In this report, the HR development at Sahlgrenska University Hospital, initiated by the ideas Human Resource Transformation, is presented. The process is analysed from three perspectives: HRT, organisational development, and organisational learning. The study was performed through ethnographic participative observation during 21 months.Pure HRT effects are hard to observe. The HR staff act more ”consultative” and ”strategic” than before. The learning to become more strategic is mainly processed through ”strategic councils”. The change process was managed discontinuously and incrementally. And, the learning within the HR department can be labeled as a genuine ”muddling through” process. The learning of the HR staff is closely linked to the relations to the line managers, but has not clearly involved the line organisation.In summary, the HR department has changed and is still changing and developing. There is more to do in order to really become ”strategic”.
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