Effective Training: Strategies, Systems and Practices, 3rd Edition

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Effective Training Strategies, Systems and
Practices, 3rd Edition

• Chapter Two
• P. Nick Blanchard and James W. Thacker

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Linkage between Strategy, Tactics, and Objectives
Tactical Activities

• Competitive
• Strategy
• Mission
• Opportunities
• Threats
• Strengths
• Weaknesses

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Competitive Strategies

• Market leader innovation, development, move
  quickly to market
• Market follower efficiency, improvements in
  product
• Cost leader low cost, product acceptable

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Mission, Strategy, Technology, Structure
Relationship
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Factors Influencing Environmental Stability
Complexity Complexity Complexity Complexity
High Low
S T AB I L I T Y High
S T AB I L I T Y Low
Low Uncertainty
Moderate Uncertainty
High Uncertainty
Moderate Uncertainty
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Conditions Increasing the Importance of HR Issues
Part 1 of 2
High rate of change in market demand Requires employees who can develop or adapt products and services quickly
High level of uncertainty in market demand Requires employees who can forecast more accurately and react more flexibly
Rising costs combined with competitive pressures on profit margins Requires employees with wider range of KSAs so fewer people can do more things well
High rate of technological change Requires employees who are more technologically literate and current
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Conditions Increasing the Importance of HR Issues
Part 2 of 2
More complex organizations (number and type of products, technologies, locations, customers,etc.) Requires employees who can process and analyze complex information from a variety of sources
More diverse labor Requires employees who can interact effectively in many cultural and ethnic contexts
Smaller labor pool Requires more effective use of existing employees and better recruiting of new employees
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Relationship between Competitive and Human
Resource Strategies
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Environmental factors affecting the selection of
a training strategy
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Steps in a Generic Planned Change Model Part 1
of 2
1.  A compelling need for change is established.
2.  Goals are developed and agreed to by the
concerned parties.
3.  The cause of the need for change is
determined
4.  Alternative approaches for addressing the
cause are identified and evaluated.
5.  An approach to addressing the cause is
selected.
6.  The approach is carried out.
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Steps in a Generic Planned Change Model Part 2
of 2
7.  The results of the approach are evaluated.
8.  The results are fed back to the organization.
 If results are favorable, go to step 9.
 If results are unfavorable, go back to step
4.
9.  The change becomes internalized. The changes
that have been made become routine and normal
ways the organization conducts its business.
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Change Process Theory

• Unfreezing creating need for change, guilt,
  anxiety, recognize problem exists
• Changing change behavior, values, attitudes
  through change process
• Refreezing use goals and rewards to establish
  new behaviors and attitudes to replace old ones

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Force-field analysis model
1. Identify the current state of the situation.
2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage
change.
5. Assess the strength of the forces.
6. Develop strategies to
reduce the forces restraining change
increase the forces for change (or capitalize on
existing drivers).
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Sources of Resistance to Change

• Fear tolerance for uncertainty
• Vested interests
• Misunderstandings
• Assessments of impact of change different
  viewpoints
• Inter-organizational agreements union contracts

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Reducing Resistance to Change

• Education and communication
• Participation and involvement
• Negotiations power of resisters
• Cooptation
• Top management support

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Human Processual Interventions

• Survey feedback
• Organizational variables to measure
• Design and implementation of survey
• Presentation of results
• Team building
• Preliminary diagnosis for need
• Change agent with wide range of knowledge
• Change manager and agent should develop general
  approach to sessions-

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Technostructural Interventions

• Job enlargement
• Job enrichment Job Characteristics Model
• Greater effect on productivity
• Alternative work schedules
• Moderate effect on work output
• Withdrawal
• Effects on attitudes

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Hackman Oldham Job-Enrichment Model
Five Job Characteristics
Skill variety Task identity Task significance
Autonomy
Feedback
Three Critical Psychological States
Growth Need Strength
Experiencedmeaningfulness of work
Knowledge of actual work results
Experiencedresponsibility for work outcomes
Personal and Work Outcomes
High quality work performance
High internal work motivation
High satisfaction with the work
Low absenteeism and turnover
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Differences Between OD Practicioners and Trainers
Issue OD Practicioner Trainer
Role
Client
Response to problems with organizational politics, structure, etc.
Organizational perception
Strategic
Tactical
Middle to lower level management
Top management
Work around or within the system
Challenge and confront
Gets things done
Overly analytical
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Strategic Training Alternatives

• Primary provider larger numbers of trainees,
  large training department centralized vs.
  decentralized
• Manager/intermediary selection and management
  of outside providers
• Mixed strategy

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Questions to Assess Training Provider
Capabilities Part 1 of 2
What is their background (education, experience,
etc.)?
Have they ever provided these particular training
programs or services before?
Have they conducted formal evaluations of their
results? If so, what have been the results?
Can they give you the names of people in these
companies who could speak knowledgeably about
the trainers products and services?
Can they give you names of those who were
recipients of the service and those who brought
the training provider into the organization and
oversaw the training or the service?
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Questions to Assess Training Provider
Capabilities Part 2 of 2
Can they provide an outline of their approach
and/or process? How do they go about developing a
program, delivering training, or providing a
training service?
If they are providing training they have already
developed, can they show you materials, such as
handouts, exercises, and videos?
Since these are not specific to your
organization, how will they alter them to make
them appropriate for your situation?
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Questions for the Strategic Planning Process in a
Small Business
1. Why are we in business?
2.  What are we trying to achieve?
3.  Who is our competition and how can we beat
them?
4.  What sort of ground rules should we be
following to get the job done right?
5.  How should we organize ourselves to reach our
goals and beat the competition?
6.  How much detail do we need to provide so
everyone knows what to do?
7.  What are the few key things that will
determine if we make it? How should we keep
track of them?