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The headlong pursuit of efficiency in human resources has undesirable consequences for organizational learning---particularly for the type of learning necessary for innovation and adaptation. By pursuing efficiency blindly organizations systematically eliminate variation, compromising their ability to learn and innovate. Ironically, the very inefficiencies decried by HR scholars may in some ways be the saving grace of selection, hiring and socialization processes. We review the literature on organizational learning and the literature on HR, and advocate greater cross-pollination between the two, as key findings from these two literatures suggest conflicting strategic implications, for instance, safeguard variation vs. eliminate variation. We discuss these implications and propose a series of heuristics that would temper the efficiency criterion inherent in HR processes, thereby ensuring sufficient inaccuracy and inefficiency …