One cannot think of the human resource management (HRM) as a beacon of eLearning without thinking of “human” at an individual level. The HR department is responsible for the employee’s well-being. It is also responsible for bridging the communication between the organization and the employees. At the strategic level, the organizational management works towards continuous change to meet the dynamic needs of the market. The human resource management strives to convey this need for change to the employees to implement at the operational level.
Organizational change is mandatory to meet and exceed the market share. Managing this change is a highly challenging feat. While training and professional development is the natural step towards change, it more often fails to enforce the desired change. Despite the best laid plans that include aligning organizational KPIs with learning objectives in trainings, holding meetings for the change and propagating incentives for change, the organizational cultures still seem undeterred.
This brings us back to the human part of the human resource management. How can the HRM influence the human brain to adapt and adopt to the desired changes through eLearning and knowledge sharing? Change needs to begin at the individual level to reflect the change in the organizational culture. Think hard skills and soft skills of the organization. Hard skills are the policies, procedures, administration protocols and data handling strategies deeply ingrained into the organizational skills. Soft skills are the mind-set, the approach, the trust level, the confidence and the motivational strategies communicated within the organization through its employees.