In the rush to adapt our organisations in the turbulent 1970s and 1980s, we have neglected the related need
to modify and develop the role and contributions of many occupations. The personnel occuaptional group
is no exception to this trend. Maintaining its relevance can be achieved by first differentiating the group
into three levels of contribution: strategic, managerial and operational; and second, by matching the content
and process of initial and continuing education to the needs of these three sub-groups. However, attempts
to adapt the roles and widen the contribution of personnel practitioners will fail without concommitant
efforts to expand the education and training of general managers and functional specialists in personnel
management. Furthermore, education is but one of a number of strategies that must be implemented
simultaneously if we are to successfully develop the occupational group.
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