Welcome to Aligning Training with Strategy Talent Management

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Welcome to Aligning Training with Strategy Talent Management (People Development) - AUC / SCE

Welcome to Aligning Training with Strategy Talent Management (People Development) - AUC / SCE - HM 1

General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment Talent Management

General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment Talent Management (People Development) - - AUC / SCE - HM 3

Training as a Subsystem within the Organizational System TRAINING’S ORGANIZATIONAL ENVIRONMENT Mission Finances Strategy

Training as a Subsystem within the Organizational System TRAINING’S ORGANIZATIONAL ENVIRONMENT Mission Finances Strategy Resources Structure People Policies Products Procedures Technology TRAINING SUBSYSTEM INPUT Organizational Needs Employee Needs Budget Equipment Staff PROCESS Analysis Design Development Implementation Evaluation Talent Management (People Development) - - AUC / SCE - HM OUTPUT Knowledge Skills Attitudes Motivation Job Performance 4

Training Processes Model An effective training system is a set of processes designed to

Training Processes Model An effective training system is a set of processes designed to transform organizational INPUTS to OUTPUTS that meets organizational needs. Talent Management (People Development) - AUC / SCE - HM 4

Training Processes Model n Needs Analysis Phase n n n Design Phase Development Phase

Training Processes Model n Needs Analysis Phase n n n Design Phase Development Phase Implementation Phase n Evaluation Phase Talent Management (People Development) - AUC / SCE - HM 5

Trends in Training n Aligning training with business strategy n Managing Talent due to

Trends in Training n Aligning training with business strategy n Managing Talent due to changing demographics n Improving the training function n Quality n Legal issues Talent Management (People Development) - AUC / SCE - HM 6

Quality and Continuous Improvement Talent Management (People Development) - AUC / SCE - HM

Quality and Continuous Improvement Talent Management (People Development) - AUC / SCE - HM 7

Training to Quality n Training must be seen as an Integral Part of the

Training to Quality n Training must be seen as an Integral Part of the organization’s performance improvement system. n High-Quality products and services are necessary to stay in business in today’s competitive markets. Talent Management (People Development) - AUC / SCE - HM 8

International Organization for Standardization (ISO) There are five stages in the certification process: 1.

International Organization for Standardization (ISO) There are five stages in the certification process: 1. Pre-Audit 2. Process Mapping 3. Change 4. Training 5. Post-Audit Talent Management (People Development) - AUC / SCE - HM 9

International Organization for Standardization (ISO) 1. 2. 3. 4. 5. Pre-Audit: How you are

International Organization for Standardization (ISO) 1. 2. 3. 4. 5. Pre-Audit: How you are doing now Process Mapping: Documenting the way things are done Change: Developing improving processes to reach desired level of Quality Training: training in the new process Post-Audit: assessing how well you are doing after the changes and continuing the improvement process Talent Management (People Development) - AUC / SCE - HM 10

The ISO Certification Advantages Companies with ISO certification find the following advantages: n Improved

The ISO Certification Advantages Companies with ISO certification find the following advantages: n Improved Efficiency n Higher Productivity n Better Internal Communication n Improved quality image and market opportunities Talent Management (People Development) - AUC / SCE - HM 11

The ISO Certification Advantages Companies with ISO certification find the following advantages: n Increased

The ISO Certification Advantages Companies with ISO certification find the following advantages: n Increased customer preference n Increased awareness of opportunities for process and quality improvement n Reduced costs and improved ability to document quality control processes to their customer Talent Management (People Development) - AUC / SCE - HM 12

Aligning Training with Strategy Talent Management (People Development) - AUC / SCE - HM

Aligning Training with Strategy Talent Management (People Development) - AUC / SCE - HM 13

Strategic Planning n n n Strategic Planning is to build a good fit between

Strategic Planning n n n Strategic Planning is to build a good fit between the organization and its future environment. To be effective, strategic planning should occur throughout the organization, with each higher level of the organization to providing direction to the lower level. The Units develop their own strategies and tactics to achieve the organizational strategies. Talent Management (People Development) - AUC / SCE - HM 14

Food for Thought The success of the strategy depending heavily on the competencies of

Food for Thought The success of the strategy depending heavily on the competencies of the workforce. Talent Management (People Development) - AUC / SCE - HM 15

Linkage between Strategy, Tactics, and Objectives Competitive Strategy • Mission • Opportunities • Threats

Linkage between Strategy, Tactics, and Objectives Competitive Strategy • Mission • Opportunities • Threats • Strengths • Weaknesses Tactical Activities Unit Objectives Unit Strategies and Tactics Employee Objective Implementation, Evaluation, and Feedback Copyright c 2010 Pearson Education, Inc. Publishing as Prentice Hall 16

Organizational Mission n. A Mission Statement articulates why the organization exists. n The Mission

Organizational Mission n. A Mission Statement articulates why the organization exists. n The Mission Statement is the focal point for strategy development. Talent Management (People Development) - AUC / SCE - HM 17

An Example of a Mission Statement We help you organize the world’s information and

An Example of a Mission Statement We help you organize the world’s information and make it universally accessible and useful Talent Management (People Development) - AUC / SCE - HM 18

Competitive Strategy n Competitive Strategy focuses on positioning the company’s products and services in

Competitive Strategy n Competitive Strategy focuses on positioning the company’s products and services in the marketplace. n This important strategy encompasses the Internal and External choices the company makes to improve or retain its Competitive Position. Talent Management (People Development) - AUC / SCE - HM 19

Types of Competitive Strategy 1. 2. Market Leader Cost Leader Talent Management (People Development)

Types of Competitive Strategy 1. 2. Market Leader Cost Leader Talent Management (People Development) - AUC / SCE - HM 20

Market Leader Referred to as Prospectors and Innovators. n Their strategy is to find

Market Leader Referred to as Prospectors and Innovators. n Their strategy is to find and exploit new product and market opportunities. n Success depends on their capacity to survey a wide range of environmental conditions, trends, and events and to move quickly to opportunities. n Talent Management (People Development) - AUC / SCE - HM 21

Cost Leader Referred to as the defender strategy. n This strategy’s main goal is

Cost Leader Referred to as the defender strategy. n This strategy’s main goal is to be the Low. Cost Provider in the industry. n Success depends on pricing competitiveness and having a product that is acceptable to the market. n Talent Management (People Development) - AUC / SCE - HM 22

Example of a Cost Leader Strategy An Organizational HRD unit looking for outside training

Example of a Cost Leader Strategy An Organizational HRD unit looking for outside training Choosing between large number of external training contractors or a single contractor who guarantees a low price. n Both tactics can reduce the cost of needed products or services, but they result in different effects on purchasing activities of the organization and on supplier relationships. n Talent Management (People Development) - AUC / SCE - HM 23

Organization Development, Strategy and Training The very best outcome that training can achieve is

Organization Development, Strategy and Training The very best outcome that training can achieve is the increase in trainee’s capabilities, that is, the trainee’s ability to perform. n Organization Development is focused on the Management of Performance. n Organization Development deals with creating and implementing planned change. n Talent Management (People Development) - AUC / SCE - HM 24

Organization Development and Strategy Organizations must resolve the following three core issues in developing

Organization Development and Strategy Organizations must resolve the following three core issues in developing and implementing strategy: 1. Technical Design Issues. 2. Cultural / Ideological Issues 3. Political Issues n These three issues are critical to the organization’s ability to achieve its objectives. n Talent Management (People Development) - - AUC / SCE - HM 25

Technical Design Issues These issues arise in relation to how the product or service

Technical Design Issues These issues arise in relation to how the product or service will be determined, created and delivered Talent Management (People Development) - - AUC / SCE - HM 26

Cultural / Ideological Issues These issues relate to the shared beliefs and values that

Cultural / Ideological Issues These issues relate to the shared beliefs and values that employees need to hold for the strategy to be implemented effectively Talent Management (People Development) - - AUC / SCE - HM 27

Political Issues These issues occur as a result of shifting power and resources within

Political Issues These issues occur as a result of shifting power and resources within the organization as the strategy is pursued Talent Management (People Development) - - AUC / SCE - HM 28

Questions Please Thank you, , , Talent Management (People Development) - - AUC /

Questions Please Thank you, , , Talent Management (People Development) - - AUC / SCE - HM 29