Currently viewing the tag: "Innovation and Human Resources"

Skills and conscience of needs

To be successful in the next decade, individuals will need to demonstrate foresight in navigating a rapidly shifting landscape of organizational forms and skill requirements. They will increasingly be called upon to continually reassess the skills they need, and quickly put together the right resources to develop and update these. Workers in the future will need to be adaptable lifelong learners”

And for that, “The safest course is to do nothing against one’s conscience. With this secret, we can enjoy life and have no fear from death. – Voltaire

Be aware may mean that we are in a waking state, that there is a guideline or that I am able to experience. This means that what we call consciousness, exist in me clearly and I have to be vigilant to try things out, and admit myself as part of the ever-changing environment.

In these circumstances the knowledge as something real can exist if inserted at a time. For me it is or was true depending on the time that it had happened. When we experience something, we only have conscience of the experience if it is clear, otherwise, everything seems dark and diffuse or disturb our navigation in rough sea of change.

When awareness decreases on quantity, our ability to transform information into knowledge and applying it in good time is reduced. When our consciousness decreases in qualitative terms, our communication deteriorates and our ability to continually re-evaluate the skills we need and quickly put together the right resources to develop and update decreases as well. Be aware is aware of ourselves.

This “reality” must be extrapolated to the organizations, if our aim is to share knowledge.

Organizations hardly are aware of themselves, i.e. they do not have a thorough and structured knowledge of themselves, as would be desirable.

The conscious organization is one that continually examines in itself the commitment to become as aware as possible. It has the collective will of vigilance, the collective commitment to continuous developments and collective courage to act.

In a conscious organization, any element that it is part gives a warning signal, when any element of their culture is not conscious and the entire organization is prepared to rectify the affected area and make it more conscious.

“Businesses must also be alert to the changing environment and adapt their workforce planning and development strategies to ensure alignment with future skill requirements. Strategic human resource professionals might reconsider traditional methods for identifying critical skills, as well as selecting and developing talent. Considering the disruptions likely to reshape the future will enhance businesses’ ability to ensure organizational talent has and continuously renews the skills necessary for the sustainability of business goals. A workforce strategy for sustaining business goals should be one of the most critical outcomes of human resource professionals and should involve collaborating with – Future Work Skills

This is how variances, of possible stroked paths to embrace change and innovation in an organization, are corrected.

Innovation comes, through the application of conscientious information by any element of the Organization, but until get there, they go through fantastic paths, as for example, through the terrain of the Department or person in charge of Human Resources.

Do you want to comment?

The role of Human Resources managers

Gary Hamel said that companies today face three major challenges:

“- A company that can change as fast as change itself, a company where innovation is everyone’s job, and an organization that truly merits and deserves the best contributions that everyone can give every day.”

It seems to be no doubt that learning came to be for life and long gone are the days where qualification meant competence.

For years we learn methodologies in Organizational Behavior and Development and other admirable things about changing processes and behavior of people and groups, but we learn very little about the management of change.

Many questions are still unanswered, or at least without application in real life.

How can we make the change happen at the speed of change itself?

If an organization is, or tends to an environment where change is accompanied by the individual and by groups or project teams, transformations will give not only at the level of people as individuals but also at the level of their interactions.

An organization is a relatively complex system in comparison with the complexity of our nervous system, but complex enough to do that we pay attention to the set of elements linked together and forming a whole where the fundamentals are as a whole and not the sum of each of the individuals.

This uniqueness that organization presents is the result of the interactions and interdependencies of all individuals, whether they are seen at an individual group level, or at the broader level of organization.

These interdependencies are maximized by technologies available today, to converge to the common interest of all who engage in the activity of an organization, whether they are trainees, experts, clients or shareholders.

The technologies are a facilitator of opportunities for participation in the life of the organizations, since the Organization’s environment is welcoming the change. But for that all deserve this opportunity we must also recognize the need of the Organization to receive the best of all.

How can we make people participate actively and daily in change?

When an organization assumes not only as his mission (described and writing), but also as his purpose of action, that innovation is a part of all, the Organization begins to face a new challenge.

Managing change means to understand the diversity and face in each obstacle a chance to solve problems through creativity and innovation.

When it is said that innovation is a part of all it is said that Human Resources managers also have their role to play.

Human Resources managers cannot remain as recruiters of best resources. They must become builders of best teams and the best organizations and this makes sure throwing challenges to management and employees towards all participate actively in the change of mentality.

I think this is to make the company deserves the best contribution of all its employees.

A change in mindset, which passes by the release of the potential of each one and it is not confined to the operation of competences suggested at the time of the last evaluation.

It is a change that goes through creativity and experimentation as well as by the capacity of risk acceptance and the assumption of responsibility but which leads to a life of constant innovation.

It is the innovation that is the search for reconciliation of the needs of those who produce and those who consume it. Who produces, i.e. all employees of a company without exception, needs to identify with their work and to free the creative energy that has inside them. Who consumes or uses needs to solve problems or create prosperity for them and others around.

The innovation that is also the assignment of meaning to a life of work be it short or long duration, meaning that it will embed in the result of the work. The feeling that the energy spent will be part of the life of another person is comforting. The feeling of anyone who uses or consumes is shared when the work is praised and become visible.

Innovation is also the opening for some of the organizations to the appreciation of the work done as a way to extend the capabilities of the collaborators to the ecosystems to which the products and services are delivered.

“If you want the people you work with to do extraordinary things, you really have to understand what they value. I’m trying to get people to remain confident in their creative ability. In order for them to have that kind of creativity, you have to be very transparent. Understand them and involve them in the decisions being made. Even if the decision goes the wrong way, they still were there and saw how we decided to do this and so they’re behind it. The worst thing you can do to a creative person is have commands come down from the top so they don’t see their role and don’t see the trade offs. If they see the trade offs, they’ll get behind it and just use that as constraints for doing their job” – Tom kelly

I think this is possible! Do you?