strategic planning, training, & od

8/7/2019 Strategic Planning, Training, & OD

1/18

Strategic Planning,

Training, & OD


2/18

Strategic Planning

The development of long-term

objectives and plans to pursue an

organisations mission how to getthere

The strategic plan provides direction to

all units of the organisation.


3/18

Linkage between Strategy, Tactics, and

Objectives

Tactical ActivitiesCompetitive

Strategy

Mission Opportunities

Threats

Strengths

Weaknesses

Unit

Objectives

Unit

Strategies

and Tactics

Employee

Objective

Implementation, Evaluation, and Feedback


4/18

Factors Influencing Environmental

Uncertainty

Complexity

High Low

STAB

ILITY

High

LowHigh

Uncertainty

Moderate

Uncertainty

Low

Uncertainty

Moderate

Uncertainty


5/18

Mission, Strategy, Technology, Structure

Relationship

ENVIRONMENT

EXTERNAL

STRATEGY

MISSIONTECHNOLOGY

STRUCTURE

INTERNAL

STRATEGY


6/18

Strategy Development

at Different Levels

External

Environment

COMPETITIVE

STRATEGY

HUMAN RESOURCE STRATEGY

HRD Strategy

CompetitionEconomic

Conditions

Labor

Market

Employee KSAs

Labor Relations

Corporate Culture

Core Technology

Organizations internalEnvironment

Legal

Environment


7/18

Role of HR in Strategy Development

Ensure employees have necessary

competencies to meet strategic

demands

Identify & assist in removal ofbarriers

to desired performance

Provide assessment ofemployee S/W

which impactcost-benefitof particular

strategy


8/18

Factors affecting Training Strategy

External Factors

Economic

conditions

Laws and

regulations

Training providers

Training technology

Internal Factors

Organisational

strategy

HR strategy

O

rganisationalculture


9/18

The Training Environment

Training strategy determined largely by

uncertainty faced by HRD

In predictable environment, centralisedand formal controls of training function

useful

Eg corporate training department


10/18

Pros and Cons..

Centralisation

Common content

and method

Economies of

scale

Higher trainer

competencies

Decentralisation

Relevance to

specific area

More commitment

Training occurswhere needed

most


11/18

Strategic Training Alternatives

Primary Provider

In-house

Mostly large companies

Train-the trainer cuts costs Manager/intermediary

Outsourcing entire activity(TNA onwards), supervisedby manager

Works well with small firms

Mixed Strategy


12/18

Steps in a Generic Planned Change

Model Part 1 of 2

1. Establish a compelling need for change.

2. Develop, in collaboration with the concerned

parties, the goals to be achieved.

3. Determined what is causing the need for

change.

4. Identify and evaluate alternative approaches for

addressing the need for change.5. Select an approach for addressing the need for

change.

6. Implement the approach.


13/18

Steps in a Generic Planned Change

Model Part 2 of 2

7. Evaluate the results.

8. Feed back the results to the organization.

If results are favorable, go to step 9.

If results are unfavorable, go back to step 4.

9. Internalize the change. The changes made

become routine and the normal ways the

organization conducts its business.


14/18

Differences Between OD Practitioners and

Trainers

Issue OD Practitioner Trainer

Role

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 orwithin the system

Overly analytical Gets things done


15/18

Force-field Analysis Model

Driving Forces

Restraining Forces

Current

Situation

1. Identify the current state of the situation.

2. Envision the desired state.

3. Identify the forces restraining change.

4. Identify the forces that support or encourage

change.5. Assess the strength of the forces.

6. Develop strategies to:

reduce the forces restraining change

increase the forces for change


16/18

Small Business Owners Reasons

for Not Planning StrategicallyNot enough time

Unfamiliarity

Lack of skills

Lack of trust

Too busy with day-to-day operations andconcerns about tomorrow are the excusesfor not planning for next year.

Lack of awareness of strategic planning orfailure to see its value. See it as limitingflexibility.

Do not have the skills or time to learnthem. Do not wish to spend money to bringin consultants.

Want to keep key information confidential.Do not wish to share this information withother employees or outsiders


17/18

Strategic Questions for Small Business

1. Why are we in business?

2. What are the key things we are trying to achieve?

3. Who is our competition and how can we beat them?

4. What sort of ground rules should we be following to get the job

done right?

5. How should we organize ourselves to reach our goals and beat

the competition?

6. How much detail do we need to provide so everyone knowswhat to do? How do we make sure everyone gets the

information?

7. What are the few key things that will determine if we make it?

How do we address and keep track of them?


18/18

Group Activity

1. Examine the Mission of MNIT, and formone for the Department.Conduct anenvironmental analysis of HRD at MNIT. (Doa SWOT with reference to the HRD

environment)

2. Examine the Mission of MNIT, and formone for the Department. Do a SWOT analysisusing interviews or by your own expertise.

What major changes are indicated ? How willthey affect the working of the Department ?What training might be needed to meet thesechanges ?

strategic planning, training, & od

Documents