Introduction SEHA oversees the public health care system, including clinics and hospitals, in the United Arab Emirates’ capital. SEHA was established in 2007 with a mission to elevate Abu Dhabi’s health care system to international standards through employee training and development and partnerships with reputable medical centers. In line with its mission, SEHA’s HR function plays a leading role in developing human capital tailored to the local context to alleviate shortages. This report analyzes SEHA’s approach to training and development and links it to the company’s organizational learning and strategic objectives. Organizational Learning SEHA’s health care reform entails ‘human capital’ development and improvement of infrastructure. Its staff population stands at 17,500 professionals working in various facilities across Abu Dhabi. SEHA offers up to fifteen internationally accredited residency courses to its staff through SKMC, Mafraq, Tawam, Al-Ain Hospital, AHS, and Corniche Hospital (John Hopkins Medicine International Tawam Hospital par. 17). These medical institutions offer graduate programs in “pediatrics, internal medicine, psychiatry, and family medicine,” among others (Abu Dhabi Health Services Company [SEHA] SEHA 2013 Annual Report par. 9). In addition, local doctors have access to fellowships to acquire skills in specialist areas. The company’s residency programs have ACGME-I accreditation, which, from an international perspective, makes them highly competitive. The company’s programs are comparable in quality to similar ones in the US, and thus, local graduates possess the expected level of skill and competence (Grunden and Hagood 82). Therefore, in line with its mission, SEHA offers educational programs that rival similar programs in Western countries to upgrade the quality of Abu Dhabi’s health care system. The ACGME-I accreditation underscores the company’s dedication to promoting academic capabilities and, by extension, staff proficiency to foster quality care delivery. A well-structured HR capability can help support organizational goals. SEHA recognizes that a strong HR function is essential in elevating Abu Dhabi’s care delivery system to global standards. In 2010, the company collaborated with CIPD, an HR consulting firm, to develop and support its human resource function. The aims of the partnership were to formulate a unified approach to organizational learning, support ‘Emiratization,’ develop the HR function to international standards, and create a pool of potential HR professionals for SEHA (Grunden and Hagood 86). CIPD developed programs that supported action-centered learning and a professional body to nurture the skills and experience of future HR leaders. The CIPD programs included a diploma and certificate in HR management offered to junior and executive officers. The programs focused on the UAE context, including the country’s HR policies and procedures. Each of the two programs lasted for nine months and comprised of two parts, namely, training and assessment (CIPD SEHA par. 18). Support sessions gave the trainees an opportunity to apply the practical skills acquired in SEHA. They worked on diverse HR projects t