Chapter 2.. Training

ALIGNING TRAINING WITH
STRATEGY
TRAINING
Training can be described as "an
educational process which involves
the sharpening of skills, concepts,
changing of attitude and gaining
more knowledge to enhance the
performance of employees".
STRATEGY
Strategy involves the action plan of a
company for building competitive
advantage and increasing its triple
bottom line over the long-term. The
action plan relates to achieving
the economic, social, and
environmental performance
objectives.
Training is an important cost for
most employees. Often training is
considered as a short- term activity.
However today, due to so many
changes in the business
environment most organizations
decide to regard training as a
necessary activity for long-term
strategic goals.
THE ORGANIZATIONAL
COMPETITIVENESS AND
TRAINING
Retention of talent, intellectual capital and
knowledge management are very important to
support the companys mission, vision, and
strategic goals in a learning organization.
Training endeavors are recognized as
essential for business success by most
companies. It is believed that training is
a source of competitive advantage for
organizations.
Versatility in operations is a good result
of training. Employees who are trained in
all areas of operations can be transferred
to any job which guarantees flexibility.
Training helps achieve organizational
strategies. Training could minimize or
avoid accidents, scrap and damage to
machinery and equipment.
Employees who are not trained all the
time in the latest innovation and
change may fall behind and the
organization could be less
competitive. In the telecommunication
industry for instance there are lot of
new technologies and additional
competitive shifts.
FIGURE 3. LINKING STRATEGIES
AND TRAINING
TRAINING
ORGANIZATIONAL NECESSARY OUTCOMES ACTIVITIES
STRATEGIES TO IMPLEMENT
STRATEGIES
Performance
consulting and
Identify key sales design training
Increase sales elements and train Intercultural
Expand Into workforce competence
overseas market Assign key people language
Develop new and provide training
product line necessary training New product
Acquire Train production and training,
competitor sales on new production
Others products practice, sales
Other outcomes simulation
Other training
STRATEGIC TRAINING
ADVANTAGE
Strategic training enables human
resource and other professionals
to get closely engaged with the
business, collaborative with
operating managers in solving
problems and create vital
inputs to organizational
results.
Strategic training mind- set
lessens the probability of
viewing that only training
can resolve workforce or
organizational problems.
Strategic training can
provide competitive
advantage for the
organization.
STRATEGIC TRAINING PLAN WOULD
ENGAGE ON EXPRESSING THESE
INTENDED RESULTS
Obviously expressed results
Guide principle
Impact on the Organizations mission and
operations
Senior leaders and management
involvement
Current state assessment
Measurement/ Sustainability
End-user Input
Performance measure
Time frame
Development and planning
STRATEGIC TRAINING AND
DEVELOPMENT PROCESS
1. Identify Business Strategy the three
important aspects that control Business strategy
which are mission, vision and goals.
2. Strategic Training and Development initiatives

that support strategy- Initiatives are learning
related actions that organizations must
do to accomplish its business strategy
which depends on goals, resources
and capabilities.
3. Strategic training and Development- these
activities may include developing in initiatives
on the application of new technology in
training, dropping development time and
developing fresh or extended course offerings.
4. Metrics of Training Success- It is essential to

determine whether training and development
truly contributed to the
organizations goal attainment.
DEVELOPMENT PROCESS
STRATEGIC TRAINING AND METRICS
TRAINING AND DEVELOPMENT THAT
DEVELOPMENT ACTIVITIES SHOW
BUSINESS INITIATIVES VALUE OF
STRATEGY Use web TRAINING
Diversity the based
learning learning *Learning
portfolio Make *Performa
Mission Accelerate deployment nce
Vision the pace of planning Improvem
Goals employee mandatory ent
learning Develop *Employe
Improve web sites e
customer for Satisfactio
service knowledge n
sharing
Strategic Training and
Development Initiatives and their
Implications
DEVELOPMENT INITIATIVES IMPLICATIONS
Diversify the learning portfolio - Use technology like the internet for
training
- Facilitate informal training
- Provide more personalized learning
opportunities.
Expand who is trained - Train customers, suppliers and

employees
- Offer more learning opportunities to
non-managerial eployees
- Quickly identify needs and provide high
quality learning solutions.
Accelerate the pace of employee training - Reduce the time to develop training
programs
- Facilitate access learning resources on
as needed basis.
- Ensure that employees have product

and service knowledge.
Improve customer Service - Ensure that employees have skills
needed to interact with customers
- Ensure that employees understand their
roles decision-making authority.
- Ensure that employees have

opportunities to develop
Provide Development Opportunities and - Ensure that employees understand
Communicate to Employees career opportunities and personal
growth opportunities
- Ensure that training and development
address employees needs in current job
as well as growth opportunities.
- Capture insight and information from
knowledgeable employees.
Capture and share knowledge - Logically organize and store
information.
- Provide methods to make information
available like resource guide and
website.
- Identify needed knowledge, skills,
abilities, or competencies
Align Training and development with the - Ensure that current training and
organizations strategic direction development programs support the
organizations strategic needs.
- Remove constraints to learning like lack

of time, resources and equipment.
Ensure that the Work Environment - Dedicate physical space to encourage
supports Learning and transfer of learning teamwork, collaboration, creativity and
knowledge sharing.
- Ensure that managers and peers are
supportive of training, development and
learning.
IMPORTANT
TERMINOLOGIES
GAP ASSESSMENT- recognize the gap involving
the existing state and the futures goal so that
training can be given to meet these needs.
MOSSION is the organizations reason for

existence which could detail the customers
served, why the organization exists, what the
organization performs or the values received by
the customers.
ORGANIZATIONAL DEVELOPMENT (OD)- is the use
of knowledge and techniques from the behavioral
sciences to examine an existing organizational
structure and implement changes in order to
improve overall organizational effectiveness and
health.
VALUES- are what the organization believes in.
VISION is the picture of what the organization

wants to reach in the future.

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ALIGNING TRAINING WITH

2. Strategic Training and Development initiatives

4. Metrics of Training Success- It is essential to

Expand who is trained - Train customers, suppliers and

- Ensure that employees have product

- Ensure that employees have

- Remove constraints to learning like lack

MOSSION is the organizations reason for

VALUES- are what the organization believes in.

VISION is the picture of what the organization

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