Organizational learning and HR

It is always easy to say how a business should look like in order to be innovative and competitive. An example of such a judgment was, for instance, my dissertation research on the discovery of leadership behavior that enhances organizational learning. Based on an extensive literature review I outlined the ingredients that make a business successful in organizational learning. After that, I tested these outcomes through conducting three interviews with corporate leaders and listed some additional ingredients.

But what is learning? And is it something that should only be encouraged by the business? No!

As individual staff member it is not enough 'to know about', but 'the ability to perform' is decisive. These individual staff members need to know what their competences are that let them perform a job in a way that generates added value.  What do they need embody?

1) Professional competence
The competence needed for performing a task in a work situation in a way that creates added value in relation to the work that is being carried out

2) Social competence
The ability to communicate and interact with people in different contexts through, for instance, language, artistic expression, movement, mathematics, or technical tools

3) Personal competence
Self-knowledge that forms the basis for the development of social competence.

Therefore, organizational learning can only be successful when both the individual staff members as well as the businesses are at the same line. The more important is the work as HR departments.