Presentation on theme: "BBA 229 Training and Development Lecture 2 Strategic Training"— Presentation transcript:
1 BBA 229 Training and Development Lecture 2 Strategic Training S. ChanDepartment of Business Administration
2 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.
3 The Evolution of Training’s Role Training’s role has to evolve from program focus to a broader focus: learning, creating and sharing knowledgeTraditional 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.
4 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.
5 The Evolution of Training’s Role (3) The emphasis on learning these implicationsLearning 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
7 The Strategic Training and Development Process (1) Step one: Identify company’s business strategy:Mission and vision-company’s values, culture etcSWOT analysis to identify company’s operating environment7
8 The Strategic Training and Development Process (2) Step two: Identify strategic training and development initiatives that support the strategy:Strategic Training Development InitiativesImplicationsDiversify the Learning PortfolioUse new technology for trainingFacilitate informal learningProvide more personalized learning opportunitiesExpand Who is TrainedTrain customers, suppliers, and employeesOffer more learning opportunities for non-managerial employeesAccelerate the Pace of Employee LearningQuickly identify needs and provide a high-quality learning solutionReduce the time to develop training programsFacilitate access to learning resources on an as-needed basis
9 The Strategic Training and Development Process (2) Step two: Identify strategic training and development initiatives that support the strategy:Strategic Training and Development InitiativesImplicationsCapture and Share KnowledgeCapture insight and information from knowledgeable employeesLogically organize and store informationProvide methods to make information availableAlign Training and Development with the Company’s Strategic DirectionIdentify needed knowledge, skills, abilities, or competenciesEnsure that current training and development programs support the company’s strategic needs
10 The Strategic Training and Development Process (2) Step two: Identify strategic training and development initiatives that support the strategy:Strategic Training and Development InitiativesImplicationsEnsure That the Work Environment Supports Learning and Transfer of TrainingRemove constraints on learningDedicate physical space to encourage teamwork, collaboration, creativity, and knowledge sharingEnsure that employees understand the importance of learningEnsure that managers and peers are supportive of training, development, and learning
11 The Strategic Training and Development Process (2) Step two: Identify strategic training and development initiatives that support the strategy:Strategic Training and Development InitiativesImplicationsImprove Customer ServiceEnsure that employees have product and service knowledgeEnsure that employees have skills needed to interact with customersEnsure that employees understand their roles and decision-making authorityProvide Development Opportunities and Communicate to EmployeesEnsure that employees have opportunities to developEnsure that employees understand career opportunities and personal growth opportunitiesEnsure that training and development addresses employees’ needs in current job as well as growth opportunities
12 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 training2.Increasing access to training programs for certain groups of employees3.Reducing development time, and developing new or expanded course offerings
13 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.
14 Organizational Characteristics that Influence Training Employees’ Work Roles: need multi-tasking or cross training—encourage skill-based pay systemsManagers’ Work Roles. i.e. line, middle or senior manager; plan, organize, lead, controlTop Management SupportThe degree of integration of business unitsGlobal businessBusiness Conditions : merger & acquisition; recession/booming; PLC of company, etc.
15 HR Planning Influence on Training allows the company to anticipate the movement of human resources in the companycan help identify where employees with certain types of skills are needed in the companyTraining can be used to prepare employees for:increased responsibilities in their current jobpromotions, lateral moves, transfersdownward job opportunities that are predicted by the human resource plan
16 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?
17 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 trainingThe person who was the trainer’s primary contact in the client organizationThe person who monitored or coordinated the trainingHow 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?
18 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?