Strategic Training

Dr. Sania Zahra Malik

 Models of Organizing the
Training Department
 Centralized Training

 Faculty Model

 Customer Model

 Matrix Model

 Corporate University Model

 Business Embedded Model

 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.

 Helps drive stronger alignment with business strategy

 Centralized Training

 Allows development of a common set of metrics or

scorecards

 Helps to streamline processes

 Cost advantage in purchasing training

 Better integrate programs for developing leaders and

managing talent
 Faculty Model

 Looks a lot like the structure of a college.

 Headed by a director of training and there are 4-5

different types of subjects/disciplines in which
training takes place.

 Safety training, quality training, technology &

computer systems training, leadership development
and sales training.
 Faculty Model

 You have experts of a particular subject in your

organization that is related to the training function.

 You can organize your training programs according

to these staff expertise.

 There is less alignment between the business needs

and the kind of training that is given to
organizational members(disadvantage)
 Customer Model

 Responsible for the training needs of a specific business

unit or specific business function.

 There is a director of training and the training is

organized around the functions of the business which
are marketing, finance, production and operations and
information systems.

 Training programs are developed more in line with the

particular needs of a business function.
 Customer Model

 Trainers are also expected to be aware of the needs of

the business function more clearly.

 Trainers have to spend considerable time learning the

organizational function.

 Need to spend that considerable time, so that means

that would include delays in the design of programs and
the design of programs may be poor.
 Matrix Model

 There is a director of training and training is

organized according to various subjects.

 Trainer for sales training will report both to the

marketing manager as well as the Director of
training.

 It helps ensure that the training function is aligned

with the business needs of the organization.
 Matrix Model

 The trainer becomes expert in training of his/her

own area as well as the expert of the function for
which the training is being provided.

 There will be conflict between authority.

 Corporate University Model

 Learning function is driven by an organizational commitment for

learning and talent management.

 Learning becomes a business partner with that organization.

 Learning comes in the fore-front of strategic process.

 Client group, it also involves the universities, the colleges, the

grade schools and all the people who can contribute and can get
benefit from this learning function.
 Corporate University Model

 Offers a wide range of products and programs to solve

the business needs.

 Tries to instil culture and values to the members of the

organization.

 Centralizes training to make sure that “best training

practices” are disseminated.
 Corporate University Model

 Enables the organization to control costs by having consistent

training all over the organization.

 University of Toyota

 Hamburger University

 Caterpillar University has got six colleges.

 Leadership, marketing and distribution, business and business

processes, Six sigma, and product support.
 Business Embedded Model

 Organized to better control training costs and ensure strategic

alignment but at the same time respond quickly to clients
needs and provide high-quality services.

 The customers of training are not only the trainees that are
being trained, the employees that are being trained. The
business embedded model looks at the managers as the
customers as well who have to send the employees for
training.
 Business Embedded Model

 The business embedded training model is characterized by five

competencies: strategic direction, product design, structural
versatility, product delivery, and accountability for results.
 Strategic Direction

Traditional Training Department Business-Embedded Training

Leaves objectives unstated or vague Broadly disseminates a clearly articulated mission

Assumes that class participants are its only customers Recognizes that they have a broad customer base

It gives training according to predefined courses Customized training programs according to the needs
of the client.

Continues to supply courses even after they become It realizes that there are product life cycles
outdated

Organizes its offerings by courses Organizes its offerings by competencies

 Product Design

Traditional Training Department Business-Embedded Training

Uses cumbersome and rigid ways Uses benchmarks and innovative

to design training programs design strategies to design your
training programs

Views suppliers as warehouses of Linked strategically with the

materials organization
 Structural Versatility

Traditional Training Department Business-Embedded Training

Trainers are only seen as facilitators and Trainers are professionals who contribute
classroom instructors as program designers as well as internal
consultants

Operates with a fixed number of staff Leverages resources from many areas

Relies solely on training staff to determine The managers are involved in designing
the department's offerings the training programs
 Product Delivery

Traditional Training Department Business-Embedded Training

Training is offered at fixed Training can be provided wherever

schedules and at fixed locations it is required and it may accessed at
whatever time it is required

Offer a list of courses Offers a menu of learning

opportunities
 Accountability for results
Traditional Training Department
Believed that the company decides the
requirement of employee development
Training ends when the course ends
Considers the instructor as the key player
in deciding the effectiveness of the training
Relies on the critiques for training as the
only source of feedback
The results are vaguely described
Business-Embedded Training
Believes that the employees should take
charge of their personal development
On the job follow ups are provided to see
whether training has been effective
Considers the manager the key player in
supporting training
Evaluates the strategic effects of training
and its bottom-line results
Guarantees that training will lead to
effectiveness