Aligning Training with Strategy Chapter 2 Aligning Training with Strategy Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Strategy, Tactics, and Objectives Competitive Strategy Mission Opportunities Threats Strengths Weaknesses Tactical Activities Unit Objectives Unit Strategies and Tactics Employee Objectives Implementation, Evaluation, and Feedback

Environmental Stability Factors Complexity High Low S T A B I L Y Moderate Uncertainty

Mission, Strategy, Technology, Structure Relationship

Flow of Strategy Development Organization’s External Environment Labor Market Legal Environment COMPETITIVE STRATEGY Employee KSAs Labor Relations Corporate Culture Core Technology Organization’s Internal Environment HUMAN RESOURCE STRATEGY HRD Strategy Economic Conditions Competition

Generic Steps in Planned Change Establish a compelling need for change. Develop the goals for change in collaboration with concerned parties. Determine what is causing the need for change. Identify and evaluate alternative approaches to create the desired change. Select an approach. Implement the approach and evaluate the results. Feedback results to concerned parties. If results are favorable, institutionalize the change. If not got to step 4.

Differences Between OD Practitioners and Trainers Issue OD Practitioner Trainer Role Strategic Tactical Client Top Management Middle to lower level management Response to problems with organizational politics, structure, etc. Challenge Confront Work around or within the system Organizational perception Overly Analytical Gets things done

Force-Field Analysis Model Driving Forces Restraining Forces Current Situation Develop strategies to: Reduce the forces restraining change Increase the forces for change (or capitalize on existing drivers).

Questions to Assess Training Provider Capabilities – Part 1 of 2 What is the trainer’s background (education, experience, etc.)? Has the trainer ever provided relevant 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 references who could speak knowledgeably about the trainer’s products and services (trainees, HR contact person, etc.)?

Questions to Assess Training Provider Capabilities – Part 2 of 2 Can the vendor provide examples or an outline of his approach or process? Will this fit your organization’s culture and budget? Can the vendor show you materials, such as handouts, exercises, and videos? How will the materials be made specific to your organization?

Small Business Owners’ Reasons for Not Planning Strategically Not enough time Unfamiliarity Lack of skills Lack of trust Day-to-day operations and concerns about tomorrow are the excuses for not planning for next year. Lack of awareness of strategic planning or failure to see its value. Do not have the skills or time to learn them. Do not wish to spend money to bring in consultants. Want to keep key information confidential.

Strategic Questions for Small Business Why are we in business? What are the key things we are trying to achieve? Who is our competition and how can we beat them? What sort of rules should we be following to get the job done right? How should we organize ourselves to reach our goals? How much detail do we need to provide and how do we make sure everyone gets the information? What few key things will determine if we make it? How do we address and keep track of them?