1. Effective Training: Strategies, Systems and Practices, 3rd Edition
Chapter Two
P. Nick Blanchard and James W. Thacker

2. Linkage between Strategy, Tactics, and Objectives
Competitive
Strategy
Mission
Opportunities
Threats
Strengths
Weaknesses
Tactical Activities
Unit
Objectives
Unit
Strategies
and Tactics
Employee
Objective
Implementation, Evaluation, and Feedback
Chapter 2

3. Competitive Strategies
Market leader – innovation, development, move quickly to market
Market follower – efficiency, improvements in product
Cost leader – low cost, product acceptable
Chapter 2

4. Mission, Strategy, Technology, Structure Relationship
Chapter 2

5. Factors Influencing Environmental Stability
Complexity
High
Low S T AB I L Y
Moderate Uncertainty
Low Uncertainty
High Uncertainty
Moderate Uncertainty
Chapter 2

6. Conditions Increasing the Importance of HR Issues – Part 1 of 2
High rate of change in market demand
Requires employees who can develop or adapt products and services quickly
High level of uncertainty in market demand
Requires employees who can forecast more accurately and react more flexibly
Rising costs combined with competitive pressures on profit margins
Requires employees with wider range of KSAs so fewer people can do more things well
High rate of technological change
Requires employees who are more technologically literate and current
Chapter 2

7. Conditions Increasing the Importance of HR Issues – Part 2 of 2
More complex organizations
(number and type of products, technologies, locations, customers,etc.)
Requires employees who can process and analyze complex information from a variety of sources
More diverse labor
Requires employees who can interact effectively in many cultural and ethnic contexts
Smaller labor pool
Requires more effective use of existing employees and better recruiting of new employees
Chapter 2

8. Relationship between Competitive and Human Resource Strategies
External Environment
COMPETITIVE
STRATEGY
HUMAN RESOURCE STRATEGY
Labor
Relations
Climate
Employee
KSAs
Economic
Conditions
Market
Corporate
Culture
Production Technology
Chapter 2

9. Environmental factors affecting the selection of a training strategy
Organization’s Business Strategies
HR Strategies
HRD Function
Staff Size and
Core Competencies
Resources Allocated to Training
Training Needs
Organizational
Culture
Training Providers
Law and Regulations
Economic Conditions
Training Technology
Organizational Boundary
Chapter 2

10. Steps in a Generic Planned Change Model – Part 1 of 2
1.  A compelling need for change is established.
2.  Goals are developed and agreed to by the concerned parties.
3.  The cause of the need for change is determined
4.  Alternative approaches for addressing the cause are identified and evaluated.
5.  An approach to addressing the cause is selected.
6.  The approach is carried out.
Chapter 2

11. Steps in a Generic Planned Change Model – Part 2 of 2
7.  The results of the approach are evaluated.
8.  The results are fed back to the organization.
• If results are favorable, go to step 9.
• If results are unfavorable, go back to step 4.
9.  The change becomes internalized. The changes that have been made become routine and normal ways the organization conducts its business.
Chapter 2

12. Change Process Theory
Unfreezing – creating need for change, guilt, anxiety, recognize problem exists
Changing – change behavior, values, attitudes through change process
Refreezing –use goals and rewards to establish new behaviors and attitudes to replace old ones
Chapter 2

13. Force-field analysis model
Driving Forces
Restraining Forces
Current Situation
1. Identify the current state of the situation.
2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).
Chapter 2

14. Sources of Resistance to Change
Fear – tolerance for uncertainty
Vested interests
Misunderstandings
Assessments of impact of change – different viewpoints
Inter-organizational agreements – union contracts
Chapter 2

15. Reducing Resistance to Change
Education and communication
Participation and involvement
Negotiations – power of resisters
Cooptation
Top management support
Chapter 2

16. Human Processual Interventions
Survey feedback
Organizational variables to measure
Design and implementation of survey
Presentation of results
Team building
Preliminary diagnosis for need
Change agent with wide range of knowledge
Change manager and agent should develop general approach to sessions-
Chapter 2

17. Technostructural Interventions
Job enlargement
Job enrichment – Job Characteristics Model
Greater effect on productivity
Alternative work schedules
Moderate effect on work output
Withdrawal
Effects on attitudes
Chapter 2

18. Hackman & Oldham Job-Enrichment Model
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Three Critical Psychological States
Growth Need Strength
Experienced meaningfulness
of work
Experienced responsibility for work outcomes
Knowledge of
actual work
results
Personal and Work Outcomes
High internal
work
motivation
High quality
work
performance
High
satisfaction
with the work
Low absenteeism
and turnover
Chapter 2

19. Differences Between OD Practicioners and Trainers
Issue
OD Practicioner
Trainer
Role
Client
Response to problems with organizational politics, structure, etc.
Organizational perception
Strategic
Tactical
Middle to lower level management
Top management
Work around or within the system
Challenge and confront
Overly analytical
Gets things done
Chapter 2

20. Strategic Training Alternatives
Primary provider – larger numbers of trainees, large training department – centralized vs. decentralized
Manager/intermediary – selection and management of outside providers
Mixed strategy
Chapter 2

21. Questions to Assess Training Provider Capabilities – Part 1 of 2
What is their background (education, experience, etc.)?
Have they ever provided these particular training programs or services before?
Have they conducted formal evaluations of their results? If so, what have been the results?
Can they give you the names of people in these companies who could speak knowledgeably about the trainer’s products and services?
Can they give you names of those who were recipients of the service and those who brought the training provider into the organization and oversaw the training or the service?
Chapter 2

22. Questions to Assess Training Provider Capabilities – Part 2 of 2
Can they provide an outline of their approach and/or process? How do they go about developing a program, delivering training, or providing a training service?
If they are providing training they have already developed, can they show you materials, such as handouts, exercises, and videos?
Since these are not specific to your organization, how will they alter them to make them appropriate for your situation?
Chapter 2

23. Questions for the Strategic Planning Process in a Small Business
1. Why are we in business?
2.  What are we trying to achieve?
3.  Who is our competition and how can we beat them?
4.  What sort of ground rules should we be following to get the job done right?
5.  How should we organize ourselves to reach our goals and beat the competition?
6.  How much detail do we need to provide so everyone knows what to do?
7.  What are the few key things that will determine if we make it? How should we keep track of them?
Chapter 2