Strategic training

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How training relates with the business strategy of the organisation leading to ROI.

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Chapter2 : 

Chapter2 Strategic Training

Introduction: Business Strategy : 

Introduction: Business Strategy A plan that integrates the company’s goals, policies, and actions The strategy influences how the company uses: physical capital (plants, technology, and equipment) financial capital (assets and cash reserves) human capital (employees) The business strategy helps direct the company’s activities to reach specific goals

Strategy impacts training with a strong influence on determining: (1 of 2) : 

Strategy impacts training with a strong influence on determining: (1 of 2) 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 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

Strategy impacts training with a strong influence on determining: (2 of 2) : 

Strategy impacts training with a strong influence on determining: (2 of 2) Whether training is: planned and systematically administered, or provided only when problems occur, or 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

Evolution of Training’s Role : 

Evolution of Training’s Role

Evolution of Training’s Role: Learning : 

Evolution of Training’s Role: Learning The acquisition of knowledge by individuals, employees, or groups of employees Willing to apply that knowledge in their jobs in making decisions and accomplishing tasks for the company

Evolution of Training’s Role: Knowledge : 

Evolution of Training’s Role: Knowledge Human and social knowledge; what individuals or teams of employees know or know how to do, and structured knowledge Two types: explicit knowledge – knowledge that can be formalized, codified, and communicated tacit knowledge – personal knowledge based on individual experience; difficult to explain to others

Key Capabilities Needed to Implement Learning Strategies (1 of 2 ) : 

Key Capabilities Needed to Implement Learning Strategies (1 of 2 ) Alignment of learning goals to the business goals Measurement of the overall business impact of the learning function Movement of learning outside the company to include customers, vendors, and suppliers A focus on developing competencies for the most critical jobs

Key Capabilities Needed to Implement Learning Strategies (2 of 2 ) : 

Key Capabilities Needed to Implement Learning Strategies (2 of 2 ) Integration of learning with other human resource functions such as : knowledge management performance support talent management Training delivery approaches that include classroom as well as e-learning Design and delivery of leadership development courses

The Strategic Training and Development Process: : 

The Strategic Training and Development Process:

Decisions a Company Must Make About How to Compete to Reach its Goals: : 

Decisions a Company Must Make About How to Compete to Reach its Goals: 1. Where to compete? In what markets, industries, products will we compete? 2. How to compete? On what outcome or differentiating characteristic will we compete? 3. With what will we compete? What resources will allow us to beat the competition? How will we acquire, develop, and deploy those resources to compete?

Strategic Training and DevelopmentInitiatives and their Implications (1 of 4) : 

Strategic Training and DevelopmentInitiatives and their Implications (1 of 4)

Strategic Training and DevelopmentInitiatives and their Implications (2 of 4) : 

Strategic Training and DevelopmentInitiatives and their Implications (2 of 4)

Strategic Training and DevelopmentInitiatives and their Implications (3 of 4) : 

Strategic Training and DevelopmentInitiatives and their Implications (3 of 4)

Strategic Training and DevelopmentInitiatives and their Implications (4 of 4) : 

Strategic Training and DevelopmentInitiatives and their Implications (4 of 4)

Example: SunU’s Analysis to Align Training with Business Strategy (1 of 3) : 

Example: SunU’s Analysis to Align Training with Business Strategy (1 of 3) Customers Who are our customers and how do we work for them? Organization What is the nature of practices required to complete our mission? Products and Services How do we ensure that our products and services meet strategic requirements?

Example: SunU’s Analysis to Align Training with Business Strategy (2 of 3) : 

Example: SunU’s Analysis to Align Training with Business Strategy (2 of 3) Research and Development How do we stay current in the training and learning fields and use our knowledge in these areas? Business Systems What are the processes, products, tools, and procedures required to achieve our goals?

Example: SunU’s Analysis to Align Training with Business Strategy (3 of 3) : 

Example: SunU’s Analysis to Align Training with Business Strategy (3 of 3) Continuous Learning How do we recognize that learning at Sun Microsystems is continuous, is conscious, and comes from many sources? Results How do we obtain results according to our customers’ standards?

Metrics and Training: Balanced Scorecard (1 of 2) : 

Metrics and Training: Balanced Scorecard (1 of 2) Measurements that look at performance from the perspective of: internal customers external customers employees shareholders

Metrics and Training: Balanced Scorecard (2 of 2) : 

Metrics and Training: Balanced Scorecard (2 of 2) Four different perspectives are considered: Customer (time, quality, performance, services, cost) Internal (processes that influence customer satisfaction) Innovation and Learning (operating efficiency, employee satisfaction, continuous improvement) Financial (profitability, growth, shareholder value)

Organizational Characteristics ThatInfluence Training : 

Organizational Characteristics ThatInfluence Training Roles of Employees and Managers Top Management Support Integration of Business Units Global Presence Business Conditions Other HRM Practices Extent of Unionization Staff Involvement in Training and Development

Functions of Managers in Traditional Work Environments : 

Functions of Managers in Traditional Work Environments Manage individual performance Develop employees Plan and allocate resources Coordinate interdependent groups Manage group performance Monitor the business environment Represent one’s work unit

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (1 of 3) : 

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (1 of 3) Managing Alignment Clarify team goals and company goals Help employees manage their objectives Scan organization environment for useful information for the team

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (2 of 3) : 

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (2 of 3) Coordinating Activities Ensure team meets internal and external customer needs Ensure team meets quantity and quality objectives Help team resolve problems with other teams Ensure uniformity in interpretation of policies and procedures Facilitating Decision-Making Process Facilitate team decision making Help team use effective decision-making processes

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (3 of 3) : 

The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (3 of 3) Encouraging Continuous Learning Help team identify training needs Help team become effective at on-the-job training Create environment that encourages learning Creating and Maintaining Trust Ensure that each team member is responsible for his or her work load and customers Treat all team members with respect Listen and respond honestly to team ideas

Top Management Support : 

Top Management Support Vision Sponsor Governor Faculty Learner Marketing agent

Other HRM Practices (1 of 2) : 

Other HRM Practices (1 of 2) Consist of the management activities related to: investments in staffing performance management training compensation and benefits

Other HRM Practices (2 of 2) : 

Other HRM Practices (2 of 2) The type of training and resources devoted to training are influenced by the strategy adopted for two HRM practices: Staffing Human Resource Planning

Staffing Strategy Influence on Training : 

Staffing Strategy Influence on Training Company’s decisions regarding: where to find employees how to select them the mix of employee skills and statuses Two aspects of a company’s staffing strategy influence training: assignment flow supply flow

Implications of Staffing Strategy for Training : 

Implications of Staffing Strategy for Training

HR Planning Influence on Training : 

HR Planning Influence on Training HR planning allows the company to anticipate the movement of human resources in the company can help identify where employees with certain types of skills are needed in the company Training can be used to prepare employees for: increased responsibilities in their current job promotions, lateral moves, transfers downward job opportunities that are predicted by the human resource plan

Implications of Business Strategy for Training : 

Implications of Business Strategy for Training

Models of Organizing the Training Department : 

Models of Organizing the Training Department

The Faculty Model : 

The Faculty Model

The Customer Model : 

The Customer Model

The Matrix Model : 

The Matrix Model Business Functions Training Specialty Areas Marketing Production and Operations

The Corporate University Model : 

The Corporate University Model

Business-Embedded Model : 

Business-Embedded Model The business embedded (BE) model is characterized by five competencies: strategic direction product design structural versatility product delivery accountability for result

Comparison between a Business-Embedded Training Organization and a Traditional Training Department : 

Comparison between a Business-Embedded Training Organization and a Traditional Training Department

Tactics to Market the Training Function(1 of 2) : 

Tactics to Market the Training Function(1 of 2) Involve the target audience in developing the training or learning effort Demonstrate how a training and development program can be used to solve specific needs Showcase an example of how training has been used within the company to solve specific business needs

Tactics to Market the Training Function(2 of 2) : 

Tactics to Market the Training Function(2 of 2) Identify a “champion” who actively supports training Listen and act on feedback received from clients, managers, and employees Advertise on e-mail, on company websites, in employee break areas Designate someone in the training function as an account representative between the training designer and internal customer

Outsourcing Training : 

Outsourcing Training Outsourcing – use of an outside company that takes complete responsibility and control of some training or development activities takes over all or most of a company’s training Business process outsourcing – outsourcing of any business process human resource management, production, or training

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