Developing The HRD Strategic Plan

1. Developing The HRD Strategic Plan Produced by Dr. James J. Kirk Professor of HRD

2. What You Will Learn • Three different types of planning • Some things that must be understood before engaging in strategic planning • Ten steps to take when doing strategic planning • Items frequently included in a strategic plan • The importance of a clear vision and mission

3. Clearly Understand What HRD Is, Is Not The integrated use of training and development, organization development, and career development to improve individual, group, and organization effectiveness.

4. Clearly Understand The Organization’s Culture

5. Knowing The Organizations Culture • Product or services provided • The legacy that founders have left • Persons considered heroes • Individuals looked upon as deviants or outcasts

6. Knowing The Organization’s Culture • Groups carrying the most clout • Coalitions having the most power • Persons who have sponsored the company stars • Organizational slots reserved for heirs

7. Knowing The Organization’s Culture • Valued rituals and traditions • Important symbols, including status symbols • Cherished buzz words • Dominant themes captured in company’s slogans and icons

8. Knowing The Organization’s Culture • The norms with respect to job performance and promotions • The firm’s taboos • Favorite company sport • Favorite charitable social “hideouts”

9. Clearly Understand The Organization’s & HRD Mission

10. Understand Three Types Of Planning Strategic Long Range Functional PLANNING

11. Understand The Things HRD Managers Plan For • Work of subordinates • Staff allocations & utilization • Acquisition, maintenance, & utilization of facilities & equipment • Learning activities • Schedule & delivery of HRD programs

12. Understand Roadblocks To Strategy

13. Little involvement and/or support by top management

14. Too much emphasis on SP process rather than content

15. Product/service myopia Train Business Transportation Business

16. Too much number crunching

17. Unfounded optimism

18. Too much attention given to immediate profits

19. Strategic Planning Steps

20. Identify Current Mission/Role

21. Identify External

22. Identify External Opportunities

23. Identify Department’s

24. Identify Department’s Opportunities

25. Set And Prioritize Goals

26. Establish And Prioritize Objectives For Each Goal Objectives Goals

27. Determine Strategies Used For Accomplishing Each Objective Strategies Objectives Goals

28. Identify And Prioritize Needed Resources

29. Measure And Evaluate Performance

30. Strategic Plans Include Mission/Role Statement External Strategies For Each Goal Needed Resources In Priority Order Means For Measuring & Evaluating Plan

31. What Is A Mission?

32. Why Is A Mission Important?

33. Why Is A Mission Important? • Makes purpose known • Helps to stay focused • Helps in managing priorities • Helps in identifying clients • Helps in making SP decisions • Helps in establishing a public identity

34. Belk/Leggetts’ Mission The mission of Belk and Leggett stores is to be the leader in our markets in selling merchandise that meets customers’ needs for fashion, quality, value and selection, to offer superior customer service, and to make a reasonable profit.

35. ICB Mang. Dev’s. Mission The mission of ICB Management Development is to provide quality training and development to develop required skills and knowledge of key international consumer managers in priority countries in support of the business objectives.

36. Coke’s Human Resource Department’s Mission We work in partnership with the Coca-Cola system to enable all associates to achieve excellence, develop their full potential and exceed expectations of customers, consumers, and shareholders.

37. UNIUM T&D’s Mission Provide employees with a common foundation and framework needed to operate effectively in today’s business environment.

38. UNIUM T&D’s Mission Design and implement training programs that teach critical competencies needed to meet business challenges.

39. UNIUM T&D’s Mission Support the divisions in the delivery of corporate training programs within the business units and functions where applicable.

40. Environmental Services’ Mission (student example) The Human Resources Development Department of Environmental Services is dedicated to providing a productive work environment and ensuring continued growth of the company through the following:

41. Environmental Services’ Mission (student example) Quality training for employees, customers, and the community

42. Environmental Services’ Mission (student example) Assistance for employees pursuing educational opportunities

43. Environmental Services’ Mission (student example) Quality developmental programs for fostering employee growth Sixth Annual Wellness Conference

44. Tying HRD Department’s Mission To Organ’ Bus Plan • Create a business-focused mission in collaboration with senior management and communicate it widely throughout the organization.

45. Tying HRD Department’s Mission To Organ’ Bus Plan • Develop a business-focused, realistic plan to help keep yourself on track.

46. Tying HRD Department’s Mission To Organ’ Bus Plan • Deliver a first program that meets an important business need in a timely way.

47. Signs Of A Good Mission Statement

48. Signs Of A Good Mission Statement States the purpose/role of the department.

49. Signs Of A Good Mission Statement States what and whose needs are being met.

50. Signs Of A Good Mission Statement States relationships between HRD Department and other departments.