Building learning organizations: Bridging the Gap Between Training and Learning
             What is a learning organization? Watkins and Marsick (1994) define a learning organization as one that continuously learns and transforms itself. Garvin (1993) defines a learning organization as one that is skilled at creating, acquiring, and transferring knowledge, modifying its behavior to reflect new knowledge and insights. Bencivenga (1995) states that a learning organization is developing shared vision, challenging assumptions, and devising a system for new ideas. The Chief Executive Officer of the Canadian Imperial Bank of Commerce (Garvin, 1993) sums up a learning organization as a process in which every employee is dedicated to constant learning, learning that advances the individual career as well as the organization's business goals.
             Obviously, there are no clear definitions what make up a learning organization, only a description for what is desired in an organization. Although the above definitions are diverse and often appear elusive, they underscore the fact that learning is the critical competency of the 21st Century. On this note, HR professionals must realize that they alone cannot create a learning organization; they can only become a climatic force to intensify the emphasis organizations place on learning.
             While the private sector is adapting different variations to different management philosophies, the public sector has been slow and resistant to the changes occurring in the workforce. In spite of this resistance, there is an acceptance that help is needed in identifying alternatives for agencies and programs. Correspondingly, there is a new mission for HR professionals, one that is vastly different and with a greater scope. In their new role, HR professionals must help organizations create a continuous learning environment by linking training and learning. Some contemporary demands for bridging a gap betwee...