Training & Development

Training As a Subsystem Within Organizational System

Trainings Organizational Environment

Mission Strategy
Finances

Structure

Policies Procedures

Resources People Products

Technology

Training
Subsystem
Input

Process

Output

Organizational
Needs
Employee
Needs
Budget
Equipment
Staf

Analysis
Design
Development
Implementation
Evaluation

Knowledge
Skills
Attitudes
Motivation
Job
Performance

Training Processes Model

Trainings Organizational Environment

Mission Strategy
Finances

Structure

Policies Procedures

Resources People Products

Training
Subsystem
Process

Analysis
Design
Development
Implementation
Evaluation

Technology

Training Processes Model

Against
Performance
Needs Analysis
Deficiencies or
Phase
Development
Input
Process Output
Goals
Through TNA
&Organizational &
Operational
Design Phase
Input
Process Output
Analysis
Formulation of
instructional
strategy
including order,
timing & other
formalities

Development
Phase
Input

Process Output

Implementation
Phase

Dry Run

Input

Process
Evaluation
Outcome
Evaluation

Process Output

Evaluation Phase
Input

Process Output

Strategic Planning, Training

and OD

Linkages Among Strategy, Tactics & Objectives

Competitive
Strategy

Mission
Opportunities
Threats
Strengths
Weaknesses

Tactical Activities

Unit
Objective
s

Unit
Strategie
s&
Tactics

Implementation, Evaluation, and Feedback

Employee
Objective
s

Competitive
Strategy
Mission
Opportuniti
es
Threats
Strengths
Weaknesses

Tactical Activities

Unit
Objectiv
es

Unit
Strategi
es &
Tactics

Employe
e
Objectiv
es

Implementation, Evaluation, and Feedback

At Organizational level:
Contribution in development of competitive strategy.
At HR Department Level: Contribution in development of HR strategy to support
competitive
strategy.
HRD itself:
Contribution in development and implementation of its own
strategy.

HRD
Strategy

HR
Strategy

Competit
ive
Strategy

HRD
Strategy

HR
Strategy

Competit
ive
Strategy

3
HRD
Strategy

2
HR
Strategy

1
Competit
ive
Strategy

HRD
Strategy

HR
Strategy

Competit
ive
Strategy

Competit
ive
Strategy

Change
Change
Change
Change
Change

in
in
in
in
in

Mission
Vision
external environment
Internal Environment
Technology

Strategic Contingencies

Environment

External
Strategy

Mission

Internal
Strategy

Technology

Structure

Environment

Complexity
(Refers to the # of factors in the environment)

Environmental Stability
(Rate at which key factors in the
environment change)

Hig
h

Lo
w

Hig
h

Moderate
Uncertainty

Low
Uncertainty

Lo
w

High
Uncertainty

Moderate
Uncertainty

Technology

Technology or Core Technology

Routine Technology
RT is applied to tasks whose
outcomes:
a. Are highly predictable
b. Demonstrate few problems
c. Use well structured & well
defined solutions when
problems do occur
Example:
-------------------------------------

Nonroutine Technology
NT is applied to tasks whose
outcomes
a. Are not highly predictable
b. Can demonstrate few to many
problems
c. Can not use well defined
solutions when problems occur

Structural
Implications of Strategy

Structural Implications of Strategy

Design
Mechanistic Design:
Reflects an organization with
highly defined tasks, rigid &
detailed procedures, high
reliance on authority, and
vertical communication
channel.

Organic Design:
Reflects an organization that
is flexible in its rules &
procedures, has loosely
defined tasks, is highly reliant
on expertise, and places a
high reliance on horizontal
communication channels.

Decision Autonomy

The amount of authority

given to employees in
deciding how to complete
a task and degree to
which they are able to
influence goals &
strategies for their work
area.

Division of Labor
The way in which work
force is divided and
organized.
Line - who work on Core
Technology
Staff Everyone else

Matching Internal To External Strategy

External
Strategy

Internal
Strategy

HR & HRD Influence on Competitive/External Strategy

Manpower Planning
Job Analysis
Internal Recruitment
External Recruitment
Selection
Orientation
Training
Development
Management Development
Performance Management
Career Development

Compensation Management
Benefits Planning
Reward System
Safety & Health
Industrial Relation
Terminal Benefits Management

Cultural Interventions
Change Management
Organization Development
Satisfaction, Motivation,
Engagement Surveys etc. etc.

Relationship between Competitive and HR Strategy

External Environment

Competitive Strategy

Production/Service
Technology
Labor
Market

Corporate
Culture

HR
Strategy

Economic
Conditions

Labor
Relations
Climate

Employee
KSAs

Learning Organization

WHAT IS A LEARNING
ORGANIZATION?

A learning organization is a
group of people working
together to collectively enhance
their capacities to create results
they really care about.

THE WHEEL OF LEARNING

Mastering the Rhythm of a Learning Organization

REFLECTING
CONNECTING
Individual
DECIDING
More
DOING concret
Doin
e

Reflecting
(thinking and
feeling)

Deciding
More
abstra
ct

More
action

Connectin
g

More
reflection

Five Requirements of a
Learning Organization

SHARED VISION
TEAM LEARNING
SYSTEMS THINKING
ORGANIZATIONAL
LEARNING
PERSONAL MASTERY

Functional structure required for

LO

Environmental Factors Afecting the Selection of

Training Strategy

Law an
Regulations

Training Providers

Business
Strategie
s

HR
Strategie
s

Resources
Allocated

Training
Needs

Organizatio
nal Culture

HRD Function

Training
Technology

Economic
Conditions

The Training Environment and

Amount of Centralization

CM,OD, Strategy & Training

Learning, Motivation and

Performance

Factors Determining Human

Performance ?

Factors Determining Human Performance ?

Performance
(P)
Motivation
(M)

Knowledge, Skills &

Abilities (KSA)

P = M * KSA * E

Environment
(E)

Needs Analysis

Needs Analysis
Input

Proces
s

Outpu
t

Organizational
Analysis

Triggers
Actual Organizational
performance = (AOP)
Expected
Organizational
Performance = (EOP)

AOP < EOP

Objectives
Resources
Environment

Operational
Analysis

Expected Performance
(EP)

Person Analysis

Actual Performance (AP)

Identify
Performance
Discrepancy (PD)
PD = (ED AP) +
Casual PD

Training
Needs

Nontraining
Needs

Model of process when discrepancy is identified

Performance Discrepancy
Yes
Is it worth fixing ?
Yes
KSA
Deficiency

Reward/Punish
ment
Incongruence

Inadequate
Feedback

Obstacles in
the System

Yes

Yes

Yes

Yes

Choose
Appropriate
Remedy

Change
Contingencies

Provide Proper
Feedback

Remove
Obstacles

Job Aid
Training
Practice
Change the job
Transfer or
Terminate

Needs Analysis

Needs Analysis