In the public sector, motivation is not so much about competing with others but about providing better quality service to a growing number of enlightened and demanding customers, consumers and end users. If organisations fail to deliver to the needs and expectations of these people, then sooner or later the organisation will face a slow demise. Alternatively, if it is a natural monopoly or state enterprise, then its core players and structures will be replaced with those that do deliver. The solution to the problem is a rigorous HRD strategy geared towards creating an internal culture delivering a strong and relentless focus on delighting the customer. In my opinion, many organisations have failed to develop such strategies.
HRD strategy causes results to flow throughout the organisation.
The quality of this strategy is fundamental in equipping people with the capability to master the potential of any customer interaction. If HRD strategy is not supporting those who make contact with the customer, then resources could be better utilised. In a recent survey of several clients, fewer than 25 per cent of respondents answered in the affirmative when asked about whether their organisations had a strong, focused and visible HRD strategy. It would seem that, in too many organisation, HRD strategy evolves by accident and default rather than by design. However, targets by themselves will not help the process of learning, developing and creating an innovative learning environment where people can flourish and grow.