Employee training and development 5th chapter 02

The Strategic Training and Development Process  Mission – the company's reason for existing.. The Strategic Training and Development Process cont..  Strategic training and development

Chapter 2 Strategic Training

Introduction

 Business strategy – a plan that

integrates the company's goals, policies, and actions.

uses:

capital

 Goals – what the company hopes to

achieve in the medium- and long-term

future.

Introduction (cont.)

influence on determining:

future job skills

the particular needs of an employee or is

developed based on the needs of a team,

unit, or division

groups of employees or open to all

Introduction (cont.)

influence on determining:

systematically administered, provided only

when problems occur, or developed

spontaneously as a reaction to what

competitors are doing

to other human resource management

practices such as selection and compensation

Figure 2.1 - Evolution of

Training's Role

The Evolution of Training’s Role

 Learning – the acquisition of knowledge

by individual employees or groups of

employees who are willing to apply that knowledge in their jobs in making

decisions and accomplishing tasks for the company.

 Knowledge – what individuals or teams

of employees know as well as company

rules, processes, tools, and routines.

knowledge

The Evolution of Training’s Role

(cont.)

 Explicit knowledge – knowledge that

can be formalized, codified, and

communicated.

 Tacit knowledge – personal knowledge

based on individual experience that is

difficult to explain to others.

of the learning function.

include customers, vendors, and suppliers

most critical jobs

The Evolution of Training’s Role

(cont.)

learning strategies:

resource functions such as knowledge

management, performance support, and

talent management

classroom as well as e-learning

development courses

Figure 2.2 - The Strategic Training

and Development Process

The Strategic Training and

Development Process

 Mission – the company's reason for existing.

 Vision – the picture of the future that the

company wants to achieve

 Values – what the company stands for.

 SWOT analysis – an analysis of the company's

operating environment to identify opportunities and threats as well as an internal analysis of the company's strengths and weaknesses

The Strategic Training and

Development Process (cont.)

 Strategic training and development

initiatives – learning-related actions that

a company should take to help it achieve its business strategy.

Table 2.2 - Strategic Training and

Development Initiatives and Their Implications

Table 2.3 - Questions to Ask to Develop

Strategic Training and Development Initiatives

The Strategic Training and

Development Process (cont.)

program

or attitudes changed as a result of program

participation

business-related outcomes for the company

The Strategic Training and

Development Process (cont.)

 Balance scorecard – means of

performance measurement that provides managers with a chance to look at the

overall company performance or the

performance of departments or functions

internal, innovation and learning, and

financial.

Table 2.6 - The Roles and Duties of Managers in

Companies That Use High-Performance Work

Practices

Organizational Characteristics

That Influence Training

sponsor governor, faculty, learner, and

marketing agent

businesses are integrated affects the kind

of training that takes place.

Organizational Characteristics

That Influence Training (cont.)

 Human resource management (HRM) practices – 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 resource planning –

identification, analysis, forecasting, and

planning of changes needed in the human resource area to help the company meet changing business conditions.

Figure 2.4 - Implications of

Staffing Strategy for Training

Organizational Characteristics

That Influence Training (cont.)

joint union-management programs designed

to help employees prepare for new jobs

development

process, training may be unrelated to

business needs

Organizational Characteristics

That Influence Training (cont.)

development

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.

employees to initiate the training process

Table 2.7 - Implications of

Business Strategy for Training

Table 2.7 - Implications of

Business Strategy for Training

Table 2.7 - Implications of

Business Strategy for Training

 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.

programs for developing leaders and

managing talent with training and

learning during times of change.

Models of Organizing the Training Department

which they train

determined by staff expertise

of the organization

problems or unwilling to adapt materials to fit

a business need

Models of Organizing the Training Department (cont.)

 Customer model

division or function of the company

with the particular needs of a business group

needs and to update courses and content to

reflect them

vary greatly in effectiveness, and design may

be poor

Models of Organizing the Training Department (cont.)

both a training expert and a functional expert

needs of the business

specific business function

conflicts because they report to two

managers

Models of Organizing the Training Department (cont.)

Figure 2.8 - The Corporate

University Model

characterized by five competencies

strategic direction, product design,

structural versatility, product delivery,

and accountability for result.

the traditional training department.

Models of Organizing the Training Department (cont.)

Table 2.8 - Comparison between a

Business-Embedded Training Organization

and a Traditional Training Department

Marketing the Training Function

Marketing the Training Function

(cont.)

following reasons:

aspect of their operation that other companies are asking for their expertise

customers or dealers

unused seats in training programs or

e-learning courses

 Outsourcing – the use of an outside

company that takes complete

responsibility and control of some training

or development activities or that takes

over all or most of a company's training

including administration, design, delivery, and development.

Outsourcing Training

Outsourcing Training (cont.)

on business strategy

training mandated to comply with federal,

state, or local rules

meet learning demands

Outsourcing Training (cont.)

their training are:

company needs

aspects of training and development,

especially delivery and learning content

Table 2.9 - Questions to Ask

When Considering Outsourcing