No idea? Evaluating the effectiveness of creativity training

Purpose To evaluate the long‐term impact of three types of creativity training workshops conducted within an organization and contrast the influence of training compared with work environment factors in influencing employee innovation. Design/methodology/approach A follow‐up questionnaire was returned by 71 employees who had taken part in the creativity training programmes offered by a Civil Service organisation. Based on employee innovation theory, respondents were asked about changes in their knowledge, attitudes and use of creativity at work as a result of the training and about work environment factors. Findings Respondents reported moderate but significant improvements in their levels of creativity knowledge, attitudes, workplace idea generation and idea implementation as a result of attending the training. Analyses also indicated that poor managerial support or an unfavourable departmental climate for innovation could limit the impact of creativity training with regard to influencing idea implementation. Research limitations/implications Since the study was a cross‐sectional survey it is recommended future research should test the present findings by using a longitudinal approach. Implications for research into the content and design of creativity training are made. Practical implications Guidelines are presented for designing, implementing and evaluating creativity training initiatives and improving work environmental support. Originality/value The paper offers a framework for evaluating the effectiveness of creativity training interventions and demonstrates how effectiveness can be limited if the work environment is not favourable.