following selection of findings is related to the outlook on HRD in learning
issues: Improving client focus is an issue of major importance to the
companies. Other key strategic issues are improving and innovating products,
processes and services. Strategies with regard to developing human resources,
since these are a key factor in improving organisational learning are relevant,
but come in second place. They appear to be 'means to an end', instead
of strategies with an inherent relevance.
Learning oriented organisations employ a rich variety of change strategies
in order to stimulate their development toward a learning organisation.
Creating a client oriented culture appears to be an often-used measure
(more so than became apparent from the case studies). But initiatives in
the field of changing organisational structures (such as implementing teams),
attention to management development; changes in the strategy development
process (e.g. sharing a mission statement); creating a learning culture
and changes in HRD strategies and structure were also encountered.
The desire to become more client centered, among other things by continuous
improvement and innovation, appears to be the main motivator for wanting
to become a learning organisation. Though more people-oriented reasons
(such as improving the quality of working life) seem to play a role as
With regard to the division of HRD tasks, it becomes clear that
HRD professionals still carry the biggest share of responsibility for HRD
(at least in their own estimation of the situation). Managers and employees
are important active partners, and are expected to become more so in the
future. Their role is predominantly one of identifying learning needs,
stimulating and supporting informal learning, ensuring continuous learning
(of oneself and others). HRD professionals provide support, among other
things by organising training and supporting informal learning efforts
(Tjepkema et al. 2000a, pp. v-vi).