Many companies want to establish a culture of innovation – one that will encourage flexibility, creativity and support risk-taking. The benefit? Breakthrough products, a superior customer experience and an agile response to market challenges. The most effective innovation strategies focus on people and talent management practices – including that of succession planning and talent mobility – placing HR in a unique position to enhance (or hinder) innovative behaviours and practices within an organization.
But what is happening in organizations today, and what is HR’s role – specifically the People and Performance function – in not only supporting, but also driving, a culture of innovation? Via the results of our Global HR Innovation Survey we investigated:
- the effectiveness of current talent management practices in driving and supporting innovation
- how prepared HR is to meet the future talent needs of the business
In this report, we specifically focus on the challenges People and Performance functions are facing in establishing a culture of innovation through their succession planning and talent mobility practices, and their current effectiveness in driving enterprise-wide innovation. We also discuss some of the shortfalls being faced in this area and provide practical advice for how HR professionals can close the gaps.