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How HR can Drive & Support - Organizational Innovation · The Business of Alignment - Powered by The E1B2 Collective

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  So I think supporting organizational Innovation is
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  must a necessity. Something a lot of leaders
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  practitioners and organizations simply just don't get now.
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  I think we all can assume or imagine or understand why it's a
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  must a necessity. I think we're realizing what
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  we're seeing between let's call it 2019 and 2020 3 is that so
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  much can happen in a short period of time where
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  organizations have to remain have to keep ability of being a
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  job. Being supportive to change
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  adaptive, to change resilient to change supportive of change,
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  supportive of innovation. And I think having leaders
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  inside the company that are stale, or, or stuck in their
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  ways doesn't doesn't, doesn't mode.
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  Well, and doesn't go well. Doing moments in times like
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  this, and I don't think it's stopping.
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  I think there are many reasons of why the last 5 to 10 years,
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  has been up and down, lots of changes.
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  Lots of complexities and just many reasons why, again, whether
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  we're talking about the culture changes, whether we're talking
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  about the racial Wars that were having whether we're talking
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  about the demon, your changes and issues that we're having,
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  where, I think the intelligence factors are starting to shift a
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  bit weird, what you need to know and how you You need to learn to
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  be able to put yourself in a position to have a great job to
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  have a great career, is starting to change the political
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  landscape is changing. There's a lot of things
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  changing, where organizations, have to put Innovation at the
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  top of their priority list. So how does HR have anything to
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  do with this? Right?
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  How does this all work? I think the very first step is
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  to build processes that can reinforce Innovation straight
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  up. Now, what does that mean?
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  I think when you want to reinforce and have processes
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  that reinforces The vision you have to have a true operational
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  fabric. We're whether it's once a month,
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  once a quarter twice a year once a year, every single employee
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  from the top to the very bottom of the organization understands
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  that it is a mandated expectation that they're
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  constantly proactively thinking about how they can improve what
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  they do, internally how they can think outside the box, how they
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  can bring a new idea, a new tweak, a new pivot, a new moment
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  to make with there. Doing more productive, faster,
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  more efficient, and just inevitably better.
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  I think having that as part of a GD, an expectation, something
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  that employers would be measured against something that's
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  incredibly important. I think hiring for folks that
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  have Innovation and have new ideas and have curiosity at
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  their core is something that needs to be met easily be put in
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  place. I think, at the end of the day,
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  it's incredibly important to make sure that the process has
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  the Innovation, the the Little Fabrics of who you have in place
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  that can support. That is incredibly important and
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  removing folks that are not on board or not, excited about
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  Innovation, I'm not excited about coming up with new ideas.
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  So a very core processing to make it very simple and clear
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  and granular is to have a simple month to month year to year by
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  month. Whatever it's going to be.
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  It's a moment we are everyone on the team is coming up with new
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  ideas of how they can improve what they do personally.
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  Lee how the department and operations move overall or in
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  organizationally. Right.
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  I think the second thing you want to think about is hiring
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  for Innovation and building at internal capabilities, I just
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  spoke about that kind of in the first tip but I'll expand a bit
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  more. I think there are so many tools
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  out here that can really analyze and assess, who was the most
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  curious, who has the most ideas, who is excited about, bringing
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  those ideas to the table. No I think one very simple way
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  without investing in big tools of AI and all these other things
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  that are incredibly expensive at times, one simple thing is
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  during the interview process, try to judge and assess and
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  analyze by the questions you ask, who is actually in a state
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  of the career. In a point in time in their
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  career where they're excited to present new ideas, they're
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  excited to tackle New Frontiers. I think coming at that
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  conversation and I'm peeling and bacon that out at a real raw
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  authentic levels. Important to let me give you a
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  break practical example, I know right now, my wife is looking
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  for a new job. My wife naturally in her core
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  and definitely based off of the time period of her life.
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  With a lot of things that are happening outside, the
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  workplace, I know, coming up with new systems processes,
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  innovation ideas and something and it's not not not only, not
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  natural to her but not an interest or desire for her.
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  So if an organization is trying to hire an executive assistant,
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  that's going to break the mold, adjust pivot and readjust things
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  or bring Innovation to the work to make the More productive,
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  more efficient, whatever the case is going to be, that may
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  not be in, my wife's will house at the moment.
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  Thus, they may not be, she may not be an overall fit with that
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  brand. Doesn't mean that she's not a
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  great employee. Doesn't mean she's not able to
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  provide value to an organization.
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  That just means she's not a good fit for the organization once
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  which is, which is innovation, which is change.
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  And I think being able to ask and unpeel and unpack, some of
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  those questions during the interview process is incredibly
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  important. So going to her directly through
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  it with in that interview and providing examples and nuances
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  of moments and we're you need this role to break and tweak and
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  change things. And just looking at her body
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  language analyzing the way she reacts and responds.
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  And then bluntly asking is this something that you're excited
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  about right now at this stage in your career?
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  And whatever the answer is is great, but the fact that you're
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  asking the big bold question and analyzing that and setting
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  expectations from the get is incredibly important.
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  For the third thing is to find a rewards and recognition I think
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  if we want employees to be highly Innovative, and how the
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  thoughtful, about how they can break tweak and adjust things, I
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  think we need to reward them for that effort, that may look like
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  rewarding them for a bonus structure promotion.
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  New title allow them to tap into different projects and things
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  that are a little bit more geared towards their passions
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  and interest. But I think building out of
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  rewards and recognition program that are fueled by how much
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  which the employee is driving and bringing Innovation to the
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  table and rewarding them for. That is incredibly important.
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  I'll give you one way that I used to talk about often.
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  I have and I will continue to reward clap for pat on the back.
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  Maybe even provide a bonus, little extra cash on top of that
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  weekly, or bi-weekly check for those that had the greatest
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  ideas that fail. I want to reward those that are
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  bold enough that are that are that are that have enough ego?
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  Because that's another thing. You need a slight, I talked
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  about this actually, I should have, you need a slight level of
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  ego to be able to have the the confidence, the hutzpah to be
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  able to bring up new ideas. And I think if you reward like
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  congratulate say, they thank you.
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  Andrew. Thank you, Derrick for that, new
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  idea for that presentation for thinking through this, over the
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  last six seven, eight days. We're not going Is this, it's
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  not clear enough, it's not thoughtful enough, it's not,
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  it's not enough of a great partnership with what we're
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  trying to do, but I will say thank you for putting in the
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  effort, there are nuances and things that we can extract that
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  we can build upon to make a little bit more better, make it
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  better, make a little bit better, make a little bit more
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  of a fit for us. But at least we warning that
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  individual for that, not pushing them down, not making them feel
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  like it was a bad idea for them to bring up the guy two years.
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  And I'm making them feel like since the idea is Isn't
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  something we're going to put in place that it was a waste of the
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  time. No.
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  Congratulate them for spending that time.
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  Just always something you can extract from that focusing on
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  diversity and inclusion can help organizational Innovation at
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  scale. This is something a lot of
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  organizations is simply Miss hiring people that have a very
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  different way of attacking, similar problems will drive
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  Innovation Point Blank period end of discussion.
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  For instance, with some of my new Endeavors with top employer.
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  Right now, I'm looking at a few elements of the product and
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  since I come from a completely different, background of each
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  are completely different background a business.
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  I'm looking at a few gaps that can potentially increase
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  Revenue, adjust the product. Make it a little bit more more
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  familiar for the states. I'm just looking at different
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  things from a way that will really drive high levels of
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  productivity potential additional Revenue.
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  Because of my diverse background, I have a completely
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  different way of looking at it. I think inclusion is, well, I
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  think I think there are there's a certain percentage of
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  employees across teams that actually have the ability to
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  drive new ideas, but they don't feel safe enough to share the
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  new ideas because they've seen their counterparts and their
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  fellow employees. Get scrutinized for those same
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  new ideas in those moments, so kind of similar to the rewards
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  and recognition adjusting the the best practices in the
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  operational, Fabrics of your company from a Communications
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  perspective, And saying, look, I know in the past, we may have
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  scrutinized to push down those represented, new ideas, good,
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  bad or indifferent. But there's a new sheriff in
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  town. There's a new way that we're
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  trying to do things here from an HR perspective.
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  We're trying to support organizational Innovation and so
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  we will be a fool to not appreciate.
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  Not make you feel comfortable to share those new ideas.
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  There's no dumb ideas. Here there's no stupid
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  statements. And we want to understand what
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  that looks like. So kind of going back to acts
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  number to building an internal capabilities, hold the fireside
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  chat. Hold an internal like pitching
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  and competition where there's reward or moment in place where
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  folks can present and put decks together and really push for new
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  ideas. Work with the HR work with the
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  recruiting teams and hire someone that doesn't necessarily
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  fit the JD perfectly but bring them in.
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  Anyway, Making sure with your recruiting efforts you're not
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  just going after folks with the exact five years of background
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  and this particular industry with this particular amount of
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  success. Look for some transferable
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  skills. Be open-minded.
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  May indeed that of your recruiters, make sure that
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  you're judging and analyzing that.
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  So we have Recruiters in your team, make sure.
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  Hey, look, I need to quantify me be able to quantify that 35% of
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  those that are in this pipeline coming from completely different
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  background. And I'm not just talking Talking
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  about gender or race. I'm talking about skills, I'm
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  talking about competencies. I'm talking about rolls, I'm
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  talking about experiences. Finally, promote collaboration.
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  Any time there's a new team inside of an organization that
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  comes up with a new idea that actually works or there are
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  nuances of what you that new idea was and is that you
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  extracted and put in place promoting promoted through your
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  internal communication channels promoted.
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  Via your website promoted via your slack Channel conversations
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  your Microsoft team conversations, your emails,
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  promoted congratulated, put energy behind it, If you want to
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  start, I've often talked about how organizations just started
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  internal podcast for their their employees to tune in and listen
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  to promote it there as well. Make sure everyone knows how
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  much you are grateful as an organization and how much you're
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  supporting the fact that people are thinking outside the box and
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  trying to push the envelope from an innovation perspective.
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  So these are just a few thoughts that I have personally as it
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  pertains to how HR can support organizational innovation.
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  As always just a few thoughts, just a few perspectives.
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  We'll talk soon. As always just a few thoughts,
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  just a few perspectives. We'll talk soon.