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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 –
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
Strategic T & D process
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
Develop measurable 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 –
Full commitment 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
Costs Direct cost Indirect cost Development cost Overhead cost Lost production cost Compensation for
trainers
Benefits Outcomes (no of
accidents) Annual amount of
benefits
Cost benefit analysis should be done
Metrics for measuring training Cost/hour, number of employees trained, training costs
Balanced scorecard approach
Customer
•Performance
•Service
•Time
•Quality
Internal
•Processes that can influence customer satisfaction
Innovation & learning
•Employee satisfaction
•Continuous improvement
•Operating efficiency
Financial
•Growth
•Profitability
•Shareholder value
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 Increased focus on
core functions Access to up-to-date
technology Increased cost control
& tracking Expertise and
technology without increasing fixed costs
Points to remember Vendor should have
knowledge of industry Match between
organization and vendor’s values
Relationship management
Measures of success 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