As a tool, information technology is only as useful as the organizational context in which it is imbedded. This requires careful attention to finding the optimum fit between technology and the people who use it. Supporting skill development and active learning as well as the use of these capacities must be a key goal of governments human resource development plans. Governments train more than most Canadian employers. Yet there is not enough training to keep up with the rapid pace of organizational and technological change.
Governments have yet to become learning organizations.
The demographic crunch that governments face as many of their employees reach retirement age demands creative approaches to human resource management. As baby-boomers are replaced, the workforce will become more diverse in terms of age, experience and cultural backgrounds. A variety of recruitment strategies will be required in order for governments to meet their needs for succession planning and new talent. Needed is a realignment of public service careers with the rapidly changing context and content of government work. For example, a flatter, team-based form of organization that values horizontal career mobility may be better adapted to current and future demographic trends.