Today's business environment is more powerful and complex than ever before, and urges companies to adapt rapidly to increased competition, rising consumer demands, new technologies, all diversities and pressures of the global economy. In order to be competitive and expand their business, leaders will find new ways of analyzing their agencies from competition, analyzing new methods and products, and utilizing their comprehensive resources under their control in a more strategic way. An important focus on innovation has emerged as a necessary policy used by leaders and managers looking for opportunities to create sustainable competitive advantage for their organization (Ceylon, 2013; De Tienne & Mallette, 2012; Sharifirad & Ataei, 2012).
"It is widely acknowledged that companies can create competitive advantage from human resources and human resources practices" (Pablos & Lytras, 2008, p. 49). For human resources managers to maximize their strategic impact, they must be aware of their potential impact and intentionally apply HR management issues to motivate creativity and innovation to mobilize the human capital of the company to actively participate in those organizations & # 39 ; strategic goals and goals against competitive advantage.
Consider the following HR management practices and how they could be indebted to encourage innovation:
ACTIVITY – When HR managers search for open positions, they can intentionally seek a wide range of candidates. Where publicity is published and advertised can affect who see them and applications, it is necessary to replace the post on the company's website in order to avoid accidentality. Furthermore, the language used in a business letter should clearly state the relevance of diversity. Obviously motivating candidates with unconventional backgrounds and training to apply can set the recruitment manager to get a varied variety of qualified candidates to make the final choice.
CHOOSE – Hiring people with choices for candidates who demonstrate talent for creative thinking and solving problems can go a long way towards encouraging innovation. It's much easier to encourage someone to change to try new ways to do things, analyze new products and services, and actively participate in responding to customers. In selecting new appointments, HR managers should select candidates who show both the ability to do work and attitudes and ability to change and solve problems.
Training – Skills can be taught, so having a strong plan to train new hiring with the right mindset to affect their jobs is important. Offer ongoing training that deals with industry changes, develops best practice, introduces new technology, enhances innovation expectations.
PRODUCTION – Employees must be safe to test new things without fear of punishing if innovation is expected. Developing a comprehensive performance management system that rewards learning that comes from small mistakes and also rewards employees for effective innovations is essential. Giving employees time and breadth to step outside their work programs, linking to other jobs within the organization, and learning new skills and knowledge can create opportunities to expand their perspective and open doors for creative ideas.
There are a lot of arrows in oppression HR Managing Director strives to encourage innovation. Some of these may be influenced by anyone appointed to make sure that as new people into the organization, they have the skills and attitudes for creativity and change. By using the HR group to determine which training is offered, they can provide funding to ensure that new employees are well-prepared to fulfill their successful tasks and also to position them to think about their superior positions. Finally, rewarding new success, but not punishing mistakes made by trying new things in the performance management process. When an approach is intended, HR can greatly influence organizations that encourage new findings.
Ceylan, C. (2013). Commitments based on HR habits, different types of innovation and innovation. International Journal of Human Resource Management, 24 (1), 208-226.
The Tienne, D., & Mallette, P. (2012). Antecedents and results of innovation companies. International Journal of Business and Management, 7 (18).
Pablos, P., & Lytras, M. (2008). Competence and human resource management: Impact of structural competitive advantage. Journal of Knowledge Management, 12 (6), 48-55.
Sharifirad, M., & Ataei, V. (2012). Planning and innovation: explore relationships between buildings. Leadership & Organization Development Journal, 33 (5), 494-517.