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.
5th January 2005 From Nigeria, Lagos