Effective Training: Systems, Strategies, and Practices, 4th Edition

Chapter TwoAligning Training with Strategy

P. Nick Blanchard and James W. Thacker

2-1Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

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Linkage between Strategy, Tactics, and Objectives

Tactical ActivitiesCompetitiveStrategy• Mission• Opportunities• Threats• Strengths• Weaknesses

UnitObjectives

UnitStrategies

and Tactics

EmployeeObjective

Implementation, Evaluation, and Feedback

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2-3

Factors Influencing Environmental Stability

Complexity

High Low

S TABILITY

High

Low High Uncertainty

Moderate Uncertainty

Low Uncertainty

Moderate Uncertainty

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Mission, Strategy, Technology, Structure Relationship

ENVIRONMENT

EXTERNALSTRATEGY

MISSIONTECHNOLOGY STRUCTURE

INTERNALSTRATEGY

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2-5

Strategy Development of Different Levels

External Environment

COMPETITIVESTRATEGY

HUMAN RESOURCE STRATEGY

HRD Strategy

Competition

EconomicConditions

LaborMarket

Employee KSAsLabor Relations

Corporate CultureCore Technology

Organization’s internal Environment

Legal Environment

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2-6

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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2-7

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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2-8

Differences Between OD Practitioners and Trainers

Issue OD Practitioner Trainer

Role

Client

Response to problems with organizational politics, structure, etc.

Organizational perception

Strategic Tactical

Top management Middle to lower level management

Challenge and confront Work around or within the system

Overly analytical Gets things done

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2-9

Force-Field Analysis Model

Driving Forces

Restraining Forces

Current Situation

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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2-10

Questions to Assess Training Provider Capabilities – Part 1 of 2

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2-11

Questions to Assess Training Provider Capabilities – Part 2 of 2

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2-12

Small Business Owners’ Reasons for Not Planning Strategically

Not enough time

Unfamiliarity

Lack of skills

Lack of trust

Too busy with day-to-day operations and concerns about tomorrow are the excuses for not planning for next year.

Lack of awareness of strategic planning or failure to see its value. See it as limiting flexibility.

Do not have the skills or time to learn them. Do not wish to spend money to bring in consultants.

Want to keep key information confidential. Do not wish to share this information with other employees or outsiders.

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2-13

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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