Aligning training with strategy Lecture 2 chapter 2

1.

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2013 Pearson
Education, Inc.
publishing as
Prentice Hall
Chapter 2
Aligning Training
with Strategy
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

2. Strategy, Tactics, and Objectives

Competitive
Strategy
• Mission
• Opportunities
• Threats
• Strengths
• Weaknesses
Tactical Activities
Unit
Objectives
Unit
Strategies
and Tactics
Employee
Objectives
Implementation, Evaluation, and Feedback
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3. Environmental Stability Factors

Complexity
S
T
A
B
I
L
I
T
Y
High
Low
High
Moderate
Uncertainty
Low
Uncertainty
Low
High
Uncertainty
Moderate
Uncertainty
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4. Mission, Strategy, Technology, Structure Relationship

ENVIRONMENT
EXTERNAL
STRATEGY
MISSION
INTERNAL
STRATEGY
TECHNOLOGY
STRUCTURE
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5. Flow of Strategy Development

Organization’s External Environment
Legal
Environment
Labor
Market
COMPETITIVE
STRATEGY
Organization’s
Internal
Environment
Core Technology
Employee KSAs
Labor Relations
Corporate Culture
HUMAN RESOURCE STRATEGY
Economic
Conditions
HRD Strategy
Competition
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6. Generic Steps in Planned Change

1. Establish a compelling need for change.
2. Develop the goals for change in collaboration with
concerned parties.
3. Determine what is causing the need for change.
4. Identify and evaluate alternative approaches to create
the desired change.
5. Select an approach.
6. Implement the approach and evaluate the results.
7. Feedback results to concerned parties.
8. If results are favorable, institutionalize the change. If
not got to step 4.
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7. Differences Between OD Practitioners and Trainers

Issue
OD Practitioner
Trainer
Role
Strategic
Tactical
Client
Top Management
Middle to lower
level management
Response to problems
with organizational
politics, structure, etc.
Challenge
Confront
Organizational
perception
Overly Analytical
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Work around or
within the system
Gets things done

8. Force-Field Analysis Model

Driving Forces
Current
Situation
Restraining Forces
Develop strategies to:
Reduce the forces restraining change
Increase the forces for change (or
capitalize on existing drivers).
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9. Questions to Assess Training Provider Capabilities – Part 1 of 2

What is the trainer’s background (education, experience, etc.)?
Has the trainer ever provided relevant training programs or services
before?
Has the training been evaluated? If so, what levels of outcomes were
evaluated and what have been the results?
Can the trainer give you references who could speak
knowledgeably about the trainer’s products and services (trainees, HR
contact person, etc.)?
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10. Questions to Assess Training Provider Capabilities – Part 2 of 2

Can the vendor provide examples or an outline of his approach or process?
Will this fit your organization’s culture and budget?
Can the vendor show you materials, such as handouts, exercises, and videos?
How will the materials be made specific to your organization?
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11. Small Business Owners’ Reasons for Not Planning Strategically

Not enough time
Unfamiliarity
Lack of skills
Lack of trust
Day-to-day operations and concerns about
tomorrow are the excuses for not planning for
next year.
Lack of awareness of strategic planning or
failure to see its value.
Do not have the skills or time to learn them. Do
not wish to spend money to bring in
consultants.
Want to keep key information confidential.
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12. Strategic Questions for Small Business

1. Why are we in business?
2. What are the key things we are trying to achieve?
3. Who is our competition and how can we beat them?
4. What sort of rules should we be following to get the job
done right?
5. How should we organize ourselves to reach our goals?
6. How much detail do we need to provide and how do we
make sure everyone gets the information?
7. What few key things will determine if we make it? How do
we address and keep track of them?
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