Professional Documents
Culture Documents
STRATEGIC
TRAINING
(A module — compiled and summarized contents are based from the book
titled Employee Training and Development, 7e by Raymond A. Noe, 2017 and
other electronic references for classroom discussion only.)
HRM 305
Training &
Development
Ms. Jennifer Buenviaje Atienza
INSTRUCTOR
MODULE INTRODUCTION
Business strategies have become part of any business enterprise to gain higher
market share. These strategies are planned, implemented and evaluated with the
aim to maintain the company’s competitive advantage. Thus, the human resource
strategies, particularly the employee training and development, must also be
aligned in the organizational strategies. This module deals on the importance of
linking the training function to the company’s strategy. It also targets to see the
trends in the changing role of training and gives the students opportunity develop
a marketing campaign for a training course or program.
Guided by the organization's vision, goals reflect what the company wants to
achieve in particular period of time. Business strategies and goals have direct and
indirect link with employee training. Training generally results to target skills
required of an employee to perform his/her job. Employee performance thus
affects the organizational performance. Definitely, business strategy has a major
impact on the type and amount of training being delivered and it shall be carefully
planned as to whether resources including money, trainers’ time, and program
development should be invested to employee training. Likewise, training is
influenced by the business strategies in terms of type, level, and mix of skills
needed in the company through it employees.
BUSINESS STRATEGY
topic outcome a plan crafted by the organizations to
integrate the organizational goals,
~DESCRIBE THE STRATEGIC TRAINING AND policies, and actions.
DEVELOPMENT PROCESS AND ITS
IMPORTANCE IN THE ORGANIZATION
HRM 305 - TRAINING AND DEVELOPMENT
THE LEARNING ORGANIZATION
LEARNING ORGANIZATION
defined by Noe (2017) as a company having
a capacity to learn, adapt and change.
The following are the essential features of a learning organization with emphasis
on knowledge management in individual, group and organizational levels.
01
ASKING QUESTIONS, DISAGREEING WITH MANAGERS, AND ADMITTING
MISTAKES.
APPRECIATED.
ENCOURAGED.
APPLICATION
CREATION,
ARE PRACTICED.
DISSEMINATION, SHARING, AND
SHARING KNOWLEDGE.
03
MANAGERS ACTIVELY QUESTION AND LISTEN TO EMPLOYEES,
VIEW.
Source: . Edmonson, “Strategies for Learning from Failure”, Harvard Business Review (April 2011): 48–55; F. Gino and G. Pisano, “Why Leaders Don’t
Learn From Success,” Harvard Business Review (April 2011): 68–74. Based on D. Garvin, A. Edmondson, and F. Gino, “Is Yours a Learning
Organization?” Harvard Business Review (March 2008): 109–116.
MISSION,
STRATEGIC
FORMULATION
GOALS,
CHOICE
SWOT -
INCLUDES
INTERNAL
THE
AND
FIVE MAJOR
EXTERNAL
COMPONENTS
ANALYSIS AND
-
MISSION VISION
purpose / reason why a company exists what the company wants to achieve in the
future
GOALS VALUES
milestones to the achievement of vision, what the company stands for
medium to long term
Below is Exhibit 2.1. This shows strategic training and development initiatives
and their implications for training practices.
EXHIBIT 2.1
TRAINING
STEP
AND
FOCUSES
DEVELOPMENT
ON TRANSLATING
INITIATIVES TO
THE STRATEGIC
CONCRETE
COMPANY.
Shown in Exhibit 2.2. is the strategic training and development process, while
Exhibit 2.3. shows how Mike's Carwash, a private company adopts the
aforementioned process. Apparently, Mike's Carwash directly linked its training
and development initiatives and activities to their business strategy. Further, it
includes specific metrics that measures the training effectiveness.
EXHIBIT 2.2
EXHIBIT 2.3
EXHIBIT 2.4
CORPORATE UNIVERSITY
"It is not a place, a building or a gimmick. A corporate university is an educational
entity that is a strategic tool designed to assist its parent organization in achieving
its mission by conducting activities that cultivate individual and organizational
learning, knowledge, and wisdom.”
--Mark Allen, Ph.D
Basically, change is a process which is based on the interaction of task, employees, formal
organizational arrangements and informal organization. There are four change related
problems that should be addressed prior to training program execution. These include
resistance to change, control, power and task redefinition.
Even though training has been recognized significant to achievement of company goals,
there are still a number of employees who do not realize its value. Hence, internal
marketing of training serves as a tool to excite managers and employees about training
and learning. Further, marketing, particularly the training brand is important for the
successful adoption of new training programs by helping to overcome resistance to
change, especially misconceptions about the value of training. Noe (2017) defines brand as
a look and feeling of the training function that is used to create expectations for its
customers.
Just like products, advertising training through various platforms like email and company
website is a successful tactic.
Outsourcing refers to the use of an outside company (an external services firm) that takes
complete responsibility and control of some training or development activities or that
takes over all or most of a company’s training including administration, design, delivery,
and development. Business process outsourcing refers to the outsourcing of any business
process, such as human resource management, production, or training.
BUSINESS STRATEGY.
LOCAL RULES.
LEARNING DEMANDS.
COMPANY NEEDS.