Toward building HR competencies: A shift from the non-learning toward the learning organization

In recent past, healthcare organizations undertaking internal benchmarking measures for engaging in greater organization behavior using inner strength of the organization. The adoption of holistic development package that enhances employees’ engagement while focusing on CAC competency principle that stimulates learning opportunities and promotes in autonomy and authority in operations and process management. This paper presents the case of Kailash Hospital, 450-bedded with multi-specialty services, in National Capital Region which is creating and shaping a learning organizational culture and climate that leads to the greater involvement of employee and team building with internal benchmarking measures. The case clearly invokes the leadership to follow the system-based organizational transformational approach to build a new climate and culture, which focuses on organizational development.