COUNTRY REPORT. Conduction of Online Survey in Estonia /O1/

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1 COUNTRY REPORT Conduction of Online Survey in Estonia /O1/ A. ACTIVITY INFORMATION Report objective: Time frame for online survey conduction /O1/: Deadline for submitting the report: To collect and analyze responses from the online survey conducted in the Estonia February 15-19, 2016 February 22-26, 2016 B. REVIEW OF ONLINE SURVEY RESULTS 1. Basic Report Information 1.1 Partner organization: TALLINNA TEHNIKAÜLIKOOL 1.2 Period of online survey conduction /O1/: February 15-19, Number of completed surveys: Number of represented organizations: Reporting date:

2 2. Participant Details Type of ICT companies/type of activity, share in %: 2. Number of employees in the company, share in %: In chart: companies that are marked with more than 250 employees are not an ICT companies. These are coming from other sectors but they have own big IT departments and the survey participants are working for those companies in IT field. This is why we made a special category for companies like that.

3 Profile of participants/current position, share in %: 2. Work experience, share in %:

4 3. Individual Creativity 3.1 Survive result from section Individual Creativity. In this section we created a frequency histogram of the responses for each question to demonstrate the variation in the responses: 1. Creativity at work is important to me. More than 50% think that is creativity at their workplace important for them. 2. I am not afraid when facing challenges at work. 3. I feel confident that I can perform creatively on many different tasks at work.

5 4. I demonstrate originality at my work. 5. I see problems, complaints, and bottlenecks as opportunities rather than as issues. 6. My colleagues think of me as a creative employee.

6 7. I avoid following procedures strictly by the rules. 8. I am very astute person (I have the ability to see how to take advantage of a certain situation). 9. I am versatile person and I can easily come up with innovative solutions no matter the work field.

7 10. I look for things in my environment to inspire me to find new interpretations of problems. 11. My previous experience makes me more creative in the workplace. 12. The opinion of other work colleagues has a positive effect on my individual creativity.

8 13. I ignore good ideas because I do not have the resources to implement them. 14. Everyday routine does not impede on my creativity. 15. Time pressure inhibits my individual creativity at work.

9 Most of participants believe that creativity at work is important to employees, they are not afraid facing challenges at work, they try to demonstrate originality during doing their job, and they do not ignore good ideas. However, about half of respondents said that they follow the rules and procedures. In this case, it could be linked with mentality of Estonian people: "do what you need to be done by the due date just as you were taught to do it", in other words people are tending to follow rules and instructions. It could be barrier for being creative and innovative at work. 4. Organizational Creativity 4.1 Survive result from section Organizational Creativity providing the data in a graph and numeric format: 1. My organization shares visions and goals clearly with all employees. 2. In my organization, we set goals for innovation (new ideas for products, services, processes).

10 3. My organization supports participation of staff in decision-making. 4. My organization supports freedom to express ideas. 5. My organization acts on new ideas providing the time and resources to develop and implement those ideas worth acting upon.

11 6. My organization encourages employees to keep looking anew at the way they approach their work. 7. My organization implements techniques for increasing employees motivation and boosting their performance (brainstorming, lateral thinking and mind-mapping, etc.) 8. My organization gives a satisfying level of autonomy to employees in performing tasks.

12 9. My organization periodically gathers employees opinion about alternative ways of working and what might be achieved by doing things differently. 10. My organization supports open (frequent exchange of ideas, etc.) communication amongst employees. 11. My organization supports knowledge sharing (via formal/ informal meetings, etc.)

13 12. My organization s (internal and external) network triggers creativity at work. 13. My organization tolerates a certain amount of risk-taking allowing at the same time employees to learn from their mistakes. 14. My work setting (well illuminated, relaxing, quiet, clean, etc.) supports creativity at work.

14 15. My organization organizes team buildings, group workshops and trainings in order to enhance team performance and creativity. In this section, many participants answered neutrally. The reason could be that people are not aware of how their organization helps employees to be creative or they do not want to give an answer. However, most participants answered, that their organization supports freedom to express ideas and organizes team building and group workshops in order to enchase team performance and creativity. Analyzing data a strange situation appeared, as most of the employees believe that organization supports open communication amongst employees and knowledge sharing, but only 49% believe that their organization s internal and external network triggers creativity at work and 40% answered neutrally. All participants from interview mentioned that the level of creativity in their companies is very high. In some companies, the atmosphere is very free and they always searching for innovative solutions, but in some companies the creativity is ignored, because some projects has very specific rules and requirements (public sector). All participants from interview agreed that creative thinking could improve the results of their company, because it could make customers happier if they get effective and attractive solution. Additionally, using creative thinking in the company is step forward from where others are. Overall, all participants agreed that cooperating with other organizations is very important, because it gives different valuable insight and sharing of experience especially if very needed when you need to know a pros and cons of some software for example. However, as online survey shows (Sector D), cooperation with other organizations is not very popular approach among organizations. All participants from interview agreed that creative thinking is encouraging and vital, but several participants strongly felt that in their organization there is no time for the implementation of new ideas. However, most of participants noted that they use creative thinking in their organizations and leaders encourage the use of new solutions.

15 5. Creativity and Innovation in Action 5.1 Survey result from section Creativity and Innovation in Action providing the data in a graph and numeric format: 1. D1. Where are creativity and innovation used in your company? 2. D2. Who in the organization gives creativity and innovation inputs and ideas?

16 3. D3. Which are the factors that most support your creativity and innovation at your workplace? 4. D4. Which creativity and innovation approaches, tools and methods are used in your company?

17 The main areas of usage of creativity and innovation in ICT SMEs in Estonia are Research, product and service development; Company strategy; Marketing; Optimizing individual work processes and Finding new ideas. In the organizations, creativity and innovation inputs and ideas give mostly Management/CEO and employees in direct contact with the customers. Some creativity and innovation inputs and ideas come from Product and innovation development team and employees in product production and internal processes. It shows that management takes care about creativity in their organizations and customers have another viewpoint of the product. Sometimes if employees have no time limit, they can produce creativity and innovation inputs and ideas into their work in more efficient way. The main company departments, which most lack creative thinking in ICT SMEs in Estonia is Accounting and administration. In addition, less creativity and innovation inputs and ideas come from Public relation teams and External consultants and organizations. The factors that most support creativity and innovation at work are Workplace atmosphere; Colleagues engaged in similar tasks and innovative and motivating work environment. Some other factors as Colleagues dealing with other task and Personal networks support creativity and innovation at work a little bit less. It is positive, because the same results show Individual and Organization creativity sections. The creativity and innovation approaches, tools and methods used in ICT SMEs in Estonia are Creativity techniques (e.g. brainstorming, mind mapping); Cooperation with clients; Cooperation with users; Trainings. Cooperation with clients or users shows good result to give creativity and innovation inputs and ideas inside organization. Not high results shows Cooperation between sectors and departments within organization; Cooperation with other organizations and companies; Open innovation; Public development team; Ideas board e.g. in the kitchen, staff room and office and Workshops. It could be that organization do not do cooperation work and do not share ideas with other organizations. Very sad, that employees do not share their thoughts in the kitchen. Maybe it could again be linked with Estonian mentality or respondents just do not like share their ideas. However, Organization creativity survey shows, that organizations share knowledge and support open communication amongst employees, but the same questions that were mentioned before do not give the same result in this section. Most of participants from interview said, that they do not know to what disadvantage for their company the lack of creativity and innovation led. However, two answers were interesting and worthy of note: changes in the testing area has the resistance, which was one reason why the testmanager quit his job; trying to implement software functionality by the documentation cost a lot of valuable time because it was discovered too late that it could have been made in an easier way. It seems like conflict, because the creative thinking is encouraged and needed, but no one want to implement innovations in their process. These two examples about lack of creativity of innovation were from those employees, who answered, that in their companies creative thinking is encouraged and needed and they use tools for innovative creativity. Most of participants from interview asked, that they do not know a business case in their companies where the implemented innovation idea led to business success. Only two answers were: discover value with connecting two big-time companies via a developed plugin; during corporate event tickets were scanned for Mobile and visitor names and the company name appeared on the big screens in large. This created a very good impression on customers. Two examples of a business case were from those employees, who answered, that in their companies creative thinking is encouraged and needed and they use tools for innovative creativity. One of them was from company, where trying to implement a software functionality by the

18 documentation cost a lot of valuable time because it was discovered too late that it could have been made in an easier way. The main barriers for creativity and innovation development in companies according to respondents are lack of time, lack of experience and trainings, lack of colleagues, no motivation package and limited thinking. As we see in figure D3 of online survey, the minor factors that most support their creativity and innovation are Motivation system, External creativity trainers and tools, Professional networks and Management. If we compare those answers, we can see that there is the same picture. It is positive for survey. However, company managers can change those factors by including more trainings for employees, give them more time to implement and improve creativity. Opposite to those factors that most support interviewed employee s creativity and innovation at their workplace are Workplace atmosphere and colleagues engaged In the similar tasks. This atmosphere can help with using creativity at work even though they have time limit for implementing ideas. Because cooperation with other colleagues motivates and brings good results. All of participants from interview said, that the main actors of ensuring a creative atmosphere within their company is Manager/CEO. Analyzing data from online survey and interviews shows that Manager/CEO gives creativity and innovation inputs and ideas, but in the same time, they are the barriers for creativity and innovation development in the companies. Management/CEO wants to use innovative and creative thinking in the companies, but do not give the time and resources for implementation and trainings to increase the knowledge.

19 6. Creativity and Innovation Training 6.1 Survey results section Creativity and Innovation Training providing the data in a graph and numeric format: 1. E1. Have you received innovation and/ or creativity training at your workplace? 2. E2. (If Yes) In what form have you received creativity and innovation training at your workplace?

20 3. E3.1. In what topics, have you received training at your workplace? 4. E3.2. In what topics would you be interested to receive training at your workplace?

21 5. E4. What kind of learning approach is the most useful for you? Over 70% of respondents answered that they do not have received innovation or creativity trainings at their workplace. It shows that our organizations must help employees activate and develop creativity and innovation in their workplace. The type of creative thinking and innovation skills that participants find useful to train, develop and boost at work are Design thinking; Idea generation; Product/Service innovation; Innovation and strategy; Innovation and foresight. These 5 choices is the best description for thinking innovation. Respondents know what creative thinking is, and want to do it better. The best training approach for ICT employees and employers is The training in real work. The reason is that it is better to describe how to use theoretical knowledge in real work. Some respondents like Blended learning and Training led by an instructor or mentor. Less respondents use e-learning and Learning through game. It shows that employees want to get new knowledge and materials quickly and they need exactly to know, why they need it and where they can use it. The participants from interview said that the innovation and creativity skills that are the most important for the success of the company are skills to show yourself or your product as different from others and approaching every customer personally; sharing experience and communicate professionals for supporting; ability to see the bigger picture, good analysis skills and generate ideas; thinking out of box and fearlessness to be different. However, for employees type of creative thinking and innovation skills that are useful to train and develop were innovative solution; having focus on easy-and-useful ways to create better product; analytical skills; thinking out of the box and idea generation. The graph E3.1 shows that organizations are mostly providing next trainings: Idea generation; Innovation and strategy; Continuous innovation; Innovation and foresight; Creativity techniques; Design thinking; Product and service innovation; Idea management; Open innovation. First, interviewees had good overview about what are the creativity skills that are the most important for the success of the company. Second, trainings that provided by companies helped to create product different from others are product and service innovation and Creativity techniques trainings. Design thinking and idea management trainings helps employees and managements have good analysis skills, generate ideas and thinking out of box without fear to be different. In this case were provided the same trainings as employees thought which creativity skills are good for company success. All participants from interview mentioned, that the ideal of boosting creativity and innovation and type of learning is the most effective in their companies and ICT employees in general is exercise. Online survey E2 figure shows that those companies has provided next trainings: Learning games and simulations; Seminars and lectures; Learning by doing; Discussions and debates; visual

22 learning; Tutoring and mentoring. Online survey participants said, that most useful for them were Training in real work setting and Training led by an instructor or a mentor. It shows that companies need to provide more exercises, because this is better choice for their employees as they mentioned in interview and online survey. 7. Additional Comments 7.1 Short analysis of the level of creativity and innovation of the ICT SMEs according to the survey results in Estonia. Analyzing the level of creativity and innovation of the ICT SMEs in Estonia online survey shows that employees know what are creativity and innovation, they want to use it, but unfortunately mentality, and time limits prevent to be creative at work. At the same time, work settings, using innovative techniques and hardware for working, workplace atmosphere and colleagues engaged in similar tasks supports their creativity at work. Organizations do team buildings, group workshops and trainings; support open communications amongst employees and support knowledge sharing, but because of mentality or human characteristics, respondents answered, that they do not share their ideas in the kitchen and organizations do not support cooperation work with other corporations. It seems that level of creativity and innovation of the ICT SMEs is low because something prevents to develop and use creativity on high level. 7.2 Barriers to creative thinking and innovation in ICT SMEs emerging from the online survive in Estonia: #1: Lack Of Direction- analysis of statements C1, C2 and C3 In Estonia ICT SMEs organizations share vision and goals clearly with all employees, support participation of staff in decision making and employee's set goals for innovation. However, 20% answered neutrally. It could mean, that they are a new staff in organization, or in their organization goals and objectives are not very clear for them, or they do not care about goals and visions of organization. It is a small mistake of management. #2: Lack of Time or Other Resources - analysis of statements B10, B15, C5, and C14 Unfortunately, many projects in Estonian ICT field have time limit. As a reason of tough competition, companies are trying to win projects by proposing the best possible completion time to customer. Our study shows that adding time limit to project inhibits individual creativity at work of over than 50% of interviewees. Additionally 90% of respondents claim that they look for things in their environment to inspire themselves to find new interpretations of problems. 61% of participants noted having work settings, which supports creativity at work. It helps them to demonstrate originality at work. 49% of interviewees believe that their company acts on new ideas providing time and resources to develop and implement those ideas. Analysis of online survey data shows that half of participants are under time pressure but company helps its employees by providing good environment, work settings and resources for acting on new ideas.

23 #3: Lack of Experience with Creativity and Innovation analysis of statements B4, B6 and B11 Analyzing Work Experience chart: 94% of respondents have work experience of over 5 years and 70% believes that their previous experience makes them more creative in the current workplace. The more you have experience the better you understand how to be creative in your work field. People with bigger work experience have broader vision and more knowledge. However, it is not possible to make sure, if they are creative or not. The answer of these respondents is "Yes". Still the opinion of their colleagues is unknown because of 50% participants answered neutrally. Only 39% of interviewees are aware of what their colleagues think about them as a creative person. Nevertheless, most of respondents believe that the opinion of co-workers have a positive impact on individual creativity. #4: Lack of Empowerment and Encouragement for Staff - analysis of statements B3, C3 and C8 Respondents believe that organization supports them in making decision; organization gives a satisfying level of autonomy to employees in performing tasks and they feel confident that they can perform creatively on many different tasks and works. It seems that there no lack of Empowerment and Encouragement for staff. Maybe, if some organizations will not use time limit, this level of supporting and freedom in performing tasks will be higher. #5: Fear Of Failure analysis of statements C8 and C13 Employees in Estonian organizations do not have fear of failure, due to organizations giving them a satisfying level of autonomy in performing tasks and organizations tolerating a certain amount of risktaking allowing at the same time employees to learn from their mistakes. #6: Fear Of Criticism analysis of statements B2, B3, B5, B12, C6 and C13 The level of fear of criticism from organization is low in Estonian organizations. Employees not afraid when facing challenges at work and they feel confident that they can perform creatively on many different tasks at work, because organization tolerates a certain amount of risk-taking allowing at the same time employees to learn from their mistakes. Organizations are not criticizing a lot employee's works, but conversely, are supporting them. What about fear of criticism from colleagues? Employees in organizations do not know, what colleagues think about them, maybe because they do not share their ideas in the kitchen. It can be that employees have fear of criticism, because they do not share ideas, or just local mentality and no fear of criticism from colleagues. #7: Striving For Constancy analysis of statements B2, B7, B9, B14, C6 and C9 As data shows: organizations encourage employees to keep looking anew at the way they approach their work, but 40% of participants do not agree that organizations periodically gather employees opinion about alternative ways of working and what might be achieved by doing things differently. At the time, 50% of interviewees are not versatile persons and can easily come up with innovative solutions no matter the work field. Organizations do a lot to help and support employees creativity and innovativity, but people's nature or local mentality do not allow to use this help to develop human potential. Most employees are not afraid of facing challenges at work, but they have procedures and rules to follow for eliminating their challenges, because most employees have routines at the work, and this kills potential, which will hinder them from achieving success.

24 #8: Passive Vs. Proactive Thinking analysis of statements B3, B4, B5, B8, B9, C4, C7, C9 C12, C14, C15 It seems that mentality, human passive nature, time limits and routines contribute to not stimulating people s minds with new ideas and information; this is why they lose their vitality and energy. However, organizations are trying to help their employees by supporting open communication amongst employees, by sharing knowledge, by organizing work settings for supporting creativity at work, and by organizing team buildings, group workshops and trainings. Seems that organizations should provide more cooperation with other organizations and lessen the impact of time limits and routines; then the employees may use more proactive thinking in their everyday work.