Effective Training: Systems,

Strategies, and Practices, 4th Edition

Chapter Two
Aligning Training with Strategy
P. Nick Blanchard and James W. Thacker

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 Linkage between Strategy, Tactics,
and Objectives

Competitive Tactical Activities

Strategy
• Mission
• Opportunities Unit Unit
Employee
• Threats Objectives Strategies
Objective
• Strengths and Tactics
• Weaknesses

Implementation, Evaluation, and Feedback

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 Factors Influencing Environmental
Stability
Complexity
High Low
S
T High
Moderate Low
A Uncertainty Uncertainty
B
I
L High Moderate
I Low Uncertainty Uncertainty
T
Y
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 Mission, Strategy, Technology,
Structure Relationship

ENVIRONMENT

EXTERNAL INTERNAL
STRATEGY STRATEGY

TECHNOLOGY STRUCTURE
MISSION

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 Strategy Development
of Different Levels
External Environment
Labor Legal
Market Environment

COMPETITIVE
STRATEGY

Employee KSAs
Labor Relations
Core Technology
Corporate Culture

HUMAN RESOURCE STRATEGY

HRD Strategy

Economic
Conditions Organization’s internal
Competition
Environment

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 Steps in a Generic Planned Change
Model – Part 1 of 2

1.  Establish a compelling need for change.

2.  Develop, in collaboration with the concerned parties, the goals

to be achieved.
3.  Determine what is causing the need for change.

4. Identify and evaluate alternative approaches for addressing the

need for change.

5.  Select an approach for addressing the need for change.

6.  Implement the approach.

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 Steps in a Generic Planned Change
Model – Part 2 of 2

7.  Evaluate the results.

8.  Feed back the results to the organization.

• If results are favorable, go to step 9.
• If results are unfavorable, go back to step 4.

9.  Internalize the change. The changes made become routine and
the normal ways the organization conducts its business.

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 Differences Between OD Practitioners
and Trainers

Issue OD Practitioner Trainer

Role Strategic Tactical

Client Top management Middle to lower level

management
Response to problems
with organizational Challenge and confront Work around or
politics, structure, etc. within the system

Organizational
Overly analytical Gets things done
perception

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 Force-Field Analysis Model
Driving Forces

Current
Situation

Restraining Forces

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).

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 Questions to Assess Training
Provider Capabilities – Part 1 of 2

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 Questions to Assess Training
Provider Capabilities – Part 2 of 2

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 Small Business Owners’ Reasons
for Not Planning Strategically

Too busy with day-to-day operations and concerns about

Not enough time tomorrow are the excuses for not planning for next year.
Lack of awareness of strategic planning or failure to see
Unfamiliarity its value. See it as limiting flexibility.
Do not have the skills or time to learn them. Do not wish
Lack of skills to spend money to bring in consultants.
Want to keep key information confidential. Do not wish
Lack of trust to share this information with other employees or
outsiders.

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 Strategic Questions for Small
Business
1. Why are we in business?
2.  What are the key things we are 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? How do we make sure everyone gets the information?

7.  What are the few key things that will determine if we make it? How do
we address and keep track of them?

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means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright © 2010 Pearson Education, Inc.

publishing as Prentice Hall

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Hall 2-14