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strategic training and devolpment

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mounika ramachandruni
mounika ramachandruni

This document discusses strategic training and development strategies. It defines strategic training and development as specific actions taken to effectively improve skills in areas like knowledge management, customer service, and retention. Common initiatives include diversification of knowledge, improving customer service, and improving retention and expertise. Metrics should be used to monitor and quantify performance in learning, application, and quality as aligned with each initiative, actions, and timeframes. The strategic training process involves identifying needs, evaluating initiatives and alternatives, creating actions and KPIs, implementing, monitoring, and re-evaluating, just within the context of training and development needs.

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Training and development strategies PREPARED BY RVC MOUNIKA V GANGA BHAVANI
A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. The term is derived from the Greek word for general ship or leading an army strat巽gos; stratus (meaning army) and ago (meaning leading/moving)
The true strategic HR Management was born when companies introduced programs "to win hearts and minds" of employee. Mr. Storey in 2001 defined SHRM as: "A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques."
strategic training and devolpment
In order to maintain a competitive edge in the marketplace, your company must invest in the training and development of your employees. Strategic T&D implies specific actions that will use to effectively and efficiently do something better. T&D initiatives will vary organization to organization.
However, common initiatives (here referred as identification ) include diversification in knowledge management, improving customer service, and improving retention and expertise. The criteria within each of the identified initiatives will vary based on the scope and specialty of the firm. For example, engineering firms will have different T&A activities in those areas, compared to law firms.
strategic training and devolpment
Strategic actions to carry out the specific initiative desired outcomes. The activities may include actions that tie into the planning, implementation, distribution, and monitoring of training. These T&D activities are customized to fit the specific initiative. For example, if one initiative is the development of a knowledge management system, the actions needed to support that initiative include main and sub-elements within the planning, implementation, and monitoring phases.
strategic training and devolpment
Metrics can monitor and quantify performance in learning, application, and quality. The metrics should align with each specific initiative, actions, and timeframes. For example, with the knowledge management initiative, tracking metrics related to the specific actions of the initiative will aid management in reviewing the performance and identify the influence the activities have on reaching the desired outcome.
Reactive Approach The traditional approaches to training can be generally termed as reactionary, driven by tactical delivery of technical skills in bricks and mortar, classrooms trainings and where training is seen as an event oriented activity. Proactive Approach In the learning organization this approach aligns all learning activities with the corporate business strategy, and its focus is on developing competencies. Active Learning Approach In this approach, trainees play a leading role in learning by exploring issues and situational problems under the guidance of their facilitator.
granulate the specific talent, department, or organizational needs. The process helps logistically see the critical success categories, and actions are customized based on the specific needs.
In essence, the strategic training and development process is similar to the strategic planning process in general. Identification of needs, evaluation alternatives and initiatives, creation of actions and key performance indicators, assigning to the right audience, implementing, monitoring, and re- evaluation. The scope, however, is just within the context of training and development needs.
strategic training and devolpment

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strategic training and devolpment

  • 1. Training and development strategies PREPARED BY RVC MOUNIKA V GANGA BHAVANI
  • 2. A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. The term is derived from the Greek word for general ship or leading an army strat巽gos; stratus (meaning army) and ago (meaning leading/moving)
  • 3. The true strategic HR Management was born when companies introduced programs "to win hearts and minds" of employee. Mr. Storey in 2001 defined SHRM as: "A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques."
  • 5. In order to maintain a competitive edge in the marketplace, your company must invest in the training and development of your employees. Strategic T&D implies specific actions that will use to effectively and efficiently do something better. T&D initiatives will vary organization to organization.
  • 6. However, common initiatives (here referred as identification ) include diversification in knowledge management, improving customer service, and improving retention and expertise. The criteria within each of the identified initiatives will vary based on the scope and specialty of the firm. For example, engineering firms will have different T&A activities in those areas, compared to law firms.
  • 8. Strategic actions to carry out the specific initiative desired outcomes. The activities may include actions that tie into the planning, implementation, distribution, and monitoring of training. These T&D activities are customized to fit the specific initiative. For example, if one initiative is the development of a knowledge management system, the actions needed to support that initiative include main and sub-elements within the planning, implementation, and monitoring phases.
  • 10. Metrics can monitor and quantify performance in learning, application, and quality. The metrics should align with each specific initiative, actions, and timeframes. For example, with the knowledge management initiative, tracking metrics related to the specific actions of the initiative will aid management in reviewing the performance and identify the influence the activities have on reaching the desired outcome.
  • 11. Reactive Approach The traditional approaches to training can be generally termed as reactionary, driven by tactical delivery of technical skills in bricks and mortar, classrooms trainings and where training is seen as an event oriented activity. Proactive Approach In the learning organization this approach aligns all learning activities with the corporate business strategy, and its focus is on developing competencies. Active Learning Approach In this approach, trainees play a leading role in learning by exploring issues and situational problems under the guidance of their facilitator.
  • 12. granulate the specific talent, department, or organizational needs. The process helps logistically see the critical success categories, and actions are customized based on the specific needs.
  • 13. In essence, the strategic training and development process is similar to the strategic planning process in general. Identification of needs, evaluation alternatives and initiatives, creation of actions and key performance indicators, assigning to the right audience, implementing, monitoring, and re- evaluation. The scope, however, is just within the context of training and development needs.