With the job scenario now moving towards knowledge for the competitive edge, HR will now be required to develop positive values, ethics and passion for the job. These will be the key elements to cultivate the talents, skills and creativity of the workforce.
HR will now have to re-look at its function, the broader HR system and the resulting employee behaviors, and determine how these 'architectures' can help the organization excel.
The 21st century brings with it a new economic paradigm. The focus now is on brand recognition, knowledge, innovation and most importantly, human capital.
HR now becomes a Strategic Business Partner. It must develop systems for business performance, and it must evolve from its administrative role to driving the organisation to become a learning organization.
In order for organisational learning to occur, individuals in the organisation must be willing and prepared to reveal their individual mental models, contrast them to one another, discuss the differences, and come to a unified perception of what that system really is.
This alignment of mental models can be referred to as developing a shared vision.
At the heart of a learning organisation is a shift of mind - from seeing ourselves as separate from the world to connected to the world, from seeing problems as caused by someone or something 'out there' to seeing how our own actions create the problems we experience. A learning organisation is a place where people are continually discovering how they create their reality and how they can change it.
(References: Peter Senge, The Fifth Discipline, Brian E. Becker, Mark A. Huselid, David Ulrich, the HR Scorecard - Linking People, Strategy, and Performance)
From India, Gurgaon
660HR will now have to re-look at its function, the broader HR system and the resulting employee behaviors, and determine how these 'architectures' can help the organization excel.
The 21st century brings with it a new economic paradigm. The focus now is on brand recognition, knowledge, innovation and most importantly, human capital.
HR now becomes a Strategic Business Partner. It must develop systems for business performance, and it must evolve from its administrative role to driving the organisation to become a learning organization.
In order for organisational learning to occur, individuals in the organisation must be willing and prepared to reveal their individual mental models, contrast them to one another, discuss the differences, and come to a unified perception of what that system really is.
This alignment of mental models can be referred to as developing a shared vision.
At the heart of a learning organisation is a shift of mind - from seeing ourselves as separate from the world to connected to the world, from seeing problems as caused by someone or something 'out there' to seeing how our own actions create the problems we experience. A learning organisation is a place where people are continually discovering how they create their reality and how they can change it.
(References: Peter Senge, The Fifth Discipline, Brian E. Becker, Mark A. Huselid, David Ulrich, the HR Scorecard - Linking People, Strategy, and Performance)
From India, Gurgaon
Dear Colleagues,
For the HR Practitioner all Human/Personnel related issues fall on his desk hence the Learning Organization can not be an exemption.
Firstly the quality of the Human Capital of an organization may just be one major determinant as to what extent the HR can push his mission in making his workplace a Learning Organization.
Secondly is the issue of Management aligning with the HR in his approach to make his/her innovation work.
It should be noted that there costs related with Learning in the workplace-these goes beyond cash-it could be time, risk, image,damages etal
In the light of the above the HR needs Management to support this plan physically and morally too especsially where finanacial approvals have to be sought and gotten.
Closely linked to the above is the issue of allowing an expressive environment to exist. Employees must be encouraged to voice out their opinions no matter how "eccentric" they may sound, they should not be shot-down or ignored-everyone must be heard.
In addition is the issue of harmonizing and managing divergent opinions/concepts/ideas in all these something positive would be arrived if well gathered and used properly.
Then another factor is the individual employee and what their intellectual persuasion is, some have a flair for research, web-search and general understanding of issues-such should be encouraged and related assignments given to them.
In the same vein some are highly interested in making presentations/moderating/facilitating, they shuold be encouraged and their presentations stored for the general use of all in the system.
Related to the last point is the issue of brainstorming-this can of sections can be organized once in a while and a moderator/secretary is made to list out cogent desicions/points arrived at and documented for references.
From the above the Knowledge Manager steps-in and creates from all these a DataBase where everyone can source information from internally.
Thanks.
From Nigeria, Lagos
For the HR Practitioner all Human/Personnel related issues fall on his desk hence the Learning Organization can not be an exemption.
Firstly the quality of the Human Capital of an organization may just be one major determinant as to what extent the HR can push his mission in making his workplace a Learning Organization.
Secondly is the issue of Management aligning with the HR in his approach to make his/her innovation work.
It should be noted that there costs related with Learning in the workplace-these goes beyond cash-it could be time, risk, image,damages etal
In the light of the above the HR needs Management to support this plan physically and morally too especsially where finanacial approvals have to be sought and gotten.
Closely linked to the above is the issue of allowing an expressive environment to exist. Employees must be encouraged to voice out their opinions no matter how "eccentric" they may sound, they should not be shot-down or ignored-everyone must be heard.
In addition is the issue of harmonizing and managing divergent opinions/concepts/ideas in all these something positive would be arrived if well gathered and used properly.
Then another factor is the individual employee and what their intellectual persuasion is, some have a flair for research, web-search and general understanding of issues-such should be encouraged and related assignments given to them.
In the same vein some are highly interested in making presentations/moderating/facilitating, they shuold be encouraged and their presentations stored for the general use of all in the system.
Related to the last point is the issue of brainstorming-this can of sections can be organized once in a while and a moderator/secretary is made to list out cogent desicions/points arrived at and documented for references.
From the above the Knowledge Manager steps-in and creates from all these a DataBase where everyone can source information from internally.
Thanks.
From Nigeria, Lagos
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