When it comes to generating innovative ideas is your creditunion tapping the same old sources?

A recent Filene Research Institute study, “Employee Voice and(Missed) Opportunities for Learning in Credit Unions,” found that61% of credit union employees have useful ideas that theirsuperiors never hear about.

“In the social network of organizations, information doesn'tflow in a nice tidy way that follows the hierarchy of theorganizational chart?good ideas come from everywhere regardless ofage, gender, tenure or education level,” said Filene Chief ResearchOfficer George Hofheimer. “Paradoxically, it has to start at thetop, creating an environment where ideas are welcome, and you needto have authenticity behind the concept. If you're open to theemployee voice on any variety of issue, then you must havemechanisms in place to act on them, and then also let everyone knowthat while not all ideas may be implemented, they will get a fairshake.”

The research showed that across 11 credit unions and thousandsof employees, good ideas are simmering at all levels. The 18-monthstudy by researchers Ethan Burris of the University of Texas atAustin, James Detert of Cornell University and David Harrison ofPennsylvania State University found that leaders who actively go insearch of new ideas, demonstrate openness and follow up tend toelicit more voices than those leaders who rely on formal reportingmechanisms and wait for ideas to bubble up. In addition, mid-levelmanagers, especially branch leaders, play a critical role ingetting good ideas to the top.

“Whether your credit union's focus is expense control,membership growth, new business lines or greater market share, goodideas that are voiced, heard and implemented are the key tocompetitive advantage. Without those advantages, credit unions canonly offer commodity products and rely on members' goodwill?not awinning strategy,” said the study's authors.

The study also found that employees may need coaching toguarantee that they present ideas effectively. For example,couching ideas in terms of benefits for the overallorganization.

Hofheimer suggested that credit unions have a system in placewhere someone is monitoring ideas, whether it's a communicationsmanager or human resources training staff. He added thatresearchers found good ideas can disappear because they add to amanager's workload or because they may not offer personal orimmediate benefits. Credit unions should insist on a qualitycontrol process that gives ideas multiple evaluators at differentorganizational levels.

“Develop a formalized communication structure where all theideas can be dwindled down to one and act on it. Those ideas notacted upon should be recognized,” said Hofheimer. “Recognizing thecontribution and letting the person know you listened to theiridea, but it is not the right time to do it, lets them know theirinput mattered enough for you to get back to them. Nothing is worsethan setting up the right environment to voice ideas and concernsand having the sense that it is simply falling into a blackhole.”

Consistency is also key, as the authors said that employees aretoo smart to be fooled for long by an espoused desire for employeeinput that isn't backed up by formal requests for it, use of it,and rewards for providing it.

Whether it is a sophisticated intranet or low-tech ideasimplemented at the branch level or in a department level, what'simportant, Hofheimer said, is that the right environment thatencourages employee voices that help categorize the ideas generatedcan and should be created even on a shoe-string budget.

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