Effective Training: Strategies, Systems and Practices, 3 rd Edition

1. Effective Training: Strategies, Systems and Practices, 3rdEdition Chapter Two P. Nick Blanchard and James W. Thacker

2. 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

3. Competitive Strategies • Market leader – innovation, development, move quickly to market • Market follower – efficiency, improvements in product • Cost leader – low cost, product acceptable Chapter 2

4. Mission, Strategy, Technology, Structure Relationship Chapter 2

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

6. Conditions Increasing the Importance of HR Issues – Part 1 of 2 Chapter 2

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

8. 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

9. 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

10. Steps in a Generic Planned Change Model – Part 1 of 2 1.  A compelling need for change is established. 2.  Goals are developed and agreed to by the concerned parties. 3.  The cause of the need for change is determined 4.  Alternative approaches for addressing the cause are identified and evaluated. 5.  An approach to addressing the cause is selected. 6.  The approach is carried out. Chapter 2

11. Steps in a Generic Planned Change Model – Part 2 of 2 7.  The results of the approach are evaluated. 8.  The results are fed back to the organization. • If results are favorable, go to step 9. • If results are unfavorable, go back to step 4. 9.  The change becomes internalized. The changes that have been made become routine and normal ways the organization conducts its business. Chapter 2

12. Change Process Theory • Unfreezing – creating need for change, guilt, anxiety, recognize problem exists • Changing – change behavior, values, attitudes through change process • Refreezing –use goals and rewards to establish new behaviors and attitudes to replace old ones Chapter 2

13. 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

14. Sources of Resistance to Change • Fear – tolerance for uncertainty • Vested interests • Misunderstandings • Assessments of impact of change – different viewpoints • Inter-organizational agreements – union contracts Chapter 2

15. Reducing Resistance to Change • Education and communication • Participation and involvement • Negotiations – power of resisters • Cooptation • Top management support Chapter 2

16. Human Processual Interventions • Survey feedback • Organizational variables to measure • Design and implementation of survey • Presentation of results • Team building • Preliminary diagnosis for need • Change agent with wide range of knowledge • Change manager and agent should develop general approach to sessions- Chapter 2

17. Technostructural Interventions • Job enlargement • Job enrichment – Job Characteristics Model • Greater effect on productivity • Alternative work schedules • Moderate effect on work output • Withdrawal • Effects on attitudes Chapter 2

18. Hackman & Oldham Job-Enrichment Model Five Job Characteristics Skill variety Task identity Task significance Feedback Autonomy Three Critical Psychological States Growth Need Strength Experiencedmeaningfulness of work Experiencedresponsibility for work outcomes Knowledge of actual work results Personal and Work Outcomes High quality work performance High internal work motivation High satisfaction with the work Low absenteeism and turnover Chapter 2

19. 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

20. Strategic Training Alternatives • Primary provider – larger numbers of trainees, large training department – centralized vs. decentralized • Manager/intermediary – selection and management of outside providers • Mixed strategy Chapter 2

21. 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

22. 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

23. Questions for the Strategic Planning Process in a Small Business 1. Why are we in business? 2.  What are we trying to achieve? 3.  Who is our competition and how can we beat them? 4.  What sort of ground rules should we be following to get the job done right? 5.  How should we organize ourselves to reach our goals and beat the competition? 6.  How much detail do we need to provide so everyone knows what to do? 7.  What are the few key things that will determine if we make it? How should we keep track of them? Chapter 2