Training
Content
Course: Training & development
Lecture: 4
16-09-14
Introduction
Influence of Strategy on T&D
Strategic T&D process
NOKIA using strategic training & development
process
Organizational characteristics that influences
trainings
Strategy comes from the Greek word “strategos” ‘a
general’
Emerged in “Oxford English Dictionary (2001) defined as
meaning “generalship”
Associated with long-term decisions and is different from
operational activities
Concerned with determining which option will provide
maximum benefits.
“a unified, comprehensive and integrated plan that relates
the strategic advantage of the firm to the challenges of the
environment.”
To contribute to a company’s success, training
activities should help the company achieve its
business strategy.
Business strategy – a plan that integrates the
company's goals, policies, and actions.
The strategy influences how the company uses:
physical capital, financial capital, and human capital.
Goals – what the company hopes to achieve in the
medium- and long-term future.
Business strategy has a major impact on the type
and amount of training that occurs and whether
resources should be devoted to training.
Strategy has a particularly strong influence on
determining:
The amount of training devoted to current or future
job skills.
The extent to which training is customized for the
particular needs of an employee or is developed
based on the needs of a team, unit, or division.
Whether training is restricted to specific groups of
employees or open to all employees.
Whether training is planned and systematically
administered, provided only when problems
occur, or developed spontaneously as a reaction
to what competitors are doing.
The importance placed on training compared to
other human resource management practices
such as selection and compensation.
Alignment of learning goals to the business
goals.
Measurement of the overall business impact
of the learning function.
Movement of learning outside the company
to include customers, vendors, and suppliers.
A focus on developing competencies for the
most critical jobs.
Integration of learning with other human
resource functions such as knowledge
management, performance support, and
talent management.
Training delivery approaches that include
classroom as well as e-learning.
Design and delivery of leadership
development courses.
Factors influencing the business strategy:
1. Mission – the company's reason for existing.
Vision – the picture of the future that the
company wants to achieve.
Values – what the company stands for.
2. SWOT analysis – an analysis of the company's
operating environment to identify
opportunities and threats as well as an internal
analysis of the company's strengths and
weaknesses.
3. The company has to consider its competition.
“learning-related actions that a company
should take to help it achieve its business
strategy.”
Strategic T&D initiatives vary by company
depending on company’s industry, goals,
resources, & capabilities.
Provide a road map to guide specific T&D
activities.
Strategic T&D Initiatives and Their Implications
Questions to Ask to Develop Strategic Training
and Development Initiatives
After choosing initiatives it then identifies specific
T&D activities that will enable these initiatives to be
achieved.
These activities include,
Developing initiatives related to the use of new technology
in training
Increasing access to training programs
Reducing development time
Developing new or expanded course offerings
Metrics that are used to identify training success
or effectiveness include:
trainees' satisfaction with the training program.
whether the trainees' knowledge, skill, ability, or
attitudes changed as a result of program
participation.
whether the program resulted in business-related
outcomes for the company.
• Build trusted
customer
relationships by
offering compelling
and valued consumer
solutions that
combines the best
mobile devices with
context enriched
services (business
mobility and internet
•Continuous
Learning
• Action learning
• Employee
ownership for
learning and
development plans
• On –the-job
learning
• Manager
involvement in
program
development
• Investing in people
(IIP)
• Employee
Reaction
•Competence
attainment
1. Role of employee and managers
What roles employee and managers performs
If companies using teams to manufacture the goods and
provide services members need training in
interpersonal problem solving and team skills
To manage successfully in a team environment, managers
need to be trained in “people skills” including negotiations,
coaching, conflict resolution, & communication skills.
2. Top management support
The CEO is responsible for vision, and being a sponsor
governor, faculty, learner, and marketing agent.
3. Integration of business units – The degree to
which a company's units or businesses are integrated
affects the kind of training that takes place.
4. Global presence.
5. Business conditions
Unemployment is low, business grow at high rate,
difficult to find new, find new with basic skills & retain
current employees
Might not find qualified candidate retain the talented
employee
6. Human resource management (HRM)
practices –
the management activities related to staffing,
performance management, training, and
compensation and benefits.
Type and resources devoted to training are
influenced by strategy adopted for two HRM
practices;
Staffing
HRP
Staffing strategy –
the company's decisions regarding
where to find employees, how to select them, and the
desired mix of employee skills and statuses.
Human resource planning –
identification, analysis, forecasting, and
planning of changes needed in the human resource area
to help the company meet changing business
conditions.
HR plans can help identify where employees with certain
types of skills are needed in the company.
7. Managers, employees or specialized staff involvement
in training and development
If managers are not involved in the training process,
training may be unrelated to business needs.
Manager may consider it as “necessary evil”, in such case
desired outcomes of training will not be achieved
If line managers are aware of what development activity
can achieve, they will be more willing to become
involved in it.
They will also become more involved in the training
process if they are rewarded for participating.
An emerging trend is that companies expect
employees to initiate the training process.
Lecture: 4
16-09-14
Introduction
Influence of Strategy on T&D
Strategic T&D process
NOKIA using strategic training & development
process
Organizational characteristics that influences
trainings
Strategy comes from the Greek word “strategos” ‘a
general’
Emerged in “Oxford English Dictionary (2001) defined as
meaning “generalship”
Associated with long-term decisions and is different from
operational activities
Concerned with determining which option will provide
maximum benefits.
“a unified, comprehensive and integrated plan that relates
the strategic advantage of the firm to the challenges of the
environment.”
To contribute to a company’s success, training
activities should help the company achieve its
business strategy.
Business strategy – a plan that integrates the
company's goals, policies, and actions.
The strategy influences how the company uses:
physical capital, financial capital, and human capital.
Goals – what the company hopes to achieve in the
medium- and long-term future.
Business strategy has a major impact on the type
and amount of training that occurs and whether
resources should be devoted to training.
Strategy has a particularly strong influence on
determining:
The amount of training devoted to current or future
job skills.
The extent to which training is customized for the
particular needs of an employee or is developed
based on the needs of a team, unit, or division.
Whether training is restricted to specific groups of
employees or open to all employees.
Whether training is planned and systematically
administered, provided only when problems
occur, or developed spontaneously as a reaction
to what competitors are doing.
The importance placed on training compared to
other human resource management practices
such as selection and compensation.
Alignment of learning goals to the business
goals.
Measurement of the overall business impact
of the learning function.
Movement of learning outside the company
to include customers, vendors, and suppliers.
A focus on developing competencies for the
most critical jobs.
Integration of learning with other human
resource functions such as knowledge
management, performance support, and
talent management.
Training delivery approaches that include
classroom as well as e-learning.
Design and delivery of leadership
development courses.
Factors influencing the business strategy:
1. Mission – the company's reason for existing.
Vision – the picture of the future that the
company wants to achieve.
Values – what the company stands for.
2. SWOT analysis – an analysis of the company's
operating environment to identify
opportunities and threats as well as an internal
analysis of the company's strengths and
weaknesses.
3. The company has to consider its competition.
“learning-related actions that a company
should take to help it achieve its business
strategy.”
Strategic T&D initiatives vary by company
depending on company’s industry, goals,
resources, & capabilities.
Provide a road map to guide specific T&D
activities.
Strategic T&D Initiatives and Their Implications
Questions to Ask to Develop Strategic Training
and Development Initiatives
After choosing initiatives it then identifies specific
T&D activities that will enable these initiatives to be
achieved.
These activities include,
Developing initiatives related to the use of new technology
in training
Increasing access to training programs
Reducing development time
Developing new or expanded course offerings
Metrics that are used to identify training success
or effectiveness include:
trainees' satisfaction with the training program.
whether the trainees' knowledge, skill, ability, or
attitudes changed as a result of program
participation.
whether the program resulted in business-related
outcomes for the company.
• Build trusted
customer
relationships by
offering compelling
and valued consumer
solutions that
combines the best
mobile devices with
context enriched
services (business
mobility and internet
•Continuous
Learning
• Action learning
• Employee
ownership for
learning and
development plans
• On –the-job
learning
• Manager
involvement in
program
development
• Investing in people
(IIP)
• Employee
Reaction
•Competence
attainment
1. Role of employee and managers
What roles employee and managers performs
If companies using teams to manufacture the goods and
provide services members need training in
interpersonal problem solving and team skills
To manage successfully in a team environment, managers
need to be trained in “people skills” including negotiations,
coaching, conflict resolution, & communication skills.
2. Top management support
The CEO is responsible for vision, and being a sponsor
governor, faculty, learner, and marketing agent.
3. Integration of business units – The degree to
which a company's units or businesses are integrated
affects the kind of training that takes place.
4. Global presence.
5. Business conditions
Unemployment is low, business grow at high rate,
difficult to find new, find new with basic skills & retain
current employees
Might not find qualified candidate retain the talented
employee
6. Human resource management (HRM)
practices –
the management activities related to staffing,
performance management, training, and
compensation and benefits.
Type and resources devoted to training are
influenced by strategy adopted for two HRM
practices;
Staffing
HRP
Staffing strategy –
the company's decisions regarding
where to find employees, how to select them, and the
desired mix of employee skills and statuses.
Human resource planning –
identification, analysis, forecasting, and
planning of changes needed in the human resource area
to help the company meet changing business
conditions.
HR plans can help identify where employees with certain
types of skills are needed in the company.
7. Managers, employees or specialized staff involvement
in training and development
If managers are not involved in the training process,
training may be unrelated to business needs.
Manager may consider it as “necessary evil”, in such case
desired outcomes of training will not be achieved
If line managers are aware of what development activity
can achieve, they will be more willing to become
involved in it.
They will also become more involved in the training
process if they are rewarded for participating.
An emerging trend is that companies expect
employees to initiate the training process.
