but that business coaching, training, recruitment support etc. is equally important. Moreover, agencies should evaluate companies'entire business prospects rather than individual projects,
It was proposed to initiate the twinning concept through an open call for expression of interest addressed to public innovation funding agencies indicating the specific scheme they wish to transfer. 4. Foster mutual learning by facilitating staff exchanges (optional) between public innovation funding agencies
and invited to participate in staff exchange programmes. This activity was carried however never out during the IPF. 5. Contribute to the development of new
The lesson learned is that IT tools need active promotion and support at participants'sites,
recruitment support etc. is often more important Evaluate companies, their management IMPROVING INNOVATION SUPPORT TO SMES 16 and market context first
as well as connected with a potential risk (they are vulnerable to loss of staff and knowledge and quality is often based on the quality of individual advisers).
but still need staff to update links and cooperate with other funding agencies. The codification of human knowledge into such an intelligent search system automates human skills and expertise,
allowing care and clinical staff to monitor and report on patient care with real time updates.
The company now has 175 staff in seven offices around the world. Mining companies have turned also to the innovative solutions of VR Space Pty Ltd to help safely plan,
The knowledge and experience of a founder and his or her staff particularly their management competency and technological proficiency, affects the growth of the firm.
and retain high quality staff to innovative start-up companies by providing them with a financial share of the potential upside of success of the company.
Productivity Commission Staff Working Paper. Canberra: Commonwealth of australia. Geoscience Australia. 2014). ) Australia's Identified Mineral resources 2013.
research, and adaptation of working life, as well as by working to bring about a culture that encourages creativity and entrepreneurship in society.
Collaboration between education and working life has been strengthened, but there are still major gaps both in scope and intensity.
We will strengthen the collaboration between education and working life, as well as invest in lifelong learning through on the job training.
science and technology Review how the education sector and working life are working together, and consider various strategies to strengthen this field Submit a white paper to the Storting considering the structure of the education system with a view to future competence needs Advance a mentality encouraging entrepreneurship, among other ways,
and consider new measures for promoting staff-driven innovation in collaboration with the Norwegian Confederation of Trade unions
with a particular focus on the promotion of innovation in the social care sector Aim at strengthening clinical testing units for trial of new medicines Innovation in the publ ic sector 21 The road
Human resources management policies to support innovation 11. Innovation Networks 12. Other tools for business innovation support The following partners from the UK were involved in this project
We do not address experienced R&d experts but staff in SMES (managers, employees and trainees) who have to develop innovative products
Human resources management policies to support innovation...207 10.1. Human resources competence requirements for innovations...207 10.1.0.
Introduction...208 10.2. Identifying training needs for Innovation in SMES...215 10.3. Creating a company culture for continuous innovation...
1. Knowledge management techniques 2. Market intelligence techniques 3. Cooperative and networking techniques 4. Human resources management techniques 5. Interface management techniques 6. Creativity
which supports businesses in accessing University expertise through academic staff and graduates with the aim to facilitate innovation.
for identifying the major company requirements, needs, weaknesses and strengths on both human resources and infrastructure. The Technology Audit is a technique,
and identifies the human resources relation to company's performance. The objective of Technology Audit is to provide a clear identification of company's first priority needs as well as strengths
and stimulate the staff Whoever is interested in the organisation, in terms of contracting, funding, VC investment, or acquisition. 2. 1. 3. Where Technology Audit applies
They also wanted recommendations for economies or process improvement in technical support, help desk and staff development areas.
Loss of key staff? Sustainable financial backing? Economy-home, abroad? Seasonality, weather effects?""Innosupport: Supporting Innovation in SMES"-2. 2. SWOT Analysis page 19 of 271 2. 2. 4. Tips for successful SWOT analysis Top Tips But remember 1
The staff lack of motivation The building was really small The facility was old There was a lot of paper work and bureaucracy"Innosupport:
The manager of the health centre encouraged all the members of staff to freely express their opinions about what they felt to be appropriate.
Willingness of staff to change Good location of the health centre Perception of quality services Weaknesses:
training of the staff in interactive techniques of quality improvement coordination with other providers to cover all user needs remodelling of the facility with local government funds
and lab supplies with user fees payment of incentives to staff based on performance review of procedures for decreasing costs and waiting times and increasing perceived quality."
27%increase of patients reduction of waiting times to 15minutes 20%increase of staff performance remodelling of the facility 2. 2. 6. Resources Bibliography 2001-2002, Prof.
the staff of the firm will work together, in a brainstorming session the communication will increase,
we discuss their feasibility (with staff and clients). Good luck! If you would like to get to know more about this method
which all staff should use. The 2 consulting companies then developed a comprehensive set of Work Instructions to communicate this information to groups of warehousemen, drivers and office staff.
To help build staff knowledge, work instructions were accompanied by Training Modules and Assessments, used by the trainers to train staff
For example, at Kraft Foods, a small dedicated staff skilled in networking with the business divisions is driving innovation.
and have staff constraints, in terms of staff numbers, skills, qualifications, etc. Often companies are not in a position where new strategies can just be developed, implemented and tested.
specifying the objectives, potential partners and the members of staff involved in the project. It is important to have a person
and you have to ensure that the members of staff involved will be able to deal with the changes.
The initial transitional phase was rather laborious as the staff had to be trained and adapted to the new working procedures,
and support staff, and procurement managers. 6. 1. 3. How NPD is applied? One of the most widespread and well-accepted conceptual descriptions of the NPD process is that of Clark
and communicated to all staff. It was a relatively easy process to express this strategy as a series of must meet filtering questions
magnifies the positive effects of all marketing activities (advertising, promotion, selling, etc.),and often allows the superior product to command a premium price relative to competitors.
but there can be situations e g. employment contracts etc . which affect this. It is important also to recognise that copyright is not a monopoly.
implements and distributes software management systems in the field of accounting, logistics, process tracking, communication, human resources and CRM.
In the last 4 years the company has established an informal technology monitoring activity with professional staff devoted to it.
the Business plan should also introduce the main staff that will be involved in the project. The information on the personnel should include the roles of each involved member of staff
and the experience and key skills that each will bring into the project. Further, it is important to introduce the management team
a recruitment and training plan should be provided. Market and competition First of all, the market should be defined,
This plan should lay out the various stages of the project, the involvement of the staff throughout the project's progress and important milestones.
Product, Price, Place and Promotion, by examining each carefully and adapting them to your customer's needs,
and this can become indistinguishable from personal product/process promotion. Attention focuses on the following aspects of contacting companies:
or to improve the quality of the promotion (rather than to cut the price). The major marketing management decisions can be classified in the following categories:
Promotion This includes advertising, personal selling (eg attending exhibitions), sales promotions (e g. special offers), and atmospherics (creating the right impression through the working environment).
Public relations is included within Promotion by many marketing people (though PR people tend to see it as a separate discipline).
Combine online marketing with conventional promotion such as direct mail, advertising and include your web site address on all business correspondence Include an online form for your prospect to respond to your offer,
Human resources competence requirements for innovations page 207 of 271 10. Human resources management policies to support innovation 10.1.
Human resources competence requirements for innovations 10.1.1. What: what constitutes the requirements for the qualification of the employees?..
209 10.1.2. Why: The role of human resources in the company's ability for innovation...209 10.1.3.
How: Systematic training management training concept...209 10.1.3.1. Checklist: Typical questions related to further training concepts...211 10.1.4.
Often they are lacking basic building blocks of Human resources Management. In this connection the various sub-components of component 10 Measures in the framework of Human resources Management to support innovation (see the graphics below) are designed to help the users to gain the basic principles needed for a professional Human resources Management in their individual SMES.
The component 10.1 treats the topics Guidelines for creating a training concept and Systematic training management.
Links to further topics such as human resources management, human resources development etc. can be found in the link collection at the end of this component.
The role of human resources in the company's ability for innovation The qualification of the employees are, on the one hand, a prerequisite for innovation,
without preparing their human resources in a suitable way. 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. 10.1.3.
Within the concrete learning situation the participant is confronted actually with the teaching staff (as well as with the contents and activities.
How does the company define further training (definitions for training, further training, human resources development, etc.?
Is staff's point of view accounted for?""Innosupport: Supporting Innovation in SMES"-10.1.0. Introduction page 212 of 271 How does the company get from the assessed training-needs to the further training offer?
Examples By means of some examples from real life (SMES only) we wish to show which measures enterprises use in practice to make a professional job of their training and the human resources development.
A flexible human resources development, grants the employees labour market ability, and opens up new business fields for the enterprise. http://www. innovation-aktuell. de/kv0409. htm Systematic and continuous human resources development safeguards the innovation ability and the compatibility of the enterprise.
However, whereas big companies have their own departments for preparing their employees for future requirements,
professional human resources development is looked often vainly for in medium-sized and small enterprises. In this paper you will learn where cooperation makes sense for an SME,
what an enterprise striving for a joint staff development unit has to do, and what the experience of six SMES in the project Porregio was. http://www. diw. de/deutsch/produkte/publikationen/materialien/docs/papers/diw rn02-01-12. pdf Human
Identifying training needs for Innovation in SMES Introduction Innovation in a business is very much dependent on the appropriate skills of its staff.
and interpret data to enable the identification of both staff and organisational performance improvement. Key in an TNA is to gain comprehensive data on training needs,
Identifying training needs for Innovation in SMES page 217 of 271 A company's staff are its most important asset for the skills,
More often than not, staff performance is being challenged within an ever-changing market environment keeping up-to-date with the latest technology advancements, customer demands, new product or process standards, management techniques,
preventing conflict with staff through communication and documenting the project. You will need to answer questions such as:
and explained to staff. You will need to think about staff briefings for example and how to keep staff informed during the process as a TNA may take several weeks to complete
and analyse. You will need also to think how the TNA project will be documented, for example justifying the solutions chosen to address skill gaps.
Confidentiality may also be an issue to be aware of. If you company does not have an HR department or an HR expert,
or process steps that support the remaining processes (acceptance of the order, issue of invoices, training, recruitment, processing"Innosupport:
Management Marketing, Sales, Financial, Administrative Services, Human resources, Production, Quality assurance, Logistics, etc. In smaller businesses several of these functional areas may be carried out by the same person. 10.2.3.3.
Do this by talking to the key staff responsible for these key areas. Identify also the main opportunities foreseen for your business.
since it is well known that a company's staff is its most important asset for the skills,
centres Clients Suppliers Competitors Money givers Promotion and coordination systems Protection and Patent offices The innovating enterprise"Innosupport:
Designing the frame conditions for innovation (promotion instruments, lobbying, environment processing, know-how transfer, etc.)can be influenced positively by bundling all regionally relevant players.
and expanding the staff's horizons and enriching their knowledge. Practical application of the component Increased KNOWLEDGE and AWARENESS will give the enterprise:
and know how to establish useful contacts. 2. Getting the company's staff trained. The author of this component has taught
One of the aims of the company is to enable their staff to feel at ease:
It is therefore necessary for staff to be proficient in general language as well as the specific purpose language relating to their job.
what level of intercultural competency relevant staff are. At a basic level staff may be perceptive and open to other cultures
At anoher level staff have undergone more formal intercultural training and are able to deal with in unfamiliar situations in a more systematic and reflective manner.
At a more proficient level staff can draw on experiences and apply these to new situations,
The check list is followed by evaluative exercise to assess your or your staff's intercultural competencies.
A. Check List*1. Establish with your staff an intercultural action plan and review on a regular basis 2. Assess the intercultural competencies of you
and your staff 3. Assess your product, processes and services in relation to the cultural aspect of the markets 4. Assess your marketing
e g. references in the monthly newsletters of involved cluster managers and promotions via diverse online intermediaries,
Despite multiple promotions and reminding activities only 131 respondents filled out the questionnaire, out of which the answers of only 70 could be analyzed.
Lack of Qualified Human resources as Barrier to Innovation BARRIERS TO INNOVATION IN SMES: CAN THE INTERNATIONALIZATION OF R&d MITIGATE THEIR EFFECTS?
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms (40%)(BITKOM, 2007b.
a) Financial constraints b) Finding qualified, suitable human resources c) Finding suitable cooperation partners with knowledge resources d)( International) Marketing of innovative products e
fast-growing markets such as China and India, may offer tremendous opportunities, e g. in the form of vast pools of qualified human resources in science and technology, cheaper labour costs and access to new, fast
BMBF, 2007). 3 3 DBR (2005), citing India's Department of Industrial Policy and Promotion,
but are restricted in innovative capacity due to their financial and human resources. Similarly, Rosenbusch et al (2011) have identified several factors that affect the relationship between innovation and SME performance.
training, materials and promotion to the demand and to better reach the target group. In particular
or human resources to effectively use and manage IPR. Such entities would be able to better use their intellectual capital if:
Commission staff working document SEC (2009) 1197 16 See http://www. vinnova. se/Pagefiles/604825187/The%20ipf%20synthesis%20report. pdf HORIZON 2020
and potential partners (assistance to online collaboration for innovation) So far staff in innovation agencies has hardly skills to assist their clients to establish collaborations on web platforms
curriculum and training courses for staff currently providing brokerage services in established networks or SME agencies.
and training material are made available to SME innovation support agencies interested in enhancing the skills of their staff.
-Awareness raising regarding the recruitment opportunities for SME instrument coaching towards appropriately qualified individuals,-Creation of information materials, setup of dissemination events,
The eligible costs of the action are restricted to the staff costs of the qualified staff members.
and known typical daily rates of senior staff in the network projects in the country.
The eligible costs of the action are restricted to the staff costs of the qualified staff members and indirect costs at the standard rate for Coordination and Support Actions.
Transferring the IMP rove project into an independent legal entity shall increase flexibility to reply to needs from regions and Member States while at the same time operating the tools in stable environment with highly qualified staff.
First, by providing a capacity building environment for the innovation advisors (staff of Enterprise Europe Network) that work in regions with a weakly developed consulting base and no own assessment and consulting tools;
(i) training their staff working with SME;(ii) for the work with SME and (iii) during the design of new SME innovation support actions.
Still others relate to mobilising human resources in particular women, to realise their full economic potential. 1 A second major focus of the conference is the continuing process of international economic integration
Integrate the local development dimension into the promotion of entrepreneurship. The roles of sub-national authorities in the promotion of entrepreneurship are of paramount importance
and should be defined and coordinated with central governments, as appropriate for each country. Ensure that programmes in support of SMES
These are major sources of knowledge about women's entrepreneurship and valuable tools for its development and promotion.
They can only partly secure such access through markets for goods, services, intellectual property rights and human resources.
private households employing staff and religious organisations. Canada includes the industrial sector. Japan excludes agriculture, forestry, fisheries and mining.
and between firms and consumers. as are skilled human resources. Lack of information and communications technology skills and e-business skills are widespread impediments to effective use of e-business processes once adoption decisions are made.
Whereas large enterprises can afford specialised staff, SMES must often rely on the qualifications and training of their general workforce.
and promotion, led by the appropriate ministry, but which involves participation by all key stakeholders. The overall objective should be to increase the volume and value of exports and the number of exporting companies.
It should also seek to integrate export support and promotion into a well developed and effective business support system.
A Survey, The Journal of Human resources, Vol. 33 (1), pp. 127-169. Verspagen, B. 1995), R&d and Productivity:
Innovative technology can be pushed by technical staff or pulled by customers. In the former case
There is the risk that technical staff will push too far ahead of customers and lead to a product failure.
Thus, they can work collaboratively with the firm's technical staff to fix shortcomings of existing products
and utilize its human resources more effectively. It is now pertinent to list the different classes of services that can be added around a product sale.
Add product-centered services Consolidate services into a single unit Staff and train service sales force Develop incentives,
or they can be less tangible in the form of recognition, promotions or empowerment. Regardless of what type of reward is given for a certain behavior,
Management should provide excess human resources while service-centered learning is underway so that employees are free to engage in service exploration.
with participants believing that their personal promotion, status, raises, etc. may be lost if they teach others.
recruitment of university graduates and skilled personnel; awareness of new ideas and technologies; and incentives and institutional frameworks for improving collaborations within networks and clusters, including local technical centres or technical colleges.*
and why governments have increased generally the priority attached to policies directed towards SMES while focusing them more on the promotion of innovation.
Third, it is easier to sustain a fever pitch of excitement in small organization, WK1 8 where the links between challenges, staff,
with and without R&d capacity) Technology Followers SIZE Often small companies (40%have staffs<10;
23%have staffs>250) SECTOR Predominantly from the following sectors: ICT services, high tech8, R&d services. 50%are technical service companies (ICT, R&d) Both from manufacturing and services,
and undermine the significance of networking mechanisms in the promotion and enhancement of SME performance.
almost 6 000 staff involved in regional policy to acquire new skills and capabilities, and it has led directly to the improvement of more than 400 policies.
Training workshops or coaching activities Incorporation of new staff Activities addressing creativity thinking and product conception The acquisition of specific technological competences The acquisition of specific skills by SMES
o The promotion of lead markets in a bid to restore European union (EU) competitiveness o The creation of new market opportunities related to the search for technological and other solutions to societal challenges
The hiring of qualified staff How to overcome weaknesses in networking and cooperation with external partners?
and Promotion of RTD Enforcing SMES role in the transition from traditional industry regions to knowledgebased economy regions Innohubs http://www. innohubs. eu Innovation Hubs Promotion of innovation
development in Europe Promotion of innovation for SMES DISTRICT+http://districtplus. it/Disseminating Innovative Strategies for Capitalisation of Targeted Good Practices Support to the transition between traditional economy and competitive economy PERIA
for the promotion of private VC o Business Angel Network to connect private investors to entrepreneurs MINI-EUROPE33 o Financial Engineering for public/private VC o FLIIN
http://www. peria. eu/33 Staff recruitment Another approach is supporting SMES to recruit new staff,
Examples of GPS in staff recruitment: The Summer Design Office (Sweden) in the MINI-EUROPE project:
Two projects focused on the promotion of Corporate Social Responsibility in a local or regional territory in order to improve local SMES'competitiveness:
Two evident ways to achieve this are for SMES to hire technically qualified staff and to strengthen their own in-house research facilities.
and research institutions to industry as well as on GPS addressing the recruitment of research staff. There were also four INTERREG IVC sub-projects addressing technology parks (one from SMART+and three from District),
and CSR practices through a website. 38 Technology transfer promotion Three projects identified GPS related to the promotion of technology transfer
and business promotion for the Andalusian Regional Government) to promote technology transfer from the knowledge system to industry by consolidating technology-based spinoffs.
thus demonstrating synergies between GPS from different regions. 40 Human resources solutions The other popular GPS concerned human resources
Similarly to Innovation assistant, it aims at promoting the employment of recently graduated staff in SMES with no or little experience with graduate employees.
The Creation of R&d departments GP from PERIA helps SMES to recruit new staff in R&d.
Technological Promoters for Innovation via an innovative financial instrument and support for new staff identification. 48 GPS described in the INNOMOT Good Practices Report:
These target groups suffer from a lack of highly qualified staff, caused due to the long distances from educational organisations,
Lectures were given by the expert staff of the Department of Wood and Furniture Design and Technology.
PERIA Summer Design Office New Products By design Promotion of cooperation between design students and SMES(§3. 2. 2). Very high ICT ERIK-ACTION PRAI
Innovation Management System and Technology Transfer Office(§3. 2. 4). Medium Incorporation of new staff PERIA ERIK-ACTION & INNOMOT Creation of R&d units
INNOHUBS ERIC-ACTION RDT Bretagne Innovation Regional Network Wood Sector Innovation Networks of intermediate agents to support innovation(§3. 2. 5). Promotion of innovation
such as in Innovation Stockholm (INNOHUBS) and Tameside Business Family (MINI-EUROPE) or through the incorporation of new staff in SMES,
especially to include investments in innovation management (e g. tools, dedicated staff and training. Today, most national tax incentive schemes encourage strictly R&d investments
and competitive economy Erik Action Upgrading the innovation capacity of existing firms Improvement of the capacities to increase innovation within SMES INNOHUBS Innovation Hubs Promotion of innovation in edge cities Innomot
and motivating non-technological Innovation in SMES Adoption of non-technological innovations by SMES Mini Europe Mainstreaming Innovative Instruments for SME development in Europe Promotion of innovation for SMES
and Promotion of RTD Enforcing SME role in transition from traditional industries regions to knowledge
Staff) Helice Net (Network) TTANDALUSIA (Tech transfer) Campus Ind Res Projs (Tech transfer)( R&d) SIDEUM (Cluster creation) RDT Bretagne (network
) Innovation Cycle (workshops) FAME (public private loans) TIP Coaching R&d Funding (coaching) scheme (public grants) Trainee IN TIME (new staff) PRAI Vinci
and are relatively easy to implement in other regions, such as Campus, for the promotion of academic spin-offs.
involving both staff from the planning and management of funding programmes and operational staff linked with implementation processes.
This approach ensures that the GPS are relevant both in operational terms for the region
and exchange Good Practices relating to the support and promotion of local entrepreneurship and innovative SMES among the partner Edge Cities.
The INNOHUBS project demonstrated the added-value of international projects involving different regions across Europe with different innovation contexts, for the promotion of knowledge transfer from more experienced regions (in terms of innovation systems) to learning
and cooperation with external parties Organisational Innovation (coaching) IVEX (internationalisation) Innocámaras (training) Management Voucher (coaching) Bioenergy for the region (New Staff/Phd students) INGENIUM
Programme (Clusters mgmt) Genomnanotech (Tech transfer) Summer Design Office (new staff) Financial Eng (Public-Private VC) FLIIN (Public-Private VC
and micro and small companies with a staff of fewer than 50, in developing their innovation Country Institution, Town 1 France CARINNA-Champagne-ardenne Research and Innovation Agency, Reims 2 France
Foreign Trade Fairs (Internationalisation) Creation of R&d Depts. New staff) Cluster Mgmt Services (Cluster mgmt) Innovation vouchers Young Innovative Enterprise contract (loans) New
products by design (new staff) Incubation (coaching) 82 good potential for transfer, due to their simplicity of implementation and universal applicability.
and the synergy between organisations of the same type creates the basis for a lasting and sustainable cooperation between project participants. 78 GP described in Annex 3 Mini-Europe 83 SME innovation and promotion
Development of good regional practices which correspond more closely to the conditions faced by local entrepreneurs and their application in promotion of clusters.
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