ALIGNING TRAINING WITH

STRATEGY
Chapter 2
Objectives:
▪ Recognize training as an
important aspect of
organizational
competitiveness.
▪ Conversethe strategic
development process
ORGANIZATIONAL
COMPETITIVENESS
AND TRAINING

The knowledge, skills and abilities of the workforce are the keys to
organizational success. It is recognized as essential for business success.
It is believed that training is a source of competitive advantage. It
contributes to greater stability, flexibility, and capacity for the growth of
the organization.
Training helps achieve organizational strategies. Top management sees
training as a good source of valuable intelligence on the essential basic
skills. If employees are trained well, customer dissatisfaction, complaints
from stakeholders, absenteeism and turnover can be reduced.
 Linking Strategies and Training

Necessary Outcomes Training Activities

Organizational to Implement • Performance and
consulting design
Strategies Strategies
training
▪ Increase sales • Identify key sales
• Intercultural
▪ Expand into elements and train the
competence language
overseas market workforce
training
▪ Develop new • Assign key people and
• New product training,
product line provide necessary
production practice,
▪ Acquire training
and sales simulations
competitor • Train production and
• Onboarding corporate
company sales on new products
culture training
▪ others • Assimilate employees
• Other training
from the new company
and provide orientation
and training
• Other outcomes
STRATEGIC TRAINING
OF HUMAN RESOURCE
Strategic training has several benefits which are:
1. Strategic training enables human resources and other
professionals to get closely engaged with the business,
collaborate with operating managers in solving problems and
create vital inputs to organizational results.
2. Strategic training mindset lessens the probability of viewing that
only training can resolve workforce or organizational problems.
3. Strategic training can provide competitive advantage for the
organization.
A strategic training plan would engage on expressing intended results and
chemistry of several related aspects which are the following:

• Obviously expressed results – intended outcomes for the training need

to be spoken, determined and supported.
• Guided principles – guided principles must be well articulated because
it will reinforce the inherent values of the organization. For instance,
providing timely and effective feedback to staff is significant to the
organization’s success.
• Impact on the organization’s mission and operation – preferred
outcomes must be expressed and promote the future condition of the
organization. Example: work deadlines should be more precise and
attainable.
Senior leaders and management involvement – managers and
leaders must express and promote the future condition of the
organization.
Current state assessment – assessment must be done monthly
or quarterly depending on the current state of the employees.
Measurement/sustainability – It is complicated to guarantee
sustainability without measurement. Organizations must
carefully measure the needed requirements of the staff to avoid
waste of resources.
End-user input – It is very important to get information from the
employees who attended training so that the organization can
easily detect its weaknesses.
Performance measures – the training plan prepared must be linked to
the performance measures of the organization. If connected, the
organization boosts its strategic orientation because training is applied
exactly.
Timeframe – Developing the timeframe as part of the goal will facilitate
getting the goals fruitfully for the organization.

Development and planning – delegate that players comprising a project

manager is an input in realizing goals. Describing the action to be taken,
the schedule, and the roles
ORGANIZATIONAL DEVELOPMENT AND
TRAINING
Organizational development places emphasis on the identification and
change of values, attitudes, interpersonal relations, and organizational
processes. The necessity and yearning for change have directed
organizations to hunt responses in planning for the best in facing
large-scale problems.
Training offers employees with fundamental skills and competencies
that are essential for the organization to begin planned change. The
success of the change program is highlighted in the improvement of
the recognized inefficiencies of the organization.
 ORGANIZATIONAL
DEVELOPMENT
AND TRAINING
Change management is a process that consider three
developmental phases which are:
1. New beginning – it necessitates an employee to
distinguish inefficiencies and depart from them
2. Neutral zone – it is when realignment happen. Although
the new find functions may not have become set, the old
function have been left behind.
3. Endings – it takes place when a fresh sense of purpose
has been revealed and change is starting to occur.
STRATEGIC TRAINING AND
DEVELOPMENT PROCESS
Business Strategic Training Training and Metric that show the
Initiatives value of training
Strategy Development Activities
❑ Learning
❑ Diversify the ❑ Use web-based
❑Mission learning portfolio training ❑ Performance
❑Vision ❑ Accelerate the pace ❑ Make deployment improvement
of employees planning mandatory ❑ Reduced
❑Goals customer
learning ❑ Develop website for
❑ Improve customer knowledge sharing complaints
service ❑ Reduced turnover
❑ Capture and share ❑ Employee
knowledge satisfaction
STRATEGIC TRAINING AND
DEVELOPMENT PROCESS

▪ 1. Identify business strategy

▪ What is a Mission?
▪ What is Vision?
▪ Goals?
2. Strategic training and developmental initiatives that support the strategy – are
learning-related actions that an organization must do to achieve its business
strategies. Initiatives will come from the environment, goals, and resources.

Initiatives Implications
o Use technology for training
Diversify of the Learning
o Facilitate informal training
portfolio
o Provide more personalized learning opportunities
o Train customers, suppliers and employees
Expand who trained
o Offer more learning opportunities to non-managerial employees
o Quickly identify needs and provide a high-quality learning solution
Accelerate the pace of
o Reduce the time to develop training programs
employee learning
o Facilitate access to learning resources on as needed basis
o Ensure that employees have product and service knowledge
Improve customer service o Ensure that employees have the skills needed to interact with customer
o Employees that understand their roles on decision – making authority
 Initiatives Implications
o Ensure that employees have opportunities to develop
Provide development o Ensure that employees understand career opportunities and personal growth
opportunities and opportunities
communicate to employees o Ensure that training and development addresses employees’ needs in their
current job as well as growth opportunities
Capture and share o Capture insight and information from a knowledgeable employees
knowledge o Logically organize and store information
o Provide methods to make information available
Align training and o Identify needed knowledge, skills, and competencies
development with
o Ensure that current training and development programs support the
organization’s strategic
organization’s strategic needs
direction
o Remove constraints to learning like lack of time, resources and equipment
Ensure that the work o Dedicate physical space to encourage teamwork, collaboration, creativity and
environment supports knowledge sharing
learning and transfer of o Ensure that employees understand the importance of learning
learning
o Ensure that managers and peers are supportive of training, development and
learning
 To identify and develop strategic training and development initiatives,
the organization must answer the following questions

a. What is the mission and vision of the organization? Name the strategic drivers of the business
strategy.
b. What capabilities does the organization require as the consequences of the business strategy
and business environment challenges?
c. What forms of training and development will best attract, retain, and develop the talent
wanted for success?
d. Which competencies are vital for an organization’s success and business strategy?
e. Does the organization have a plan for making the connection involving training and
development and the business strategy valued by executives, managers, and employees or
customers?
f. Will the senior management team overtly support and champion training and development?
g. Does the organization offer opportunities for training and development not only in individuals
but also teams?
STRATEGIC TRAINING AND
DEVELOPMENT PROCESS
▪ 3. Strategic training and development activities –
these activities may include developing initiatives on
the application of new technology in training,
enhancing admittance to training programs for
specific groups of employees, dropping development
time, and developing fresh or extended course
offerings
STRATEGIC TRAINING AND
DEVELOPMENT PROCESS
▪ 4. Metrics of training success – it is essential to determine
whether training and development truly contributed to the
organization’s goal attainment. Expected outcomes directly
connected to organization’s strategy and goals.
▪ The balanced scorecard measures performance with the
overall performance of the organization from the view point
of internal and external customer, employees and
shareholders.
THANK YOU