1. Research questions:
1) What kind of skills, competences, attitudes, motivations and attributes an open innovation professional possesses?
(2) How to recruit, select, train, assess and retain talent for open innovation? (attracting talent, exploiting skills, intelligence and creativity)
(3) What is the integrative role of top management towards the creation of a corporate environment ideal for open innovation?
(4) What is the effect of trust, motivation and leadership on the human side of open innovation?

2. Justyna Dabrowska* Daria Podmetina
Identification of Competences for Open Innovation
Justyna Dabrowska*
Lappeenranta University of Technology, Kouvola Unit, Prikaatintie 9,45100 Kouvola, Finland
Daria Podmetina
Lappeenranta University of Technology PO Box 20, 53850, Lappeenranta, Finland
* Corresponding author
Abstract: While academic research on open innovation is on the rise, the research areas focusing on required competencies specific to open innovation contexts are scarce. Yet, research in the area of competences for open innovation professionals is needed, because the adoption of OI practices by companies have brought new professional profiles and roles. Once company decides to open up its innovation process the new tasks and challenges emerge, and employees are no longer expected to have technical-scientific or managerial expertise only. This paper focuses on the human side of OI and identifies common competences for OI professionals in European countries. It is derived of the larger scale research project which focuses on identification of industrial needs for OI education in Europe. It presents the results of analysis of resent job offers related to OI and introduces the questionnaire with the aim to collect the data on industrial needs from European companies.

3. Recruitment Profiling Training Collaboration Openness
Open recruitment days
Collaborative working sessions with internal and external talent
Speed dating so as to facilitate discussions among managers and candidates and attention to the personality element
Leveraging on social media
Understanding of the personality of the people
Finding, collecting, storing, enriching, analysing data and then putting in place the process that will take into account the psychological, motivational and demographical profile of the individual employee
Relationship- based cultures and customized trainings
Collaborative spirit in the working environment, encouraging and cultivating an inter-departmental and multi-level approach to the management of employees
Understanding of needs, attributes and motivations
Increases the learning objectives
Allows the nurturing of skills and competences required by the market
Increases the employability range
Cultivating an open mentality.
Time and space for creative, connective and collective mindset.
Bringing in new skill sets from technology and other companies
Resource process outsourcing,
Pooling labour resources
Shared management development
Shared training methods
Developing employer brand