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BBA 229 Training and Development

This document discusses strategic training and development. It covers: 1. The importance of aligning training activities with an organization's strategic plan to meet both organizational and individual employee needs. 2. How the role of training has evolved from a program focus to emphasizing broader learning, knowledge creation and sharing. 3. A 4-step strategic training and development process that includes identifying the business strategy, strategic training initiatives, translating initiatives into activities, and identifying metrics. 4. Organizational characteristics and HR planning that can influence training, as well as questions to assess training providers.

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150 views18 pages

BBA 229 Training and Development

This document discusses strategic training and development. It covers: 1. The importance of aligning training activities with an organization's strategic plan to meet both organizational and individual employee needs. 2. How the role of training has evolved from a program focus to emphasizing broader learning, knowledge creation and sharing. 3. A 4-step strategic training and development process that includes identifying the business strategy, strategic training initiatives, translating initiatives into activities, and identifying metrics. 4. Organizational characteristics and HR planning that can influence training, as well as questions to assess training providers.

Uploaded by

Hatem Hussein
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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BBA 229 Training and Development

Lecture 2
Strategic Training

S. Chan
Department of Business Administration
charmaine@chuhai.edu.hk
http://home.chuhai.hk/~charmaine
1
HR Department and Training

• HR: to improve the organization’s effectiveness


by providing employees with KSAs which will
ultimately enhance employees’ current or future job
performance.
•Training strategies should meet the needs of
organization while also responding to the needs of
individual employees.
•Therefore should align training activities with
company’s strategic plan.

2
The Evolution of Training’s Role
Training’s role has to evolve from program focus to a
broader focus: learning, creating and sharing knowledge

Traditional approach:
-Training is seen as a series of programs or events that employees
attend.
-Provides no information that would help employees understand the
relationship between the training content and individual performance
or development objectives or business goals.
-A single training event or program is not likely to give a company a
competitive advantage because explicit knowledge is well-known and
programs designed to teach it can be easily developed and imitated.
The emphasis on learning has several implications.
3
The Evolution of Training’s Role (2)

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/teams of employees know
or know how to do (human and social knowledge) as
well as company rules, processes, tools, and routines
(structured knowledge). Can be tactics or explicit.
    

4
The Evolution of Training’s Role (3)

The emphasis on learning these implications


•Learning has to be related to helping employees’ performances
improve and company achieves its business goals.
•Tactic knowledge is difficult to acquire, companies need to
support informal learning that occurs through mentoring and job
experience.
•Learning not only has to be supported by physical and technical
resources, but also psychologically. Managers need to concern
employees interests and career goals to help them find suitable
development activities that will prepare them to be successful in
the position
5
The Strategic Training and
Development Process:

6
The Strategic Training and
Development Process (1)

Step one: Identify company’s business strategy:


- Mission and vision-company’s values, culture etc
- SWOT analysis to identify company’s operating
environment

7
The Strategic Training and
Development Process (2)
Step two: Identify strategic training and development
initiatives that support the strategy:
Strategic Training
Development Initiatives
Implications
Diversify the Learning • Use new technology for training
Portfolio • Facilitate informal learning
• Provide more personalized learning opportunities
Expand Who is Trained • Train customers, suppliers, and employees
• Offer more learning opportunities for non-managerial
employees
Accelerate the Pace of • Quickly identify needs and provide a high-quality learning
Employee Learning solution
• Reduce the time to develop training programs
• Facilitate access to learning resources on an as-needed basis
8
The Strategic Training and
Development Process (2)
Step two: Identify strategic training and development
initiatives that support the strategy:
Strategic Training and
Development Initiatives Implications

Capture and Share • Capture insight and information from knowledgeable


Knowledge employees
• Logically organize and store information
• Provide methods to make information available

Align Training and • Identify needed knowledge, skills, abilities, or


Development with the competencies
Company’s Strategic • Ensure that current training and development programs
Direction support the company’s strategic needs
9
The Strategic Training and
Development Process (2)
Step two: Identify strategic training and development
initiatives that support the strategy:
Strategic Training and
Development Initiatives Implications

Ensure That the Work • Remove constraints on learning


Environment Supports • Dedicate physical space to encourage teamwork,
Learning and Transfer of collaboration, creativity, and knowledge sharing
Training • Ensure that employees understand the importance of
learning
• Ensure that managers and peers are supportive of
training, development, and learning

10
The Strategic Training and
Development Process (2)
Step two: Identify strategic training and development
initiatives that support the strategy:
Strategic Training and
Development Initiatives Implications
Improve Customer • Ensure that employees have product and service
Service knowledge
• Ensure that employees have skills needed to interact
with customers
• Ensure that employees understand their roles and
decision-making authority
Provide Development • Ensure that employees have opportunities to develop
Opportunities and • Ensure that employees understand career opportunities
Communicate to and personal growth opportunities
Employees • Ensure that training and development addresses
employees’ needs in current job as well as growth 11
opportunities
The Strategic Training and
Development Process (3)
Step Three: Translating
these strategic training and
development initiatives into concrete training
and development activities:

1.Developing initiatives related to use of new


technology in training
2.Increasing access to training programs for certain
groups of employees
3.Reducing development time, and developing new or
expanded course offerings
12
The Strategic Training and
Development Process (4)
Step Four: Identifying measures or metrics
(1) trainees’ satisfaction with the training
program; (2) whether the trainees’ knowledge,
skill, ability, or attitudes changed; (3) whether
the program resulted in business-related
outcomes for the company.

13
Organizational Characteristics that Influence
Training
• Employees’ Work Roles: need multi-tasking or
cross training—encourage skill-based pay systems
• Managers’ Work Roles. i.e. line, middle or senior
manager; plan, organize, lead, control
• Top Management Support
• The degree of integration of business units
• Global business
• Business Conditions : merger & acquisition;
recession/booming; PLC of company, etc.
14
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

15
Questions to Assess Training Providers
• What is the trainer’s background (education, experience,
etc.)?
• Has the trainer ever provided these particular 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 the names of people in these
companies who could speak knowledgeably about the
trainer’s products and services?

16
Questions to Assess Training Providers
continued – slide 2

• Can the trainer give you names of and permission to


contact the following people?
– Trainees who received the training
– The person who was the trainer’s primary contact in
the client organization
– The person who monitored or coordinated the training
• How does the trainer go about developing a program,
delivering training, or providing a training service?
• Can the trainer provide examples or an outline of his
approach or process? Will this fit your organization’s
culture and budget?
17
Questions to Assess Training Providers
continued – slide 3

• If the training is already developed, can the trainer show


you materials, such as handouts, exercises, and videos?
• If these materials are not specific to your organization,
how will the trainer alter them to make them appropriate
for your situation?

18

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