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Training & Development

Term 4
Strategic Planning, Training
and OD

Crafting Strategy
Many approaches
Alignment between external and internal
environment (SWOT)
Positioning, best fit
Different strategies impact the HRD differently in
focus, structure and processes
Anticipate changes in KSAs to meet strategic
objectives
Strategy, Training and OD management of
change change preparedness

Linkage between Strategy, Tactics, and


Objectives

Competitive
Strategy
Mission
Opportunities
Threats
Strengths
Weaknesses

Tactical Activities
Unit
Objectives

Unit
Strategies
and Tactics

Employee
Objective

Implementation, Evaluation, and Feedback

Mission, Strategy, Technology,


Structure Relationship

Internal Strategy Technology, Structure


External Environment Uncertainty stability,
complexity

Factors Influencing Environmental


Stability
Complexity
High

S
T
A
B
I
L
I
T
Y

Low

High

Moderate
Uncertainty

Low
Uncertainty

Low

High
Uncertainty

Moderate
Uncertainty

Strategy Development
of Different Levels
External Environment
Labor
Market

Legal
Environment

COMPETITIVE
STRATEGY

Core Technology

Employee KSAs
Labor Relations
Corporate Culture

HUMAN RESOURCE STRATEGY

HRD Strategy

Economic
Conditions

Organizations internal
Environment

Competition

Conditions Increasing The Importance


of HR Issues
Condition

Demands on HR

High rate of change


in market demand

Product development competence

High level of
uncertainty in
market demand

Ability to forecast accurately and be


flexible

Rising costs
combined with
pressures on
margins

Broad range of KSAs business


orientation cross functional
competencies

More complex
organisations
(differentiated,
integrated)

Ability to collaborate, seek


information from diverse sources,
analyse and synthesize

Strategy & OD
Reactive & Proactive
Organisation Change an inherent part of
implementing strategy
Organisation Development research base and
set of techniques Management of change
Strategic Planning itself is an OD process
Planned vs Unplanned change
OD rooted in OB open systems, planned
change process
Aimed at organisation and employee
effectiveness

Theory
Applicatio
n

Micro
OB
HRM

Macro
OT
OD

Desired Future
State
OE
Organizational Change
Human Resources
Functional
Technological
Organizational

Current
State

Interdepende
nce

Create Value
for
Stakeholders
Optimize use of
resources and
abilities

OD Techniques
Resistance to Change:
Education and communication
Participation and Empowerment
Facilitation
Bargaining and Negotiation
Coercion
Promoting Change:
Counselling, Sensitivity Training, Process
Consultation
Team Building and Intergroup Training
Organisation Mirroring

Differences Between OD Practitioners


and Trainers
Issue
Role
Client
Response to problems
with organizational
politics, structure, etc.
Organizational
perception

OD Practitioner

Trainer

Strategic

Tactical

Top management

Middle to lower level


management

Challenge and confront

Work around or
within the system

Overly analytical

Gets things done