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Strategic Training

This document discusses strategic training and development and its role in organizational success. It outlines the steps HR takes to identify, design, and implement strategic training initiatives aligned with business goals. These include understanding the business environment, developing strategic learning initiatives, deciding on training activities, and evaluating training outcomes and ROI to determine if goals were achieved. Recommendations provided include using technology and outsourcing for cost-effective training, as well as developing a global mindset.

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1K views

Strategic Training

This document discusses strategic training and development and its role in organizational success. It outlines the steps HR takes to identify, design, and implement strategic training initiatives aligned with business goals. These include understanding the business environment, developing strategic learning initiatives, deciding on training activities, and evaluating training outcomes and ROI to determine if goals were achieved. Recommendations provided include using technology and outsourcing for cost-effective training, as well as developing a global mindset.

Uploaded by

pankajgupta
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT or read online on Scribd
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Strategic Training and

Development:
A gateway to
Organizational success
Presented By:
Ashish Bhatia
Saumya Bajpai
HR’s role in Strategic T & D

To Identify, Design and Implement strategic


Training and Development initiatives.

This can be achieved through following


sequential steps –
Strategic T & D process

 An in-depth understanding of the business


environment, knowledge of the organization’s
goals and insight regarding T & D options

 Development of strategic learning initiatives that


align with business goals

 Deciding on T & D activities

 Evaluation of T & D
Recommendations to determine
Strategic Training Initiatives
 Understand which jobs have the most rapidly
changing knowledge requirements
 Pinpoint areas where customer contact
personnel may know less than the customers
with whom they interact
 Assess employee perceptions of growth and
learning opportunities
 Examine how organizational changes are
affecting knowledge and skill requirements
 Audit how well current offerings are aligned with
strategic needs
Evaluation of T & D
 Developmeasurable training/learning
outcomes and analysis of transfer of training

 Develop outcome measures

 Select an evaluation strategy

 Plan and execute the evaluation process


Training outcomes includes -
 Cognitive outcomes – safety rules, steps in
appraisal process
 Skill based outcomes – listening and coaching
skills
 Affective outcomes – satisfaction with training,

attitudes regarding other cultures


 Results – lower absenteeism
 ROI – economic value measured
The value of Training and
Development
(Transfer of Training)
Prerequisite for the organization to gain true
value from strategic training and development –

 Fullcommitment from senior management to


organizational learning

 HR understands the concept of training transfer


(i.e. transfer of learning)
Theoretical Models

Social Learning Theory : points to the


criticality of self-efficacy for effective learning.
Key factors include –

 Employee level of employee motivation


 Ability to understand
 Previous knowledge and skill
 Goal setting
 Employee participation in decision making on
training needs
 Cognitive theory of transfer: the likelihood of
transfer is dependent on the trainee’s ability to
retrieve and use learned capabilities in the work
place.

In training programs, training transfer is


further enhanced through application
assignments that create simulations to apply
learning in the work setting, thus linking learned
capabilities and real-world application.
Potential Obstacles

 Work conditions

 Lack of peer support

 Lack of management support


Recommendations
(To positively influence training
outcomes)
 Provide trainees with social cues that validate
that transfer training is supported by
management
 Provide positive reinforcement
 Provide evidence of targeted improved
performance due to transfer training
 Link transfer of training to future job success
Return on investment
 ROI on training: comparing the monetary
benefits/outcomes of training with the cost of
training
 Costs in training: direct + indirect
 Direct costs
 Salaries and benefits of employees
 Program materials
 Equipment rentals, travel cost

 Indirect costs
 Office supplies
 Travel and expenses not billed
 Training department salaries
Cost benefit analysis should be done
 Costs  Benefits
 Direct cost  Outcomes (no of
 Indirect cost accidents)
 Development cost  Annual amount of

 Overhead cost benefits


 Lost production cost

 Compensation for
trainers
 Metrics for measuring training
 Cost/hour, number of employees trained, training costs
Balanced scorecard
approach

Innovation &
Customer Internal Financial
learning
•Performance •Processes •Employee
•Growth
that can satisfaction
•Service •Profitability
influence
•Continuous
•Time customer •Shareholder
improvement
satisfaction value
•Quality •Operating efficiency
Technology for Training
 Reasons for increased use of technology in
training
 Decreased cost of technology
 Increased use of web, multimedia, e-learning, web
conferences
 Greater use of contingent workers
 Significant cost saving
 Ability to build different elements to improve the
learning environment
 Technological advances result in in novation
effectiveness and success
 Advantages of technology:
 Building smart products that help in better
performance
 Virtual work arrangements
 Streamlining the learning process
 ‘Just in time’ learning

 From strategic viewpoint


 Effectiveness of the process should be there
 Select the best program and right vendor
 Structure, presentation and learner controlshould
be taken care of
Concept of Corporate Universities

 Vehicle for strategic T & D


 Encourages a learning culture, drives strategic
change, develops creativity and promotes
innovation
 Tool integration, culture building and
knowledge management
 Can be a virtual learning organization
 Design and attitude of trainees has to be right
Strategic Outsourcing
 Advantages  Points to remember
 Increased focus on  Vendor should have
core functions knowledge of industry
 Access to up-to-date  Match between
technology organization and
 Increased cost control vendor’s values
& tracking  Relationship
 Expertise and management
technology without  Measures of success
increasing fixed costs  Dispute handling
 Expertise
Global Mindset
 Necessary to compete in global business
environment
 Responsibility of senior leaders like CEO
 Cross-border orientation + local perspective
 Psychological focus: ability to accept
differences and work in cultural diversity
 Strategic focus: making and implementing
strategic decisions and goals
 Both company and workforce should grow
 Ways to develop global mindset:
 Educating management about global mindset and
its competitive advantage
 International assignments

 Virtual global teams

 Sending employees on international assignments at


early stage
 Global mindset should be: Think locally, act
globally
Conclusion
 Business environment is rapidly changing
 Human resource can create sustained
competitive advantage
 Hence strategic T & D is the key to success
 HR can provide success and excellence in the
current scenario

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