Strategic Training

Strategic Planning and Trends

Strategy is the companys long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.

Strategic Planning
There are three levels of strategic planning

Corporate Strategy

Business Strategy

Business Strategy

Business Strategy

Business Strategy

Functional Strategies

Introduction

Business strategy a plan that integrates

the company's goals, policies, and actions.

The strategy influences how the company uses physical capital, financial capital, and human capital.

Goals what the company hopes to achieve in

the medium- and long-term future.

Introduction (cont.)

Strategy has a particularly strong influence on determining:

The amount of training devoted to current or future job skills.

The extent to which training is customized for the particular needs of an employee or is developed based on the needs of a team, unit, or division. Whether training is restricted to specific groups of employees or open to all employees.

Introduction (cont.)
Whether training is planned and systematically administered; provided only when problems occur; or developed spontaneously as a reaction to what competitors are doing.

The importance placed on training compared to other human resource management practices such as selection and compensation.

HRs evolving role

Change Agent Strategic Partner

CHALLENGES

E-HRM & HRIS

High rate of change in market demand High level of uncertainty Rising costs Competitive pressures on profit margins High rate of technological changes More complex organizations

Employee Advocate

Training Role

Knowledge: What individual or team of employees know or know how to do. Explicit knowledge: Knowledge that can be formalized, modified and communicated. Can be found in manuals, formulas and specifications. Tacit knowledge: Personal knowledge, based on individual experience. Difficult to explain to others, passed on to others through experiences, interaction & observation.

Strategic T&D Process

Learning Improved Performance Reduced Complaints Reduced Turnover Emp. satisfaction
Value For Training

Business strategy

Mission Values Goals

Strategic T&D Initiatives

Web Based Training Make Development Plan a must CS training must be given more weightage

T&D Activities

Learning Portfolio Customer Services Pace of Employee Learning Capture & Share Knowledge

Companys Business Strategies

Mission Reason for existence Vision Future that a company wants to achieve Values What the company Stands for

Goals Targets

Linkage between the physical & financial Capital with the Human Capital is a MUST.

Organizational Characteristics That Influence Training

Top Management Support

The CEO is responsible for vision, and being a sponsor governor, faculty, learner, and marketing agent.

The degree to which a company's units or businesses are integrated affects the kind of training that takes place. Global presence.

Business conditions.

Organizational Characteristics That Influence Training (cont.)

Human Resource Practices

Management

(HRM)

The management activities related to investments, staffing performance management, training, and compensation and benefits.

Organizational Characteristics That Influence Training (cont.)

Staffing Strategy
The company's decisions regarding where to find employees, how to select them, and the desired mix of employee skills and statuses.

Human

Identification, analysis, forecasting, and planning of changes needed in the human resource area to help the company meet changing business conditions.

Resource

Planning

(HRP)

Organizational Characteristics That Influence Training (cont.)

Staff involvement in Training and Development

If managers are not involved in the training process, training may be unrelated to business needs. If line managers are aware of what development activity can achieve, they will be more willing to become involved in it.
They will also become more involved in the training process if they are rewarded for participating.

An emerging trend is that companies expect employees to initiate the training process.

T&D Initiatives
How the Training Function will help the Company to reach its GOALS Diversify Learning Portfolio New Technology Informal training Personalized Learning opportunities Accelerate Pace of Employee Learning Improve Customer Service Have required products & Service Have required knowledge about Product Employees know their roles Capture & Share Knowledge If employee leaves the company, knowledge is not lost The type of decisions the employees can take Methods to make information available

Identify Needs & Provide high quality solutions Reduce time to develop the training program Facilitate access to learning resources on as needed basis

Training & Development Activities

Use of new technologies Web based trainings Online trainings Virtual Trainings Customer Services Know your customers Identify the needs Provide the solutions Personalized services Reduced customer complaints Mandatory Development Plan Orientation plans Continuous monitoring of performance Each staff member should be privileged with the relevant trainings Reduced Turnover Employee satisfaction

Metrics (Training evaluation)

Learning Approach towards work Increased quality of work Improved Performance Less manufacturing faults More work in less time

Reduced complaints More customers satisfaction Increased customer turnover

Reduced Turnover More specialized work force More employee satisfaction Less employee complaints Increased motivation level

Models of Organizing the Training Department

Centralized Training
Training and Development programs, resources, and professionals are primarily housed in one location and decisions about training investment, programs, and delivery methods are made from that department.

Models of Organizing the Training Department (cont.)

Faculty Model
Looks a lot like the structure of a college. Training staff are experts in the areas in which they train. The training department's plans are easily determined by staff expertise. The training function may not meet the needs of the organization. Trainers may be unaware of business problems or unwilling to adapt materials to fit a business need.

Models of Organizing the Training Department (cont.)

Customer Model
Responsible for the training needs of one division or function of the company. Training programs are developed more in line with the particular needs of a business group. Trainers are expected to be aware of business needs and to update courses and content to reflect them.

Involves considerable time, programs may vary greatly in effectiveness, and design may be poor.

Models of Organizing the Training Department (cont.)

Matrix Model
The trainer has the responsibility of being both a training expert and a functional expert. It helps ensure that training is linked to the needs of the business. Trainer gains expertise in specific business function. understanding a

Trainers will have more time demands and conflicts because they report to two managers.

Outsourcing Training

Outsourcing

the use of an outside company that takes complete responsibility and control of some training or development activity or that takes over all or most of a company's training including administration, design, delivery, and development.

Outsourcing Training (cont.)

Why companies outsource training:

Cost saving. Time saving, that allow a company to focus on business strategy.

Improvements in compliance and accuracy in training mandated to comply with federal, state, or local rules.
The lack of capability within the company to meet learning demands. The desire to access best training practices.

Outsourcing Training (cont.)

Two reasons companies do not outsource their training are:

The inability of outsourcing providers to meet company needs.

Companies' desire to maintain control over all aspects of training and development, especially delivery and learning content.

Trainee Types
Pigs Prisoners Passengers Participants

People to fight

Training that motivates adults to learn

Training relevance

Value
Readiness to learn

Allowing trainees control over their learning

Involving trainees in the process