The SAS Curiosity@Work report found that managers in India, however, are on a par with global averages in believing curiosity is an intrinsically valuable trait that will continue to become more important for employees to have, particularly among company leadership.
The study was conducted across respondents in six countries, Brazil, India, Germany, the United Kingdom, the United States and Singapore, across the healthcare, manufacturing, consumer goods/ retail, financial services and government sectors. It also analysed job postings and skills on LinkedIn.
It aims to assess the demand for curiosity in the workplace—the impulse to seek new information and experiences and explore novel possibilities—and the increasing value managers place on curiosity as an intrinsic skill.
These more curious managers, globally and in India, tend to be more advanced in their company’s integration of digital technology as well.
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Indian managers who rate high in curiosity are also more likely to describe their organisation as very advanced (69% vs. 44% those who rate low in curiosity) highlighting how curiosity can help organizations adapt and become more competitive.
Many believe their employer is doing too much to foster this trait (39%) and employees and job applicants have too much of it (46%), suggesting a conflicting relationship between the perceived value of curiosity and the desire to encourage this trait among employees. The report suggests that communicating and demonstrating the benefits of curiosity can potentially address any concerns around this.
