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 behaviours, and determine how these 'architectures' can help the organisation 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 organisation.
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)
by Marcia Nicholas
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