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1. Creativity and Innovation Management
Human Resources Management
Policies to Support Innovation

2. 2
Sumber daya manusia (human resources) menjadi penentu
terciptanya “sustainibility” sebuah perusahaan. Itulah sebabnya,
sumber daya manusia yang kreatif dan inovatif menjadi sebuah
keharusan. Di sisi lain, kreatif dan inovatif tidaknya sumber daya
manusia sangat bergantung pada gaya kepemimpinan yang
berlaku dalam sebua perusahaan.
Human Resources and Innovation Power
Tidak sedikit penelitian yang berhasil membuktikan tentang
korelasi antara gaya kepemimpinan dengan kuatnya daya inovasi
sumber daya manusia dalam sebuah perusahaan.
Salah salah adalah hasil penelitian Ayu Octavia dan Ika Zenita
Ratnaningsih (Jurnal Empati, Januari 2017, Volume 6 (1), 40-44)
berjudul “Hubungan antara Gaya Kepemimpinan
Transformasional dengan Perilaku Inovatif Karyawan”.

3. 3
Hasil penelitian ini menyimpulkan bahwa ada hubungan positif dan
signifikan antara gaya kepemimpinan transformasional dengan
perilaku inovatif karyawan. Lebih jelasnya, semakin positif gaya
kepemimpinan transformasional atasan, semakin tinggi tingkat
perilaku inovatif karyawan. Penelitian ini juga menunjukkan bahwa
variabel gaya kepemimpinan transformasional memberikan
kontribusi yang sangat efektif terhadap perilaku inovatif.
Human Resources and Innovation Power
Inovasi merupakan penggerak kekuatan daya saing, competitive
advantage, yang tujuan akhirnya adalah menambah kualitas
produk. Kualitas produk sangat mempengaruhi pertumbuhan
perusahaan. Contoh inovasi, rekayasa teknologi proses produksi,
optimalisasi bahan bakar alternatif, atau manajemen organisasi
yang lebih efektif (Rudi, Kabar Bisnis, 2013). Inovasi dibagi di tiga
level: individu, kelompok, dan organisasi.

4. 4
Human Resources and Innovation Power
Inovasi di level individu oleh Axtell (dalam Helmi, 2011) disebut
sebagai perilaku inovatif. Menurut De Jong & Den Hartog (2008),
perilaku inovatif sumber daya manusia berkaitan erat dengan
perilaku individu yang mampu memperkenalkan ide-ide baru yang
berguna, berkaitan dengan proses, produk, atau prosedur dalam
sebuah kelompok kerja atau organisasi untuk meraih keuntungan.
Perilaku inovatif mencakup aplikasi ide yang lebih jelas dan output
yang inovatif.
Perilaku inovatif dipengaruhi oleh dua factor: internal dan eksternal.
Faktor internal meliputi: keberagaman demografi (Ostergaard, Tim-
merman and Kristinsson, 2011), perilaku proaktif (Baumann, 2011),
self leadership (Carmeli, Meitar, & Weisberg, 2006), dan self ef-
ficacy (Jafar, 2013). Faktor eksternal meliputi: gaya kepemimpinan
(De Jong & Den Hartog, 2007), struktur organisasi (Ancok, 2012),
dan memori organisasi (Etikariena & Muluk, 2014).

5. 5
Human Resources and Innovation Power
Salah satu perilaku inovatif itu adalah gaya kepemimpinan. Menu-
rut Amabile (dalam Ancok, 2012), gaya kepemimpinan salah satu
faktor utama pengungkit inovasi. Ada beberapa jenis gaya kepe-
mimpinan, antara lain, transformasional dan transaksional. Dua
gaya ini lebih banyak menarik perhatian para peneliti dan sering
dibandingkan efektivasnya. Geyer & Steyrer (2003) berhasil
meneliti tentang pengaruh gaya kepemimpinan transformasional
dan transaksional terkait dengan kinerja perbankan. Hasilnya, gaya
kepemimpinan transformasional berpengaruh signifikan terhadap
kinerja karyawan dibandingkan gaya kepemimpinan transaksional.
Lalu, apa yang disebut perilaku inovatif itu? Apa saja unsurnya?
Apa saja kriteria perilaku inovatif karyawan?
Berpikir inovatif ini bertujuan memunculkan gagasan baru. Proses-
nya harus memenuhi empat aspek fundamental: satu, sensitif

6. 6
Human Resources and Innovation Power
terhadap berbagai permasalahan yang kebanyakan orang tidak me-
ngusik; dua, produktif, yakni kemampuan menghasilkan jawaban
untuk satu pertanyaan; tiga, elasitivitas, yakni kemampuan mengha-
silkan pemikiran yang bervariasi; empat, orisinalitas, yakni kemam-
puan menghasilkan gagasan yang unik dan baru.
Menurut Steve Jobs (dalam Gallo C., 2011: 10), ada tujuh prinsip i-
novasi: 1) Melakukan aktivitas yang disukai; 2) Menjalin kerja sama
dengan orang berpikiran dan berpandangan sama, serta komitmen
merealisasikan ide menjadi inovasi; 3) Mengembangkan kreativitas
berbasis pengalaman secara kontinyu; 4) Mencipta produk yang me-
menuhi harapan, impian dan ambisi; 5) Mencipta produk sederhana,
mudah digunakan, tetapi multifungsi.; 6) Melayani sebaik mungkin
dan menorehkan kesan positif dan hubungan intim dengan konsu-
men; 7) Mengenalkan produk seefektif mungkin untuk menarik per-
hatian dan antusiasme.

7. Introduction …..
The great importance of training, further training, learning, human reso-
urce development etc. should not be neglected–-nevertheless there are
many SME enterprises that do not focus enough on these areas. Often
they are lacking basic building blocks of HRM.
The competence of enterprises to market new products and or servi-
ces, to keep their processes up to date technologically and organiza-
tionally, etc., in other words to be innovative, depends to a high degree
on their employees, their competence and knowledge.
In this connection, the various sub-components of com-
ponent 10 “Measures in the framework of Human Reso-
urces Management (HRM) to support innovation” (see
the graphics) are designed to help the users to gain the
basic principles needed for a professional HRM in their
individual SMEs.

8. “Guidelines for creating a training
concept“ and “Systematic training
management“.
Introduction …..
Systematic
training
management
Modern
teaching and
learning
methods
HR Measures to
support
innovation
Guidelines for
one design of
a training
concept
Innovations
fostering
anterprise
culture

9. What: What Constitutes the Requirements for the
Qualification of the Employees?
Changing market conditions such as:
• Increasing internationalisation and globalisation of the markets, high competition
pressure,
• Decreasing product life cycles, increasing innovation speed,
• Growing market segmentation and customer orientation,
• Increasing demands on quality,
• Increasing complexity, dynamics and technology etc.
Those are great challenges for innovation strategies of the enterprises which in
turn lead to complex qualification requirements of the employees.
• Faster decline of the knowledge and the need for lifelong learning
• High demands on the specific subject skills but also on the methodical and social
competence of the employees
• communicative and language competence
• need for more responsibility and self-control etc.

10. Why: The Role of Human Resources in the
Company’s Ability for Innovation
Lacking qualification can turn out to be a bottleneck in the innovation process in an
enterprise when enterprises design and carry out their innovation, mainly from the
technological aspect, without preparing their human resources in a suitable way.
The qualification of the employees are, on the one hand, a pre-requisite for
innovation, because it is indispensable for the start and the permanent further
development of innovation. On the other hand, qualification is a result of innovation
as well, when technological, organisational and social innovation changes in the
qualification profile are taking place among the employees.
A foresighted and systematic human resources
development and qualification plan can set the
prerequisite for an enterprise to actively carry out
its process of changes, and thus remain at the top
of the competition. The human resource
becomes a decisive factor in the innovation
ability of enterprises.

11. • Questions of training can be thought through systematically
• The framework for necessary preconditions can be set and fostered,
making training effective
• Training processes can be looked at from different angles in order to
detect strong, as well as weak points of training
How: Systematic Training Management, Training
Concept
With the help of the so called training cycle the following is possible:
A training needs assessment (analysing the current work situation) usually is
the starting point of any demand-oriented training management. By applying
needs assessment, one turns away from supply-oriented training, at the
same time making it possible to turn towards staff member orientation as
well as allowing problem-solving-oriented training. By applying a training
needs assessment, problems and requirements of the work situation are
collected, making goal-oriented training measures possible.

12. How:
Systematic
Training
Managemen,
Training
Concept

13. How: Systematic training management, training
concept
On the basis of needs assessment, training objectives are to be defined
(preferably together). In advance set training objectives show what should be
achieved through appropriate training measures.
When formulating training objectives, the following should be considered:
• the observable changed behaviour of the training participant
• the object (training matter)
• the conditions under which participants have to present results (e.g. allowed
resources)
• the evaluation criteria, showing if and to what extent the participant has reached
the training goals
Based on the training objectives, the necessary programmes, contents and
instruments are planned and developed. An essential goal of training planning and of
the development of appropriate measures is to create training activities in such a way
that the learning party can go through learning processes that lead to learning results
which, in turn, correspond with the training objectives.

14. How: Systematic Training Management, Training
Concept
• planning of structure (structure of programme, sequence of contents,
classification, textual coherence, schedule)
• planning of content and methods (didactics, forms of learning)
• target group planning
• evaluation planning (“how will we know that we reached our objectives
and what will show us that we did?“)
When planning and developing training measures, the following parts are
to be included:
Within the concrete learning situation the participant is actually
confronted with the teaching staff (as well as with the contents and
activities). This step leads to learning processes and finally to the results
aimed at.

15. How: Systematic Training Management, Training
Concept
• increased application of on-the-job training and project-work
• intensification of internal know-how transfer
• use of new methods of teaching and learning, as well as the use of new
learning technologies lassification, textual coherence, schedule)
When implementing training measures, the following aspects should
be paid special attention:
A central position within the training process holds the transfer and the
implementation of the acquired knowledge into the work situation, the
applicability of training results to the work place represents a main
factor of successful training.
The described training cycle represents a process, causing evaluation
measures along all components of the training cycle.

16. Innovation in a business is very much dependent on the appropriate skills
of its staff. It is therefore important to establish what skills are avai-lable,
what the gaps are and how assessing the training needs can deve-lop
required skills.
This section builds on the outcomes of another Leonardo project called
Learn & Work that specifically addressed the issue of analysing training
needs in business. The starting point being a review of how your busi-ness
functions as an organisation, reflecting “about the strategy that you’ve
designed to run your business and to identify its constraints and success
opportunities”.
Training Needs Analysis (TNA) should help you to collect and interpret
data to enable the identification of both staff and organisational perfor-
mance improvement. Key in an TNA is to gain comprehensive data on
training needs, which amounts to answering the fundamental questions of:
who, what, when and why as well as how.
Identifying Training Needs for Innovation in SMEs

17. • a framework of training needs
• acknowledgement and better understanding of training needs
• a back-up policy if things get difficult
• direction for utilizing limited resources
Why Undertake a Training Needs Analysis?
TNAs are potentially conducted in all areas of business that rely on the skills of
its workforce, be it in the private or public sector. TNAs are more likely to occur
in larger organisations than smaller ones normally due to the time and cost
involved. However with some good preparation and lessons, and willingness to
learn from those larger organisations a TNA can be effective in all sizes of
business.
You should involve key staff belonging to the different functional areas of
your organisation. These are people working in the key processes of your
business and for that reason have their own perspective about the
development needs and existing opportunities leading to your company
performance improvement.

18. How: Training Needs Analysis as a Project
Process Explanation Company Specific
Details
Customer Indicates the sub-processes or process steps that affect
the customer (e.g.: start and end)
Management Indicates the sub-processes or process steps that refer
to the management (e.g.: drawing up of the budget)
Primary Indicates the sub-processes or process steps that
generate a product or service (manufacture of
electrodes)
Support Indicates the sub-processes or process steps that
support the remaining processes (acceptance of the
order, issue of invoices, training, recruitment, processing
of salaries).
Supplier Indicates the sub-processes or process steps that affect
or are affected by the suppliers' activity (e.g. supply of
raw materials).
In the processes map, identify the steps, sub-processes
or connections where there can be breakdowns in
performance.

19. Identify The Main Problems and Opportunities
• Introducing new technologies;
• Entering a new market;
• Producing a new product;
• Hiring employees from specific target
groups (e.g. immigrants);
Identify the main symptoms of existing problems. List the possible
causes of the problem identifying the business process involved.
Identify the functional areas affected or causing the problem. Do this by
talking to the key staff responsible for these key areas.
Identify also the main opportunities foreseen for your business. Critical
opportunities may cause training needs of your employees; we give
you a few examples:

20. Symptom of the Problem
or Critical Opportunity
Problem Cause/
Opportunity
Business
Processes Involved
Functional
Areas
Problem:
High rate of returned
products from
customers
Bad quality control
Large delays in deliveries
to customers
Production
Quality Control
Production
Control
Problem:
Cash-flow problems
Bad cash-flow
management
Delays in invoicing
customers
Bad negotiation process
with suppliers about
payments policy
Budgeting
Invoicing
Purchasing
Financial
Financial
Purchasing
Opportunity:
Implementing an
Enterprise Resource
Planning Software
System
Better stock management
Better warehouse
management
Larger product rotation
(First in, First Out)
Accounting
Warehousing
Sales
Financial
Logistics
Commercial
Identify The Main Problems and Opportunities

21. A Model for
collaboration
for
innovation

22. 22
Factors influencing
the decision to
establish a new
venture