London June 2010-public event

1. Driving Innovation & Creativity through Human Resources by Fluid June 2010 Page TBC

2. Page TBC Contents TBC

3. Page TBC Introduction to Fluid

4. Page TBC Introduction to Fluid Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking 10 years in Human Resources consultancy Fluid trading since 2006 The core services provided by Fluid are: - Attraction & Selection - Retention - Remuneration & Reward - Outplacement - Training & HR consultancy

5. Page TBC Innovation and creativity for HR-according to Fluid

7. Engagement and empowerment

8. Flexible working

9. Learning & development and coaching/mentoring

10. Performance management and appraisals

11. Retention

12. Reward

13. Social networking

16. Extend your skills audit to include knowledge and relationships

17. Set up a new type of cross functional team

18. Match team location with the task

19. Focus on international career paths

22. Value innovation

23. Pure product or service innovation

24. Preparing managers for work in the knowledge economy

25. Aligning value, profit and people propositions

26. Building a culture capable of ongoing change

29. Free makeovers

30. Product samples

31. Assignment of two to four years

32. Idea of safe failure

35. Historical power bases

36. Intolerance of failure

41. Processes

42. Goals/measurement

43. Human capabilities

44. Information and knowledge management

45. Structure and roles

46. Culture

47. Issue resolution

50. Commitment from the senior team to introduce an innovation model

51. Know your organisation

52. Think about how the current design and culture inhibits or allows an easy process flow for innovation

53. Do you have a creativity and innovation strategy in your L & D function? Should you create one? Do you train people to generate ideas?

54. Instill a culture of creativity, learning and innovationCase study 2-ITV

55. Page TBC Ways to increase the pre-conditions for creativity and innovation

57. Intend

58. Suspend

59. Extend

62. Cutbacks

64. Page TBC

65. Page TBC Case study 3-Department for Children, Schools and Families

67. Harness the expertise of all stakeholders

68. Spark creativity by creating marketplaces for innovation

71. Delivering a multi-platform result

72. The new rules of engagement

73. Make the most of what you’ve got

74. It’s all about teamwork

75. Are you with the brand?

77. Page TBC What do innovators look like How to find innovators Test people with live ammunition Encourage mentoring and peer networks Actively manage innovators’ careers Attracting and exploiting the potential of breakthrough innovators

78. Page TBC Strengths development + engagement=INNOVATION

80. Thinking outside the box

81. Spurring creativity

84. Balance between efficiency and enterprise

85. Natural inertia

86. Feedback from clients

87. Forget ‘new product development’

88. Values

89. Setting the recruitment bar high

92. Forming the innovation team

93. Organising

94. Brainstorming

95. Conduct experiments

98. Design for Six Sigma

99. Define

100. Measure

101. Analyse

102. Design

105. EBOs

106. 25 since 2000

107. Three failed

108. Remaining 22 produce annual revenue of $15B, growing at 40% each year

111. Customer close

112. Confidence building

113. Curious

114. Challenging

115. Collaborative

118. Stake and prepare the ground

119. Find the seeds

120. Fence the garden

121. Plant the seeds

122. Tend new growth

123. Thin and transplant

125. Quality of conversation

128. Fluff and fundamental policy issues

129. Hiring by consensus

130. Positive measures, not measuring sickness

131. Green credentials

132. Scalability

133. Making sure line managers know how to deal with people

136. Stretching goals

137. Selected strategies

138. Unique core strengths

139. Enabling structures

140. Consistent and reliable systems

141. Courageous and connected culture

144. Having a focus that is too narrow

145. Mixed messages

148. Awareness of strengths and weaknesses

149. Complementary cognitive skills

150. Trust

151. Raw intelligence

152. Relevant knowledge

153. Strong communication channels

156. Questions