Effective Training: Strategies, Systems and Practices, 2nd Edition

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Effective Training Strategies, Systems and
Practices, 2nd Edition

• Chapter Two
• Strategic Planning Training

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Session Overview

• Define the strategic planning process and HRD
  role.
• Define a learning organization and identify
  components of learning organizations.
• Identify and describe external and internal
  factors influencing HRD strategy.

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Strategic Planning

• Strategic Planning
• the development of relatively long-term
  objectives and plans for pursuing an
  organization's mission p.31
• - proactive process

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Strategic Planning Process

• Strategies attempt to optimize the match between
  an organization and
• what is occurring in the external environment,
• what is projected to occur in the external
  environment, and
• the legal environment

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Strategic Planning Questions

• Why are we in business?
• What are we trying to achieve?
• Who are our competitors and how can we beat them?
• How should we organize ourselves to reach our
  goals?
• How can we determine success?

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Linkage between Strategy, Tactics, and Objectives
Tactical Activities

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

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HRD in the Strategic Planning Process

• HRD should be involved in strategic planning by
• helping shape competitive strategy
• influencing the organizations HR strategy
• developing its own HRD strategy in line with the
  strategic plan

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Relationship between Competitive and Human
Resource Strategies
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HRD Strategy Development

• HRD contributes to organizations
• competitive position by
• Ensuring employees have the necessary
  competencies
• Identifying and assisting in the removal of
  barriers to desired performance
• Providing key information related to the
  development of strategies

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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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The Learning Organization An Internal Strategy

• Learning Organization
• employees engaged in their work, striving to
  reach their potential, by sharing the vision of a
  worthy goal with team colleagues

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Components of learning Organization Part 1 of 3
Personal mastery Continual clarification and deepening of ones personal vision. It connects personal with organizational learning.
Mental models Deeply ingrained assumptions and generalizations that influence how we understand the world. Until these are brought to the surface, little learning takes place that doesnt conform to these models.
Building a shared vision Sets up a creative tension pulling individual visions into a common desired future, thus galvanizing a group to goal accomplishment.
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Components of learning Organization Part 2 of 3
Team learning As the learning blocks of organizations, teams must learn for the organization to learn.
Systems thinking A framework for seeing the interrelationships rather than the things that are related.
Systematic problem solving Decision making relies on the scientific method and data rather than guesses, hunches and assumptions. People are skilled in the use of basic statistical techniques for analysis.
Experimentation A focus on expanding knowledge rather than responding to current difficulties. Failure of experiments is accepted as a way of gaining knowledge.
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Components of learning Organization Part 3 of 3
Learning from experience The lessons of experience are documented in a form that that is accessible and understandable to employees.
Learning from others Knowledge is gained from what others do and how they do it, rather than from the results they have achieved. Benchmarking and similar practices are encouraged.
Transference of knowledge For the organization (not just individuals) to learn, knowledge must be documented and made transferable quickly and easily.
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The Learning Organization

• The following are responsibilities of management
  in a learning organization
• Encouraging experimentation
• Promoting constructive dialogue
• Facilitating the process of experience

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Environmental factors affecting the selection of
a training strategy
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Questions to Assess Training Provider
Capabilities Part 1 of 2

1. What is their background (education, experience,
   etc.)?

1. Have they ever provided these particular training
   programs or services before?

1. Have they conducted formal evaluations of their
   results? If so, what have been the results?

1. Can they give you the names of people in these
   companies who could speak knowledgeably about the
   trainers products and services?

1. 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

1. 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?

1. If they are providing training they have already
   developed, can they show you materials, such as
   handouts, exercises, and videos?

1. Since these are not specific to your
   organization, how will they alter them to make
   them appropriate for your situation?