital platform (http://www.HEInnovate.eu). The tool is available in 23 languages and currently used by more than 800 HEIs around the world.
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
Presentation by Frank Pot during the Labour Market Obervatory Hearing on "Innovative workplaces as a source of productivity and quality jobs" of 15.12.2010 in the European Economic and Social Committee
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
2. IndustriAll: Manifesto April 2014
• “Stronger coordination of social and employment policies,
e.g. by means of the exchange of good practices, setting
common objectives and undertaking joint actions. This
could be achieved, for example, by initiating programmes
for workplace innovation and benchmarking good practices
of companies that improve their productivity and their
innovative capabilities by using the talents of their staff and
by collaborating with other companies and knowledge
centres.” (p. 8; see also pages 9 and 15)
• Unions also use:
– ‘Social innovation of work and employment’ (NL, BE)
– ‘Employee driven innovation’ (DK) and
– ‘Better, not cheaper’ (GE)
2
3. 3
Definitions
• Workplace innovations are new and combined interventions
in work organisation, human resource management, work
relations and supportive technologies.
• Workplace innovation
• is a process of productive reflection as part of everyday
working life,
• derives from interaction between stakeholders within and
outside the organisation,
• builds bridges between the strategic knowledge of the
leadership, the professional and tacit knowledge of frontline
employees and organisational design knowledge of experts,
• Works towards win-win outcomes as a creative
convergence rather than a trade-off
4. Concept workplace innovation used by
• Eurofound, Dublin (2005 – recent EWCS, ECS, cases)
• European Economic and Social Committee (opinion 2011)
• European Commission (since 10 October 2012)
• EU OSHA, Bilbao (since 2012)
• European Parliament (18 December 2013)
• IndustriAll ( Manifesto 2 April 2014)
• English translation of Finnish, Flemish and Dutch
programmes
• National tripartite initiatives in UK and Ireland
• Number of institutes in USA
• Disadvantage: Sometimes associated with individual
workplaces or with work(ing) environment only.
4
5. 5
Societal relevance workplace innovation
• Competitive economy:
• Global competition and knowledge based economy
development of competences and skills needed
• Future decreasing workforce increasing labour
productivity needed
• General values
• Democratic and prosperous society, societal wellbeing,
good work
• Economic model based on the ‘high road’
• ‘National’ programmes in Finland, Germany, Belgium, the
Netherlands, Norway, UK, Ireland, Sweden
6. Organisational relevance of workplace
innovation
• Workplace Innovation claims simultaneous improvement of
organisational performance (in particular productivity and
innovation capabilities) and quality of working life (learning
opportunities, wellbeing, stress prevention).
• Making new technology work through innovative work
organisation
• Workplace innovation explains a larger part of innovation
success than technological innovation does
• These claims are supported by a number of theories and
research projects Unfortunately there is no time today to
refer to those. The next slides give an impression.
6
7. 7
Overlap of OSH and workplace innovation
Workplace
innovation
Health Wellbeing Performance
Work
organisation
HRM
Employment
relationship
Ergonomics
Working
times
Job autonomy
Employability
Involvement
Comfort
Work-life-
balance
8. 8
Empirical evidence: Best and poorest performers on
both dimensions in Finland (409 self assessments)
Poorest group
31 projects
top-down
interventions
Best group
152 projects
participation
internal collaboration
Performance
+
-
Source: Ramstad, 2009
Quality of working life
+ -
9. ECS Establishment uses regular meetings between employees and
immediate manager to involve employees in how work is organised,
management answers:
9
10. Involved in improvement work organisation or
work processes? EWCS 2010, employee’s
answers
10
11. Core theories to support WPI-claims
• Job demands-control-support model (Karasek): active jobs,
high strain jobs; mainly on individual task level
• Modern Sociotechnology (De Sitter), included JDC-model in
1981.. From complex organisations with simple jobs to
simple organisations with complex jobs. Internal control
capacity (individual task level) and external control capacity
(department/organisation level)
• Single loop learning (autonomy on individual task level) and
double loop learning (participation on
department/organisation level) (Argyris & Schön)
• Action regulation theory (Hacker, Volpert): sequentially and
hierarchically complete jobs; mainly on individual task level
• Democratic dialogue (Gustavsen) 11
12. • Commissioned by DG Enterprise and Industry for 2013 – 2015/2016
• International Consortium, coordination Netherlands Organization for
Applied Scientific Research TNO
• 6 regional events (Linköping; London; Aveiro; Rouen 6 November),
plus 2 major events (Sofia 29 September 2014; Leuven 2015), Trade
Unions Event Copenhagen April 2014 and workshops/sessions at
other conferences (ILERA/Amsterdam, Wellbeing at
Work/Copenhagen; Bounderies of Work/Wroclaw 15 Nov 2014, etc.
• Networks coming together (innovation, productivity, HRM,
occupational safety and health), practitioners, researchers
• Building alliances social partners, governments, researchers
• Story telling through videos, site visits, workshops, masterclasses
EUWIN: changing the political agenda
13. › Six regions:
› Denmark, Sweden, Germany, Finland, Norway
› France, Spain, Italy, Portugal, Belgium (Wallonia)
› Austria, Hungary, Slovenia, Croatia, Czech Republic, Slovakia
› Bulgaria, Romania, Greece, Former Yugoslav Republics, Turkey
› UK, Ireland, Netherlands, Belgium (Flanders)
› Lithuania, Poland, Latvia, Estonia
› Partners: TNO (NL), UKWON (UK), ARC Consulting (BG), KSU (LT), KUL (BE),
Flanders Synergy (BE), PT-DLR (DE), ZSI (AT)
› Associate partners: TEKES (FI), ANACT (FR), Syntens (NL), ISSK-BAS (BG),
IRES-ER (IT), SFS TU Dortmund (DE)
› Project Board: Steven Dhondt (coordinator, TNO), Peter Totterdill (UKWON)
EUWIN: changing the political agenda
14. Work organisation
• Job autonomy
• Self-managed teams
• Integration of technology
• Flexible working
Structure and systems
• Reducing organisational walls
and ceilings
• Supporting employee initiative
• Fairness and equality
• Trust
Workplace partnership
• Dialogue
• Representative participation
• Involvement in change
• Openness and communication
• Integrating tacit and strategic
knowledge
relations
Customer focus
Employee
engagement
Enabling culture
Resilience
Positive
employment
relations
HIGH
PERFORMANCE
GOOD WORK
SUSTAINABLE
ORGANISATION
S
WORKPLACE
INNOVATION
THE FIFTH
ELEMENT
Learning and reflection
• Continuous improvement
• High involvement innovation
• Learning and development
• Shared knowledge and experience
15. Discussion
• Concept ‘workplace innovation’ has gained policy profile.
• Core characteristic: direct employee participation reflecting
combined interventions in work organisation, HRM, work
relations and supportive technologies
• All research shows wide variety of better performance
• Quality jobs contribute to competitiveness through higher
productivity and innovation capability. Win-win outcomes as
a creative convergence rather than a trade-off
• Research on organisational level focusses more on
performance than on QWL, which is mostly investigated on
individual level
• National programmes can be supportive and could start in
more member states; social partners should be leading,
governments and research institutes supporting
15
17. Join the network
• If you want to join EUWIN, if you want to become an
ambassador, register
• At http://portal.ukwon.eu/
• Trade Union Group: http://portal.ukwon.eu/trade-
unions
• For more information on DG Enterprise’s activities,
visit the website at
• http://ec.europa.eu/growth/industry/innovation/policy
/workplace/index_en.htm 17