Effective Training: Strategies, Systems and Practices, 2 nd Edition

Effective Training: Strategies, Systems and Practices, 2nd Edition Chapter Two P. Nick Blanchard and James W. Thacker

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

Linkage between Strategy, Tactics, and Objectives • Central Issue: • The changing role of training in organizations • What was the main role of training in the past? • Training  Strategy • May important linkages to address • Mission  Training • Organizational Strategy  Training • Tactics  Training • Objectives  Training • What factors lead to this revamped view? Chapter 2

Linkage between Strategy, Tactics, and Objectives • Mission • What the organization seeks to accomplish. • Strategy • How the organization will reach those accomplishments • Competitive Strategies  Training • Competitive Posture • Market Leader • Prospector / Innovator • Market Follower • Analyzer / Differentiator • Cost Leader • Defender Chapter 2

Mission, Strategy, Technology, Structure Relationship Chapter 2

Factors Influencing Environmental Stability Moderate Uncertainty Low Uncertainty High Uncertainty Moderate Uncertainty Chapter 2

Conditions Increasing the Importance of HR Issues Chapter 2

Conditions Increasing the Importance of HR Issues – Part 2 of 2 Chapter 2

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

Components of learning Organization – Part 1 of 3 Chapter 2

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

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

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

Driving Forces Current Situation Restraining Forces Force-field analysis model 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

Differences Between OD Practicioners and Trainers Strategic Tactical Middle to lower level management Top management Work around or within the system Challenge and confront Gets things done Overly analytical Chapter 2

Effective Training: Strategies, Systems and Practices, 2 nd Edition