By Mike Cass

While the word ‘innovation’ sparks curiosity and interest, what does it mean in the world of human resources? When we consider how innovation can drive business results, do we ask ourselves how, as HR practitioners, are we being innovative or at least supporting innovation?

What does being ‘innovative’ really mean to us? I used to believe that the true ‘innovators’ were the ones everyone always talked about: the creative ones. The rest of us would wait for the creative ones to come up with the brilliant ideas and then we would decide if they warrant implementation. The fact is that we all innovators and we all have the creativity in us to bring forward the ideas and implement change that drives improved business results.

It is likely that most businesses today have something in their vision or mission statements reflecting them wanting their business to be ‘innovative’. But how do businesses take what is a statement and turn it into action?

BC HRMA provides a good example of how that comes about; in mandating ‘value, viability and voice’ for our members, wheels were put in motion that continue to inspire innovations. From the grounding of our value offering with the Knowledge and Research function to the HR Metrics Service, along with the creation of an online, members-only community and re-invigoration of HRVoice.org, the innovations have emerged through the efforts of the Board, staff, members and volunteers alike.

The truth is that true innovation is always a collaboration; it is the power of the coalition that will drive a better outcome. There aren’t many of us who do not recognize Steve Jobs as one of the ‘innovators’ of modern times, but he did not produce the Apple products on his own; he has always had a great team behind him to put visionary leadership into practice. The challenge Apple’s board now faces is one to which we can all relate: can innovation be replicated? What is the plan for developing future ‘innovators’? This is where human resource practitioners can provide the environment to identify, to promote and mentor the innovators that are among us.

When you consider your own company and your own work environment, is it set up for success? Are you creating an environment for innovation and creativity in your company – or is the environment like many we see. Are we stifling this type of open environment in our companies?

When you read these articles regarding innovation, I challenge you to view in a different context. Challenge yourself and your company to see what you are doing to create the environment for success in innovation. Moreover, review your processes such as performance management and succession management to ensure they are supporting innovation and creativity.

Mike Cass is the president of BC HRMA.

(PeopleTalk Winter 2011)