Strategic Planning,

Training, & OD
 Strategic Planning
• The development of long-term
objectives and plans to pursue an
organisation’s mission – how to get
there

• The strategic plan provides direction to

all units of the organisation.
Linkage between Strategy, Tactics, and
Objectives

Competitive Tactical Activities

Strategy
• Mission
• Opportunities Unit Unit
Employee
• Threats Objectives Strategies
Objective
• Strengths and Tactics
• Weaknesses

Implementation, Evaluation, and Feedback

Factors Influencing Environmental
Uncertainty

Complexity
High Low
S
T High Moderate Low
A Uncertainty Uncertainty
B
I
L High Moderate
I Low Uncertainty Uncertainty
T
Y
Mission, Strategy, Technology, Structure
Relationship

ENVIRONMENT

EXTERNAL INTERNAL
STRATEGY STRATEGY

TECHNOLOGY STRUCTURE
MISSION
 Strategy Development
at Different Levels

External
Environment
Labor Legal
Market Environment

COMPETITIVE
STRATEGY

Employee KSAs
Core Technology Labor Relations
Corporate Culture

HUMAN RESOURCE STRATEGY

HRD Strategy
Economic Organization’s internal
Conditions Competition
Environment
Role of HR in Strategy Development

• Ensure employees have necessary

competencies to meet strategic
demands
• Identify & assist in removal of barriers
to desired performance
• Provide assessment of employee S/W
which impact cost-benefit of particular
strategy
 Factors affecting Training Strategy

• External Factors • Internal Factors

– Economic – Organisational
conditions strategy

– Laws and – HR strategy

regulations
– Organisational
– Training providers culture

– Training technology
 The Training Environment
• Training strategy determined largely by
uncertainty faced by HRD

• In predictable environment, centralised

and formal controls of training function
useful
– Eg corporate training department
 Pros and Cons…..
• Centralisation • Decentralisation
– Common content – Relevance to
and method specific area

– Economies of – More commitment

scale
– Training occurs
– Higher trainer where needed
competencies most
 Strategic Training Alternatives
• Primary Provider
– In-house
– Mostly large companies
– ‘Train-the trainer’ cuts costs
• Manager/intermediary
– Outsourcing entire activity
(TNA onwards), supervised
by manager
– Works well with small firms
• Mixed Strategy
Steps in a Generic Planned Change
Model – Part 1 of 2
1.  Establish a compelling need for change.

2.  Develop,in collaboration with the concerned

parties, the goals to be achieved.
3.  Determined what is causing the need for
change.
4. Identify
and evaluate alternative approaches for
addressing the need for change.
5.  Select an approach for addressing the need for
change.
6.  Implement the approach.
Steps in a Generic Planned Change
Model – Part 2 of 2

7.  Evaluate the results.

8.  Feed back the results to the organization.

• If results are favorable, go to step 9.
• If results are unfavorable, go back to step 4.

9.  Internalize
the change. The changes made
become routine and the normal ways the
organization conducts its business.
 Differences Between OD Practitioners and
Trainers

Issue OD Practitioner Trainer

Role Strategic Tactical

Client Top management Middle to lower level

management
Response to problems with
organizational politics, Challenge and confront Work around or
structure, etc. within the system

Organizational perception Overly analytical Gets things done

 Force-field Analysis Model
Driving Forces

Current
Situation

Restraining Forces

1. Identify the current state of the situation.

2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage
change.
5. Assess the strength of the forces.
6. Develop strategies to:
increase the forces for change
reduce the forces restraining change
 Small Business Owners Reasons
for Not Planning Strategically
Not enough time

Unfamiliarity Too busy with day-to-day operations and

Lack of skills
concerns about tomorrow are the excuses
Lack of trust
for not planning for next year.
Lack of awareness of strategic planning or
failure to see its value. See it as limiting
flexibility.
Do not have the skills or time to learn
them. Do not wish to spend money to bring
in consultants.

Want to keep key information confidential.

Do not wish to share this information with
other employees or outsiders
Strategic Questions for Small Business
1. Why are we in business?

2.  What are the key things we are trying to achieve?

3.  Who is our competition and how can we beat them?

4.  What sort of ground rules should we be following to get the job
done right?
5.  How should we organize ourselves to reach our goals and beat
the competition?

6.  How much detail do we need to provide so everyone knows

what to do? How do we make sure everyone gets the
information?

7.  What are the few key things that will determine if we make it?
How do we address and keep track of them?
 Group Activity
• 1. Examine the Mission of MNIT, and form
one for the Department. Conduct an
environmental analysis of HRD at MNIT. (Do a
SWOT with reference to the HRD
environment)
• 2. Examine the Mission of MNIT, and form
one for the Department. Do a SWOT analysis
using interviews or by your own expertise.
What major changes are indicated ? How will
they affect the working of the Department ?
What training might be needed to meet these
changes ?