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

2. 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

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

4. Mission, Strategy, Technology, Structure Relationship

5. 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

6. 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.

7. 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

8. 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).

9. 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.)?

10. 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?

11. 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.

12. 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?