re-aim-fire-aim-fire rather than ready-aim-fire. People and organisation s need to act in order to think as well as to think in order to act. To benefit from peoples actions an organisation is needed that is open to the potential for learning and development that is available. An untrained workforce is, in the long run an inefficient use of funds and resources. A business's profits are affected as a result of this untrained work-force dilemma, and therefore, the organisation must play an involved role in providing a solution. And it is not just the big corporation with deep pockets that needs to get involved, it is also the small and mid-sized family-owned business that needs to recruit and retain trainable, qualified talent. This is the job of HRM and should form part of the overall organisations strategy. It must be accepted in the workplace that it is alright to make mistakes so long as learning has occurred and the same mistake will not be made in the future. HRM can then establish the employees that make the least mistakes and also those that learn most rapidly. Armed with this information, the HRM function can be involved in strategy by deciding which candidates should be given more authority. Multi-skilling is something of a buzz word in business. It describes highly trained members of staff, competent in a number of aspects of the organisation. A key element to flexibility, it is highly productive for the organisation. As part of the organisational strategy the HRM function is crucial to the effective implementation. In order to form successful strategy to respond to rapidly changing environments it is evident that the organisation has to become a learning organisation. Defined by Garrat this is: “An organisation which facilitates the learning of all its members and continuously transforms itself.” People change is central to Organisational development and HRM. Through teaching and developing certain aspects of peop...
