Human resource is increasingly recognised as a critical success factor and limiting constraint. Chairmen and CEOs are seeking actively to build more flexible and responsive “network organisations”. They recognise increasingly the need for ongoing learning and change, and harnessing the potential of all employees. Yet too often personnel and other functional specialists are obstacles to, rather than facilitators of, change. Human resource practitioners must recognise the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. In particular they must understand how barriers to effective learning can be identified, overcome and facilitated by appropriate technology.
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