Training Management

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St rat egi c Trai ni ngSt rat egi c Trai ni ngSt rat egi c Trai ni ngSt rat egi c Trai ni ng

2. 1. Di scuss how busi ness st r at egy
i nf l uences t he t ype and amount
of t r ai ni ng i n a company.
2. Expl ai n how t he r ol e of
t r ai ni ng has changed.
3. Descr i be how changes i n wor k
r ol es i nf l uence t r ai ni ng.
4. Di scuss how a company’ s
st af f i ng and human r esour ce
pl anni ng st r at egi es i nf l uence
t r ai ni ng.
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3. 5. Expl ai n t he t r ai ni ng needs cr eat ed
by concent r at i on, i nt er nal gr owt h,
ext er nal gr owt h, and di si nvest ment
busi ness st r at egi es.
6. Di scuss t he advant ages and
di sadvant ages of or gani zi ng t he
t r ai ni ng f unct i on accor di ng t o t he
f acul t y, cust omer , mat r i x, and
cor por at e uni ver si t y model s.
7. Di scuss t he char act er i st i cs of t he
vi r t ual t r ai ni ng or gani zat i on and
how i t can cont r i but e t o t he
company’ s busi ness st r at egy. 2 - 3

4.  Ti r es Pl us’ s busi ness st r at egy
af f ect s t he t i me and money i nvest ed
i n t r ai ni ng.
 Tr ai ni ng hel ps empl oyees l ear n j ob
ski l l s and hel ps t he company r et ai n
and mot i vat e empl oyees.
 Tr ai ni ng i s st r at egi c f or :
 Busi ness goal s r el at ed t o human
r esour ces, and
 Pr oduct i vi t y, cust omer ser vi ce,
and i nnovat i on
 Empl oyees ar e awar e t hat t r ai ni ng i s
essent i al t o t hei r f ut ur e
mar ket abi l i t y.
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5.  A pl an t hat i nt egr at es t he
company’ s goal s, pol i ci es, and
act i ons.
 The st r at egy i nf l uences how t he
company uses:
 physi cal capi t al ( pl ant s,
t echnol ogy, and equi pment )
 f i nanci al capi t al ( asset s and
cash r eser ves)
 human capi t al ( empl oyees)
 The busi ness st r at egy hel ps di r ect
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6.  Wher e t o compet e?
 I n what mar ket s wi l l we compet e?
 How t o compet e?
 On what out come or di f f er ent i at i ng
char act er i st i c wi l l we compet e?
 Cost ? Qual i t y? Rel i abi l i t y?
Del i ver y? I nnovat i veness?
 Wi t h what wi l l we compet e?
 What r esour ces wi l l al l ow us t o beat
t he compet i t i on?
 How wi l l we acqui r e, devel op, and
depl oy t hose r esour ces t o compet e?
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7.  The amount of t r ai ni ng devot ed
t o cur r ent or f ut ur e j ob
ski l l s.
 The ext ent t o whi ch t r ai ni ng i s
cust omi zed f or t he par t i cul ar
needs of an empl oyee or
devel oped based on t he needs of
a t eam, uni t , or di vi si on.
 Whet her t r ai ni ng i s r est r i ct ed
t o speci f i c gr oups of empl oyees
or open t o al l empl oyees.
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8.  Whet her t r ai ni ng i s:
pl anned and syst emat i cal l y
admi ni st er ed, or
pr ovi ded onl y when pr obl ems
occur , or
spont aneousl y as a r eact i on t o
what compet i t or s ar e doi ng
 The i mpor t ance pl aced on
t r ai ni ng compar ed t o ot her
human r esour ce management
pr act i ces such as sel ect i on and
compensat i on.
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9.  Managi ng Al i gnment
 Cl ar i f y t eam goal s and company goal s.
 Hel p empl oyees manage t hei r
obj ect i ves.
 Scan or gani zat i on envi r onment f or
usef ul i nf or mat i on f or t he t eam.
 Encour agi ng Cont i nuous Lear ni ng
 Hel p t eam i dent i f y t r ai ni ng needs.
 Hel p t eam become ef f ect i ve at on- t he-
j ob t r ai ni ng.
 Cr eat e envi r onment t hat encour ages
l ear ni ng.
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10.  Coor di nat i ng Act i vi t i es
 Ensur e t hat t eam i s meet i ng i nt er nal
and ext er nal cust omer needs.
 Ensur e t hat t eam meet s i t s quant i t y
and qual i t y obj ect i ves.
 Hel p t eam r esol ve pr obl ems wi t h ot her
t eams.
 Ensur e uni f or mi t y i n i nt er pr et at i on
of pol i ci es and pr ocedur es.
 Faci l i t at i ng Deci si on- Maki ng Pr ocess
 Faci l i t at e t eam deci si on maki ng.
 Hel p t eam use ef f ect i ve deci si on-
maki ng pr ocesses.
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11.  Cr eat i ng and Mai nt ai ni ng Tr ust
 Ensur e t hat each t eam member i s
r esponsi bl e f or hi s or her wor k
l oad and cust omer s.
 Tr eat al l t eam member s wi t h
r espect .
 Li st en and r espond honest l y t o
t eam i deas.
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12. 2 - 12
Integration of Business
Units
Global Presence
Business Conditions

13.  The t ype of t r ai ni ng and r esour ces
devot ed t o t r ai ni ng ar e i nf l uenced
by t he st r at egy adopt ed f or t wo HRM
pr act i ces:
 St af f i ng
 Human Resour ce Pl anni ng
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14.  Two aspect s of a company’ s st af f i ng
st r at egy i nf l uence t r ai ni ng:
 The cr i t er i a used t o make pr omot i on and
assi gnment deci si ons ( assi gnment f l ow)
 The pl aces wher e t he company pr ef er s t o
obt ai n human r esour ces t o f i l l open
posi t i ons ( suppl y f l ow)
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15.  HR pl anni ng al l ows t he company t o
ant i ci pat e t he movement of human
r esour ces i n t he company.
 HR pl ans can hel p i dent i f y wher e
empl oyees wi t h cer t ai n t ypes of
ski l l s ar e needed i n t he company.
 Tr ai ni ng can be used t o pr epar e
empl oyees f or :
 i ncr eased r esponsi bi l i t i es i n t hei r
cur r ent j ob,
 pr omot i ons, l at er al moves, t r ansf er s,
and
 downwar d j ob oppor t uni t i es t hat ar e 2 - 15

16. 2 - 16
Focus on Teaching Skills andFocus on Teaching Skills and
KnowledgeKnowledge
Link Training to BusinessLink Training to Business
NeedsNeeds
Use Training to Create andUse Training to Create and
Share KnowledgeShare Knowledge

17. Strategy Emphasis How Achieved Key Issues Training Implications
Concentration Increase market
share
Reduce operating
costs
Create market
niche
Improve quality
Improve
productivity
Customize
products
Skill currency
Development
of existing
work force
Team building
Cross-training
Specialized programs
Interpersonal skill
training
On-the-job training
Internal
Growth
Market
development
Product
development
Innovation
Joint ventures
Add distribution
channels
Expand global
markets
Create new
products
Joint ownership
Create new
jobs
Create new
tasks
Innovation
Support high-quality
product value
Cultural training
Conflict negotiation
skills
Manager training in
feedback and
communication
Technical competence
in jobs
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18. Strategy Emphasis How Achieved Key Issues Training Implications
External
Growth
(Acquisition)
Horizontal
integration
Vertical integration
Concentric
diversification
Acquire firms for
new market
access
Acquire firms to
supply or buy
products
Acquire any firm
Integration
Redundancy
Restructuring
Determining
capabilities of
acquired employees
Integrating training
systems
Team building
Disinvestment Retrenchment
Turnaround
Divestiture
Liquidation
Reduce costs
Reduce assets
Generate revenue
Redefine goals
Sell off all assets
Efficiency Motivation
Goal setting
Stress management
Time management
Leadership training
Outplacement
assistance
Job-search skills
training
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19. 2 - 19
Faculty Model
Customer Model
Matrix Model
Corporate University
Model
Virtual Model

20. S a fe t y
T r a in in g
Q u a lit y
T r a in in g
T e c h n o lo g y
a n d
C o m p u t e r
S y s t e m s
L e a d e r s h ip
D e v e lo p m e n t
S a le s
T r a in in g
D ir e c t o r o f T r a in in g
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Training Specialty Areas

21. I n fo r m a t io n
S y s t e m s
M a r k e t in g P r o d u c t io n
a n d
O p e r a t io n s
F in a n c e
D ir e c t o r o f T r a in in g
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Business Functions

22. S a le s
T r a in in g
Q u a lity
T r a in in g
T e c h n o lo g y
a n d
C o m p u t e r
S y s t e m s
S a fe t y
T r a in in g
D ir e c t o r o f T r a in in g
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Business Functions
Marketing
Production
and
Operations
Training
Specialty
Areas

23. 2 - 23
Training
Advantages
Dissemination of
Best Practices
Align Training
with Business
Needs
Integrate
Training
Initiatives
Effectively Utilize
New Training
Methods and
Technology
Historical Training
Problems
Excess Costs
Poor Delivery and
Focus
Inconsistent Use
of Common
Training Practices
Best Training
Practices Not
Shared
Training Not
Integrated or
Coordinated
Leadership Development Programs
New Employee Programs
Product
Development
Operations Sales and
Marketing
Human
Resources

24.  Vi r t ual t r ai ni ng or gani zat i ons
oper at e accor di ng t o t hr ee
pr i nci pl es:
 Empl oyees ( not t he company) have
pr i mar y r esponsi bi l i t y f or
l ear ni ng
 The most ef f ect i ve l ear ni ng
t akes pl ace on t he j ob, not i n
t he cl assr oom
 For t r ai ni ng t o t r ansl at e i nt o
i mpr oved j ob per f or mance, t he
manager - empl oyee r el at i onshi p
( not empl oyee- t r ai ner 2 - 24

25.  A vi r t ual t r ai ni ng or gani zat i on i s
cust omer f ocused
 Takes mor e r esponsi bi l i t y f or
l ear ni ng and eval uat i ng t r ai ni ng
ef f ect i veness
 Pr ovi des cust omi zed t r ai ni ng
sol ut i ons based on cust omer needs
 Det er mi nes when and how t o del i ver
t r ai ni ng based on cust omer needs
 Lever ages r esour ces f r om many ar eas
 I nvol ves l i ne manager s i n di r ect i on
and cont ent
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