n training and learning are: increased employee enrichment training, more management development training, more sequential training, increased technical and procedural training, expansion of basic skills training and retraining, increased leadership-skill training for all employees, and increased use of HR as a tool for organizational change. The above not only gives a sense how much HR has changed in the past decades, but it identifies the role HR can play in building a continuous learning organization.
             Everyone is talking about learning organizations, but few are living them. Probably, because as stated, there is no clear definition, only unanimous agreement as to what a learning organization should be. Nonetheless, there is a consensus in the HR field about specific drivers compelling organizations to relook how they are operating. These drivers are: the information age, technology, deregulation, fierce global competition, changing demographics, and the move to a knowledge-based workforce. As a result of these massive changes occurring in the workforce, the role of HR professionals must also shift from the traditional "paper pusher" to a role that is more dynamic and proactive. Essentially, HR professionals must position themselves to help organizations use the intellectual and creative capabilities of all employees in the organization. In this way, some of their primary tasks will consist of protecting the values and organizational climate, fostering the development of leaders, and maximizing the potential
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