Establishing t & d in your organization
THE MEANING OF STRATEGYStrategy can have a number of meanings,
namely: A plan, or something equivalent a direction, a guide, a
course of action. A pattern, that is, consistency in behavior over
time. A perspective, an organizations fundamental way of doing
things. A ploy, a specific manoeuvre intended to outwit an opponent
or a competitor
STRATEGY AS PLAN & THE ROLE OF T&DEssentially a mix of
internal and external environmental analysisStrategic goalsHRM
goalsIntertwined (goals/constraints),,,,at least ideally
Needed Role BehaviorsPredictability & Measurement??
STRATEGY AS PLAN & THE ROLE OF T&DGENERALLYTreat people
as assets- invest in them- get psychological commitment and use
them as competitive advantage (the duplication argument)GENERALLY
matching HRM activities and policies to some explicit business
strategy
SPECIFICALLY What needs to be done; what needs to be changedMORE
SPECIFICALLYWhat critical skills/behaviors are requiredWhat HR
processes would result in those KSAsAbilities/resources required to
implement those HR processes
Wright and Snell (1998) suggest that seeking fit requires
knowledge of the skillsand behaviour needed to implement the
strategy, knowledge of the HRM practicesnecessary to elicit those
skills and behaviours, and the ability quickly to implementthe
desired system of HRM practices.3Wright and Snell (1998) suggest
that seeking fit requires knowledge of the skillsand behaviour
needed to implement the strategy, knowledge of the HRM
practicesnecessary to elicit those skills and behaviours, and the
ability quickly to implementthe desired system of HRM
practices.
STRATEGY AS PERSPECTIVE & THE ROLE OF T&DWHAT GOES
WRONGIt is relatively easy to come up with new and innovatory
policies and practice. The challenge is to get them to workother
business priorities, short-termismlimited support from line
managerslack of resourcesresistance to change and lack of
trustSTRATEGY AS PERSPECTIVE & THE ROLE OF T&DGETTING IT
RIGHTthe formulation and embedding of a clear vision and set of
values (the big idea)The provision of support and advice to line
managers on their role in implementing T&D policies and
practicesThe development of a positive psychological contract and
means of increasing the motivation and commitment of
employeesImplementation of high performance work practices,
particularly those concerned with job and work design, flexible
working, resourcing (recruitment and selection and talent
management), employee development (increasing skills and extending
the skills base), reward, and giving employees a voiceC LC, IF HR
NEEDS TO BE TAKEN SRSLY IT MUST BE GIVEN AWAY,,ITS THE LINE THAT
ENSURES THE SUCCESS OF HR.ANAGING RELATIONSHIP.,,,HOLISTIC
APPROACH6C Lc, If Hr Needs To Be Taken Seriously It Must Be Given
Away,,its The Line That Ensures The Success Of Hr. managing
Relationship.,,Holistic Approach
HR STRATEGY DEVELOPMENTStrategy in not that logical and linearIt
is emergent and flexibleEspecially the case in HRM strategies
Strategy is much more intuitive and often only visible after the
event, seen as emerging patterns of action. This is especially the
case when most of the strategy, as in HRM, is to do with internal
implementation and performance strategies, not exclusively to do
with external market ploys.Non Linear Plan Do Check Gratton
NON LINEAR PLAN DO CHECK GRATTON8HR STRATEGY DEVELOPMENTBecause
of its emergent nature following steps are advisedAssess
feasibility from an HR point of view, feasibility depends on
whether the numbers and types of key people required to make the
strategy succeed can be obtained on a timely basis and at a
reasonable cost, and whether the behavioral expectations assumed by
the strategy are realistic (e.g. retention rates and productivity
levels)Determine desirability examine the implications of strategy
in terms of valued HR policies (eg, a strategy of rapid
retrenchment would have to be called into question by a company
with a full employment policy)
KLP KNW UR CURRENT STATE,,,SNAPSHOT OF UR CURRENT
COMPETENCIES,,,DESIRABILTY MEANS LOOKIN BEYOND THE OBVIOUS,,AFRAID
PEOPLE ARE NOT GOOD LEARNERS9Klp Know Ur Current State,,,snapshot
Of Ur Current Competencies,,,desirabilty Means Lookin Beyond The
Obvious,,afraid People Are Not Good Learners
EXTERNAL FACTORSLOCATION
DEMOGRAPHY
POLITICAL & LEGISLATIVE ISSUES: a long term developmental
plan to change behavior & attitudes
EXTERNAL FACTORSSOCIAL FACTORSLegitimacyFemale work
forceContractual and part time workers
ECONOMIC FACTORS
COMPETITORS
EXTERNAL FACTORSTECHNOLOGYUncertainty new methods of working are
developedMulti skilling (ensuring that people have a range of
skills that enable them to work flexibly on a variety of tasks,
often within a team working environment New technology can
therefore present a considerable threat to employeesDeskilling
tele-working, supervisionFlexibilty no role predictability
continuity,,team work attitude
Flexibilty no role predictability continuity,,team work
attitude13INTERNAL FACTORSBUSINESS STRATEGY
CULTURECulture is critical for high commitmentCulture needs
reinforcement through communications, T&D and reward
systems
T& D as a tool for culture propagationSelecting a
methodologyGenerally , open cultures facilitate learning
INTERNAL FACTORSORGANIZATIONAL STRUCTURE
Design- Mechanistic to OrganicDecision Autonomy- centralization
to decentralization
INTERNAL FACTORSPRODUCT/SERVICE CHARACTERISTICS
INTERNAL LABOUR MARKETSTRATEGIC ALIGNMENTIF NOT DONE;Ad hoc
demands from senior managementDemands from line managersRequests
from individualsGood ideas seen else whereRepetition of previous
years actionsSTRATEGIC ALIGNMENTConflict of objectivesLost
opportunities on hindsightLoss of credibilitySTRATEGIC ALIGNMENTTHE
FOUR AREAS;SKILLS: emphasized skills, new skills & skills not
needed anymoreKNOWLEDGE: external environment /internal workings of
organizationATTITUDES: supervision style, beliefCULTURE: most
potent shift to achieve strategic goalsSTRATEGIC ALIGNMENTINPUT
INTO HR PLAN;
A snap shot of skills knowledge and abilitiesDirecting
recruitmentTwo way trafficThe Strategic Role of T&DWork today
is essentially a relationship- between the employer and
employee
Work remains a central interest in the lives of most people. If
they won the lottery, 39 per cent would quit work, but most of the
others would continue working. Asked to cite the three most
important things they look for in a job, 70 per cent of respondents
cited pay, 62 per cent wanted interesting and varied work and
only22 per cent were looking for job securityExpectations,
comparisons
Expectations, comparisons21CONTEXTUAL FACTORS IN
RELATIONSHIPUnitary and pluralist frames of referenceOrganizations
are assumed as harmonious and integrated entities May be argued for
some organizationsIt can be argued that this is a managerialist
assumptionOrganizations as coalitions of interest groupsDifferent
interests and values are legitimate and should be respected
CONTEXTUAL FACTORS IN RELATIONSHIP2. The lean organization
Downsizing , Delayering , Flexibility Employees work longer
hours, stress rises, career opportunities are reduced and morale
and motivation fallUnder the pressures to be competitive and to
achieve cost leadership, organizations are not only downsizing but
are also engaging people on short-term contracts and make no
pretence that they are there to provide careers. They want specific
contributions to achieving organizational goals now and, so far as
people are concerned, they may let the future take care of itself,
believing that they can purchase the talent required as and when
necessary. This may be short-sighted, but it is the way many
businesses now operateCONTEXTUAL FACTORS IN RELATIONSHIP2. The lean
organization Two important takeaways;The issue is not to launch
lean but to sustain itmany initiatives fail because they do not
take into account the people implicationsKLPscommunication and
participation in decision making (removal of uncertainty)shop-floor
empowerment and problem-solving practices (T&D, Supervisory
attitudes)emphasis on horizontal business processes rather than
vertical structures
CONTEXTUAL FACTORS IN RELATIONSHIP3. Mobile workersWorking at
home or on the moveManaging a distant relationship is not easy
Managers will have to find new ways to control these mobile
workers, possibly based on capturing workers hearts and minds to
create a culture of hard work even at a distance.
The reality of employment relationship today In general there is
far less security in employment today, and the old tradition of the
life-long career is no longer so much in evidence. Employers are
less likely to be committed to their employees. At the same time,
employees tend to be less committed to their employers and more
committed to their careers, which they may perceive are likely to
progress better if they change jobs rather than remain with their
present employer. They are concerned with their employability, and
are determined to extract as much value as possible from their
present employment to provide for their future elsewhere
The Strategic Role of T&DProvide scope for lateral career
development
Investment in T&D
In other words they should take steps to improve employability
of their employees
The Strategic Role of T&DThe training and expertise of
employees determines the skills available to the firm.
The adaptability of employees determines the strategic
flexibility of the firm.
The commitment and loyalty of employees determine the firms
ability to maintain competitive advantage.STRATEGIC ALIGNMENTSOME
QUESTIONS?Do you understand the strategic needs of the business?Do
you regularly talk to senior managers to understand business
needs?Are there training programs that are not worth the effort?How
does your training program align with strategic
objectives?STRATEGIC ALIGNMENTSOME QUESTIONS? Who receives majority
of trainings in your organization?Is the primary focus management
or operations or both?Are there groups of employees that are
significantly undertrained? Do you invest resources in training
your suppliers or business partners?STRATEGIC ALIGNMENTSOME
QUESTIONS?Given your strategic objectives, what are the key groups
that need to be trained?Are your methods appropriate?Do you
distinguish between important and urgent needs?What Is
Learning?
Is There A Universal Theory Of Learning?
What Is Learning To You?32BEHAVIORISMClassical Conditioning
Instrumental Conditioning- Law of Effect
Operant Conditioning
Understanding REINFORCEMENTBEHAVIORISMNeed to foster REPITATIVE
knowledge
Out comes are predictable, precise & measurable
Learning can be broken down in steps
Driving a car/ Operating a machineBEHAVIORISMTeam Work- lets
take you as an example
KLPs Socialization- unlearningTraining on teamwork
Incentivization Supervisory feedback-buy in, knowledge of
appropriate behaviors, applicationEffective feedback-we will get
back to itBEHAVIORISMWork place habits-John the machinist
KLPsOrganizational costsStress, irritants,
complaints---CULTUREInaccurate diagnosis look busy do nothing
USING FEEDBACK AS A REINFORCERBe SpecificBe ImmediateRemember
the IntangiblesSmall steps---Small SuccessesRemain
Unpredictable
B. F. Skinner Beyond Freedom and Dignity, 1973BEHAVIORAL
MANAGEMENTStep 1: Identification of critical performance
behaviors
Step 2: Measurement of Behavior
Step 3: A-B-C Analysis
Step 4: An intervention strategyKEY TAKEAWAYsNot leaving things
to chance
Ensure ability before giving consequences
Avoid wrong associations
Non performance- a reward????
Taking too long
KEY TAKEAWAYSImproving the situation
Trainer can suggest situational changes- both physical and
social
Avoid blame, Prevent future problemsCOGNITIVISM Edward Tolman-
Expectancy Theory
Perception and learning
Short Term Memory Long Term MemoryPerceptual Organization
The Human Mind Is HOLISTICKLPs ?The Law of Similarity
Trees in different shapes The Law of Proximity
Two men and the table. When you look at a you see (a man + a
man) + a table. When you look at b you see (a man + a table) + a
man. The Law of Continuity
The Law of Good form or Pragnanz
The critical importance of prior learning
KLPsMemory-some initial rules for effective trainingFrom sensory
memory to short term memory
ATTENTION and its KLPs
MOTIVATION and its KLPSSelf Efficacy- In a training ContextPrior
ExperiencesBehavioral ModelsOthers feedback
Organizational responsibilitiesTrainers responsibilitiesWhat is
CHUNKING??Meaning comes from OrganizingTime flies you cannot they
go by too swiftly
You do chunking
If you do it, apply it in your trainingShort Term Memory-some
toolsDual coding theoryRehearsal MnemonicsMemory devices SCHEMA
What is a SCHEMA??Elaborate network of abstract mental
structuresSchemata are always organized meaningfullySchema within
schemaSchema can change with new informationSchema can be
reorganized
How schema helps learning??Prior knowledge linkage
Categorizing, remembering, comprehending and problem solving
Sometimes schema interferes with new informationLong Term
memoryAssimilation vs. Accommodation
The case of Tom, Harry and their Dad
Meaningful LearningRote learning-memorization without
understandingMeaningful learning- relational manner, spread of
activation
HIERARCHICAL RETRIVAL SYSTEMSocial Learning TheoryAlbert
BanduraModeling/ Imitating--symbolic IMPORTANCE
AttentionRetentionReproducedReinforcement