Training & Development Term 4

Training & DevelopmentTerm 4Strategic Planning, Training and ODCrafting StrategyMany approachesAlignment between external and internal environment (SWOT)Positioning, best fitDifferent strategies impact the HRD differently in focus, structure and processesAnticipate changes in KSAs to meet strategic objectivesStrategy, Training and OD management of change change preparedness Linkage between Strategy, Tactics, and Objectives

Tactical ActivitiesCompetitiveStrategy Mission Opportunities Threats Strengths WeaknessesUnitObjectivesUnitStrategiesand TacticsEmployeeObjectiveImplementation, Evaluation, and FeedbackMission, Strategy, Technology, Structure Relationship

Internal Strategy Technology, StructureExternal Environment Uncertainty stability, complexityFactors Influencing Environmental Stability ComplexityHighLowS TABILITYHighLow High Uncertainty Moderate Uncertainty Low Uncertainty Moderate UncertaintyStrategy Development of Different LevelsExternal EnvironmentCOMPETITIVESTRATEGYHUMAN RESOURCE STRATEGY

HRD StrategyCompetitionEconomicConditionsLaborMarketEmployee KSAsLabor RelationsCorporate CultureCore TechnologyOrganizations internal Environment Legal EnvironmentConditions Increasing The Importance of HR IssuesConditionDemands on HRHigh rate of change in market demandProduct development competenceHigh level of uncertainty in market demandAbility to forecast accurately and be flexibleRising costs combined with pressures on marginsBroad range of KSAs business orientation cross functional competenciesMore complex organisations (differentiated, integrated)Ability to collaborate, seek information from diverse sources, analyse and synthesizeStrategy & ODReactive & ProactiveOrganisation Change an inherent part of implementing strategyOrganisation Development research base and set of techniques Management of changeStrategic Planning itself is an OD processPlanned vs Unplanned changeOD rooted in OB open systems, planned change process Aimed at organisation and employee effectivenessMicroMacroTheoryOBOTApplicationHRMODOrganizational ChangeCurrent StateDesired Future StateOECreate Value for StakeholdersHuman ResourcesFunctionalTechnologicalOrganizationalInterdependenceOptimize use of resources and abilitiesOD TechniquesResistance to Change:Education and communicationParticipation and EmpowermentFacilitationBargaining and NegotiationCoercion

Promoting Change:Counselling, Sensitivity Training, Process ConsultationTeam Building and Intergroup TrainingOrganisation MirroringDifferences Between OD Practitioners and Trainers IssueOD PractitionerTrainerRole Client Response to problems with organizational politics, structure, etc. Organizational perception Strategic Tactical Top management Middle to lower level management Challenge and confront Work around or within the system Overly analytical Gets things done

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