Welcome HRM207 Human Resources Learning and Development Week 2

(Based on Noe and Winkler, 2009)

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Todays Agenda
Lecture - Introduction - Strategic training and development process - Models of organising training department

Business Strategy
A plan that integrates the companys goals, policies and actions The strategy influences how the company uses: physical capital (plants, technology and equipment) financial capital (assets and cash reserves) human capital (employees) The business strategy helps direct the companys activities to reach specific goals

Business Strategy
Therefore, training activities must be aligned to the business strategy and in turn contribute to the organisations success. or conversely,

Business strategy has a major impact on the types and amount of training that occurs.

Evolution of role of training

eg communities of practice

Training event

explicit knowledge

Create and share knowledge

Learning emphasis

tacit knowledge

ie From employee development to business redefinition

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Explicit v Tacit Knowledge

Explicit knowledge can be formalized, codified and communicated, found in manuals, formulas and specifications

Tacit knowledge difficult to explain to others, based on individual experience or intuition

Human capital includes

cognitive knowledge knowing what advanced skills knowing how system understanding and creativity - knowing why self-motivated creativity caring why

Strategic training and development process

Business strategy Strategic training and development intiatives Training and development activities Metrics that show value of training
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Business Strategy
Includes

Mission, vision, values and goals of the organisation

Strategic analysis of the organisation How to compete within the industry?

Strategic training and development initiatives

Strategic Training and Development Initiatives

Implications Use new technology for training Facilitate informal learning Provide more personalised learning opportunities
Train customers, suppliers and employees Offer more learning opportunities for non-managerial employees Quickly identify needs and provide a high-quality learning solution Reduce the time to develop training programs Facilitate access to learning resources on an as-needed basis

Diversify the learning portfolio

Expand who is trained

Accelerate the pace of employee learning

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Strategic training and development initiatives

Strategic Training and Development Initiatives Improve customer service

Implications Ensure that employees have product and service knowledge Ensure that employees have skills needed to interact with customers Ensure that employees understand their roles and decision-making authority

Provide development opportunities and communicate to employees

Ensure that employees have opportunities to develop Ensure that employees understand career opportunities and personal growth opportunities Ensure that training and development addresses employees needs in current job as well as growth opportunities

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Strategic training and development initiatives

Strategic Training and Development Initiatives
Capture and share knowledge

Implications Capture insight and information from knowledgeable employees Logically organise and store information Provide methods to make information available

Align training and development with the companys strategic direction

Identify required knowledge, skills, abilities or competencies Ensure that current training and development programs support the companys strategic needs

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Strategic training and development initiatives

Strategic Training and Development Initiatives
Ensure that the work environment supports learning and transfer of training

Implications Remove constraints on learning Dedicate physical space to encourage teamwork, collaboration, creativity and knowledge sharing Ensure that employees understand the importance of learning Ensure that managers and peers are supportive of training, development and learning

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Training and development activities

SunU realigned its training philosophy and the types of training it conducted to be more linked to the strategy of Sun. Sun was on a constantly evolving business due to new technologies, products and product markets. SunU found its customers wanted training services that could be developed quickly, could train many people and would not involve classroom training. Because of its importance for the business, Sun was also interested in maintaining and improving the knowledge and competence of its current workforce
What training and development initiatives can be identified from this extract? What training and development activities would to achieve these initiatives?`
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Metrics that show the value of training

Balance scorecard - our different perspectives are considered:
Customer - Time, quality, performance, services, cost Internal - Processes that influence customer satisfaction Innovation and learning - Operating efficiency, employee satisfaction, continuous improvement

Financial What can be measured - Profitability, growth, shareholder value to determine the contribution of training to this score card?
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Organisational Characteristics that Influence Training

Roles of employees and managers Top management support Business conditions

Other HRM practices

Extent of unionisation Staff involvement in training and development

Integration of business units

Global presence

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Models of Organising the Training Department (5 models)

Functional Customer Matrix

Corporate University

Trend

Business-embedded

Centralised v Decentralised
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Functional Model

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Customer Model

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Matrix Model
Director of Training

Training specialty areas

Sales training

Quality training

Technology and computer systems

Safety training

Marketing

Production and operations

Business functions

2-

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Corporate University
Advantages include: A wider range of programs and courses tend to be offered under this model. Important culture features and values tend to be more emphasised in the training curriculum under this model. Training is centralised such that the best training practices used in one unit are disseminated across the organisation. Training practices and policies are consistent, better allowing the organisation to control costs.
http://www.theaustralian.com.au/higher-education/corporatelearning-a-growth-industry/story-e6frgcjx-1225821364104

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Business-embedded Model
Characterised by 5 competencies:
Strategic direction Product design Structural versatility Product delivery Accountability for result

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Current practice - business-embedded model with centralised training

There is an increasing trend for the training function, especially in organisations that have separate business units, to be organised by a blend of the BE model with centralised training that often includes a corporate university. This approach allows the organisation to gain the benefits of centralised training but at the same time ensure that training can provide programs, content and delivery methods that meet the needs of specific businesses.

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Marketing the training function - tactics

Involve the target audience in developing the training or learning effort (ownership) Demonstrate how a training and development program can be used to solve specific needs Showcase an example of how training has been used within the company to solve specific business needs Identify a champion who actively supports training Listen and act on feedback received from clients, managers and employees Advertise on e-mail, on the organisations websites, in employee break areas Designate someone in the training function as an account representative between the training designer and internal customer

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Training Resources and Outsourcing

Reasons for outsourcing training:
Cost savings Time savings Compliance and accuracy Lack of capability Access to best training practices

Reasons against outsourcing training:

Meet organisational needs Maintain control Any others???
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Conclusion
Recap of today Any questions?

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