week 3 - strategic training
Post on 17-May-2017
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Strategic Strategic TrainingTraining
Strategic Planning and TrendsStrategic Planning and Trends
Strategy is the company’s 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 Strategic Planning There are three levels of strategic planning
Corporate Strategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
BusinessStrategy
FunctionalStrategies
IntroductionIntroductionBusiness 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.)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.)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.
HR’s evolving roleHR’s evolving role
Change Agent
Strategic Partner
Employee Advocate
E-HRM & HRIS CHALLENGES
•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
Training RoleTraining 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 ProcessStrategic T&D ProcessMissionValuesGoals
•Learning•Improved Performance•Reduced Complaints•Reduced Turnover•Emp. satisfaction
•Learning Portfolio•Customer Services•Pace of Employee
Learning•Capture & Share
Knowledge
•Web Based Training•Make Development Plan a must
•CS training must be given more weightage
Business strategy
StrategicT&D
Initiatives
T&DActivities
ValueFor
Training
Mission
Vision
Values
Goals
Reason for existence
Future that a companywants to achieve What the
companyStands for Targets
Linkage between the physical & financial Capital with the Human Capital is a MUST.
Company’s Business StrategiesCompany’s Business Strategies
Organizational Characteristics Organizational Characteristics That Influence TrainingThat Influence TrainingTop 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 Organizational Characteristics That Influence Training (cont.)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 Organizational Characteristics That Influence Training (cont.)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 (HRP) Identification, analysis, forecasting, and planning of changes needed in the human resource area to help the company meet changing business conditions.
Organizational Characteristics Organizational Characteristics That Influence Training (cont.)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 InitiativesT&D InitiativesHow the Training Function will help the Company to reach its GOALS Diversify Learning Portfolio•New Technology•Informal training•Personalized Learning opportunities
Improve Customer Service•Have required products & Service•Have required knowledge about Product•Employees know their roles
Accelerate Pace of Employee Learning•Identify Needs & Provide high quality solutions•Reduce time to develop the training program•Facilitate access to learning resources on as needed basis
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
Use of new technologies•Web based trainings•Online trainings•Virtual Trainings
Mandatory Development Plan•Orientation plans•Continuous monitoring of performance•Each staff member should beprivileged with the relevant trainings•Reduced Turnover•Employee satisfaction
Customer Services
•Know your customers•Identify the needs •Provide the solutions•Personalized services•Reduced customer complaints
Training & Development Training & Development ActivitiesActivities
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
Metrics (Training evaluation)Metrics (Training evaluation)
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 Models of Organizing the Training DepartmentTraining Department
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 Models of Organizing the Training Department (cont.)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 Models of Organizing the Training Department (cont.)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 understanding a
specific business function.◦Trainers will have more time demands and
conflicts because they report to two managers.
Models of Organizing the Models of Organizing the Training Department (cont.)Training Department (cont.)
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 Outsourcing Training
Outsourcing Training (cont.)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.)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 TypesTrainee Types• Pigs• Prisoners• Passengers• Participants• People to fight
Training that motivates Training that motivates adults to learnadults to learn
• Training relevance
• Value
• Readiness to learn
• Allowing trainees control over their learning
• Involving trainees in the process
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