HR management and management Information technology
Procter & Gamble uses collaboration to foster innovation through the identification of set priorities with a significant team. This involves the application of the right technology collaborated efficiently through the use of convenient processes. The setting of self-driven groups should also help Procter & Gamble in the collaboration and covering of information gaps, learning from each other and discussing the surfacing problems to enable the finding of a solution and sharing of innovations. This involves the application of the right procedural tools including the involvement of stakeholders to enable the collaborative efforts foster innovation. The use of social networking cites also contributes towards the fostering of innovation since it has bred comfort and familiarity within the medium for the P& amp; G to foster innovation (Del et al, 2012).
Following the recognition that the success of the can be driven by strategized collaborative connections to help foster innovation. This involves facilitative measures through the relative application of the internet framework. Collaborative efforts of employees in the respective company enable the building of connections to facilitate recognition and leverage of communication to assist in the fostering of innovation (Del et al, 2012).
Generational differences recognition assists in the creation of a significant environment fitting into the organization uniqueness. The ability to work successfully in a relatively collaborative way faces effects from relational differences apparent in respective organizations. The differences have effects on the culture of, the work environment, the significant innovation process, and the working relationships. This is as a result of the approaches involved with generations to individual work versus collaborative aspect with the generation of ideas. Generational differences suggest that the preferable means ha limitations as compared to the use of strategies in strengthening of the innovation process (Zanko & Ngui, 2002).
The generational differences have a span of many years with the involvement of differing perspectives during handling of tasks. Technology has substantially contributed to the aspect of generational differences with the involvement of work-life balance with the highest demand giving the respective organization the deserved loyalty. This involves the contribution of greatest impacts to the working culture shaping that enables the support of innovation. With the consideration of innovation, the generational differences enable team-oriented creativity that fosters innovation. This greatly contributes to culture change within the organization with long-term effects (Clegg et al, 2011).
Knowledge sharing in the generational differences aspect with ideas depends relatively on the culture of the organization. The generational cultures view knowledge as the significant power meant for the creation of a basis that contributes relatively to the structuring of relationships that foster the generation of ideas. This contributes significantly to the fostering of innovation through the cultures of the organization. The subjectivity of the generational differences poses challenges to the respective culture as a result of the experiences within the organization following the shutting down of suggestions and not accepting ideas (Del et al, 2012).
This view represents most of the employees in the work environment since they constitute the workforce behind the failure of a company. They are the cause of disengagement, demoralization, work related stress with the resulting draining of the most active part of the organization culture. Most of the employees in many work environments tend to derail the ability of the specified organization in meeting its set goals. This is due to the set leadership emphasis considered imperative in the setting of objective benchmarks for measuring the corresponding performance. This will involve the incorporation of the significant steps in ensuring that the underperformers face alignment to enable focus on the set goals. To avoid the low productivity of the underperformers, training and significant resources are vital (Del et al, 2012).
The underperformers are grouped into different sects with differing characteristics in the organization. The first category involves the team that uses every trick to appear as the contributive member who facilitates in the success of the organization. They majorly take advantage of the organization’s ride to achieve their set goals. In the working environment, the underperformers have the tendency of hurting the company through diminishing morale through bringing the collaborative and contributive members of the organization to the dark side. Some of the underperformers have the significant ability, desire and the potential in succeeding but the principal reasons behind the intended success not being up to speed. They tend to lack the vital skills inclusive of quality prospects connection, listening, and the application of what is learnt. They also involve the workforce having the will to produce greater aspects but lack the time and attention for maturing into the vital products of the organization culture (Upadhyay, 2009).
In the diverse workforce, the managing of employees becomes a challenge since they have differed aspect of the working environment with dynamic ability to deliver. Some of the involved issues include handling the outstanding employees. This involves the outperforming aspects of other employees that presents a set of challenges following the involvement of exceptional treatment to foster them continue with the exceptional service delivery. This becomes challenging since the entire workforce would enquire for the same training, encouragement, and guidance as given to the outstanding employees (Deth, 2005).
Handling the underperforming employees is also a challenging issue when dealing with the diverse workforce. Helping the employees cope with the set organizations aspects and personal issues is challenging following the counsel and motivation required with the appropriate resources. Response to the crisis is also an issue in the diverse workforce environment. This involves planning which is not possible through diverse opinions of the workforce (Zanko & Ngui, 2002).
Some of the HR policies and practices that are impacted by the generational differences include planning of the work force, selection, and recruitment, the structure for compensation, placement and induction, audit, performance appraisal, labor welfare and training. The practices include style of an open book management, bonuses linked to performance, sharing of knowledge, healthy, safe, and happy work place and feedback mechanisms and discussions (Zanko & Ngui, 2002).
The other ways P&G could use collaboration to foster innovation include the partnership with elements that participate in open innovation. This is for the improvisation on competitive advantage and maintenance of excellence standards and seeking to understand the requirements aligned in building the business together. The creation of opportunities that enables the connection to technology and relative capabilities across regions and categories also fosters innovative approaches that bring changes. The collaboration involves areas inclusive of design, packaging, business models, distribution, consumer research methods, marketing models, technology research, and trademark licensing. P&G also has an interest in talking to the respective companies capable of offering innovation in delivery of greater values to the consumers, achieving cost efficiency appreciably, and facilitating sustainability and environmental goals (Ahlstrom & Bruton, 2010).
References
Clegg, S., Kornberger, M., & Pitsis, T. (2011). Managing and organizations. Los Angeles, Calif. [u.a.: Sage.
Del, G. M., Carayannis, E. G., & Della, P. M. R. (2012). Cross-cultural knowledge management: Fostering innovation and collaboration inside the multicultural enterprise. New York: Springer.
Deth, J. W. (2005). The impact of values. Oxford [u.a.: Oxford Univ. Press.
Upadhyay, S. S. (2009). Compensation management: Rewarding performance. New Delhi: Global India Publications.
Zanko, M., & Ngui, M. (2002). The handbook of human resource management policies and practices in Asia-Pacific economies. Northampton, Ma: Edward Elgar Pub.
Ahlstrom, D., & Bruton, G. D. (2010). International management: Strategy and culture in the emerging world. Australia: South-Western Cengage Learning.
