Creativity and innovation: key drivers for success

HR Magazine, May, 2007 by Susan Meisinger

For many years, technology has supplanted people in the performance of many routine jobs and has increasingly assumed prominence in more sophisticated processes. The universal availability of inexpensive technology has created a highly competitive global marketplace and fueled the growth of robust, knowledge-based economies in developing countries, with India and China as the prime examples. Developed countries such as the United States can no longer claim a competitive advantage based on exclusive access to advanced technology and a well-trained workforce.

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As the global playing field becomes increasingly level, many business forecasters are predicting that workforce creativity and innovation will be the most important factors in establishing and maintaining a competitive advantage. Logic, linear thinking and rule-based analysis--functions located in the left side of the human brain--will remain important, but are no longer sufficient to succeed in the global economy. Many experts, such as author Daniel Pink (a keynote speaker at the Society for Human Resource Management's 2007 Annual Conference and Exposition), believe that, to succeed, organizations must place greater emphasis on right-brain functions: artistic, big-picture thinking and the ability to put things in context.

These concepts create a fundamental challenge for HR professionals. The recruiting and retention of highly talented workers has long been a cornerstone of strategic human capital management. However, some leaders in the study of creativity are challenging the assumption that individual creativity is solely a question of talent and are looking at how the environment influences creative outputs.

With creativity and innovation considered such critical factors in organizational success, HR professionals must develop strategies to enhance the creative environment of the workplace. HR professionals will need to take into account a number of factors, including the best ways to identify creative tendencies, team vs. individual creativity, employee motivation and training.

Management practices that support creative and innovative thinking will undoubtedly be more challenging than managing task-oriented, routine jobs. However, they may ultimately prove to be more rewarding for HR professionals because they produce an environment where creativity thrives and leads to greater employee engagement, motivation and productivity. Not incidentally, they also highlight the importance of effective human capital management.

Creativity has traditionally been viewed as the gift of a small number of talented people. The concept that groups and organizations can function creatively reflects the growing importance of creativity as a driver of innovation and organizational success. HR has a critical role in establishing an environment that communicates organizational values and creates management practices that respect and support the unique skills and creative potential of every individual. To fulfill this role, HR professionals will have to call upon their own creative and innovative abilities.