In the last few weeks, I have been following with interest the exciting posts about the hunt for the innovative employee of the future here on this thinking in business.
There seems to be a common understanding that the educational institutions bear a great responsibility in relation to motivating the students to link their education to the needs of the business community and the competencies that are in demand here early in the course.
A professionalized study guide, more opportunities for collaboration between the student and the business community, and a spread of mentoring schemes between students and individuals in the business community.
The latter an initiative that I would encourage both universities and academic organizations to consider further – are among the proposals here are mentioned as tools to strengthen the educational institutions’ contribution to the creation of the innovative employee.
Others point to the central responsibility of the workplace in relation to providing the framework that is a prerequisite for the innovative employee to be attracted and – in the long run – retained.
Involvement in the decision-making processes and trust between employee and management are among the factors highlighted here. In addition, the workplace profile and values. Black numbers on the bottom line and good pay conditions are an advantage in this context, but far from sufficient.
It is difficult to disagree with many views and good suggestions. But I miss a discussion of who – or what – the innovative employee really is?
Is the innovative employee equal to the employee who is able to create new products and services? Is it the employee who gets something out of hand in a hurry (read: effective)? Is it the employee who is strong in processes and manages to bring ideas into reality?
Is it the employee who manages to act independently and take responsibility on their own? Is it the employee who, through strong social intelligence, manages to release energy in the workplace by contributing positively to its unity and atmosphere?
Who sees companies as an innovative employee – and how does the innovative employee perceive himself?
Hjalte Højsgaard has in previous thinking here on Professional competence or innovation competence? touched on this discussion by raising the question of whether one can at all link the concept of innovation to an individual in the form of employees and students or whether it is not in fact a concept that only makes sense in relation to the company and its processes.
I believe that the innovative employee exists – both as a concept and in reality. But I am still very unclear about what competencies the person possesses and (therefore) what conditions must be present for these to thrive and be strengthened.
No matter how abstract a discussion of this question has the potential to become (probably a lot), it must be necessary before it makes sense to jump ahead and ask what it takes to attract and retain the person.
