L&D STRATEGY
Why Strategic Training and Development is Essential for Long-Term Business Success
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Training programs come in many forms, depending on the organisation. What all should have in common is a strategic focus. That is, company goals the program will impact.
Strategic training and development ties individual learning needs to business results. Not only does this give employees a better sense of purpose, it ensures that job roles and every day work are truly driving business success.
Let’s walk through the steps in the process as well as examples of strategic training and development that you can easily implement today.
What is strategic training and development?
Strategic training and development is the process of designing specific employee training programs that directly align with business needs. Training with a strategic focus develops the capabilities and tools that employees need to successfully carry out their jobs. In turn, the capabilities gained give organisations a competitive edge.
What is the strategic training process?
The difference between regular employee development and training with strategic goals comes down to a few characteristics.
- All development activities are based on the strategic objectives of the organisation.
- The learning framework is general enough to be applied to any business function’s needs, but specific enough that it can address niche training requirements.
- Continual reporting, analysis and iteration is a core part of the process for L&D professionals.
- Management are key champions.
- Training activities are tailored to personal needs to ensure learning sticks.
The above must exist and be routinely utilised in a strategic training process, particularly one that supports human resource management. At the centre is a performance outcome or behavioural change. Thus, the main differentiator is that strategic training and development programs look long-term.
What are the steps in a strategic training and development process?
This process is always rooted in business-level outcomes. While you’re looking for performance outcomes at the individual level, these outcomes need to have business impacts. It’s also a cyclical process where each step informs the next.
Define strategic initiatives
If we’re thinking long-term for current activities, we need to start at the top: Business strategy. What is the ultimate business value that any given training program will provide?
If you don’t know what you’re trying to achieve, you can’t effectively identify or track results. And even if you do experience a positive result, you probably won’t be able to accurately retrace your steps to replicate it. This is why we want to have quantifiable training initiatives.
Look at your business drivers. This is usually where organisations pull from strategic planning tools like a capability framework , because these are what make a business effective. If you don’t have one, there are two ways frameworks derive business drivers.
- Public sector capability frameworks look at key high-level behaviours and attributes.
- Private enterprise frameworks often develop capabilities from business units and technical and leadership skills.
Content creation, customer management and predictive analytics are capabilities derived from business functions. Soft skills like leadership, collaboration and decision making are also developable capabilities that impact the bottom line. To make these initiatives, we just have to think about the link to job performance.
Find your gaps
Whatever the initiative, you want key performance indicators (KPIs). KPIs are what make strategic training an iterative, cyclical process and, well, strategic, as they give you a measure of change.
Start by prioritising capabilities based on the impact they will have on desired business goals and the availability of said capability within your organisation. This comes down to performance.
Observation, performance reviews and even time tracking can give insight into how effectively employees apply capabilities. We note this isn’t breathing down people’s necks or questioning why they spent so long on something. It’s an objective analysis of the way work gets done.
Say you realise Project Management is the lynchpin capability for an upcoming project, because there’ll be multiple players from different teams collaborating. But it’s sorely lacking in a young, junior-level workforce. There’s the training opportunity and priority, all in one. It also means there are ample practice opportunities, too. To define KPIs, think about what the end goal of performance is and the progress towards it . Consider quantifiable training metrics (efficiency, quality, time) as well your reporting periods—KPIs need to be achievable.
Personalise activities
Training can be a change strategy, but only if it reflects how people work . Consider the day in the life of employees. What are they good at and why? Does a Technical Support Officer excel when talking with customers because they are empathetic or because they understand the technology well enough to explain it? What are the blockages (new skills, processes or technology ) in their workflow? How do they structure their days?
Any program should be practical to an employee’s day-to-day, while the mode of training should complement it. As much as we’re thinking long-term, training needs to be accessible, timely and relevant in the interim for employees to engage with it.
This is where managers are key. They should be openly discussing career progression and preferences with their employees (because managers directly impact the way training is viewed in the workplace culture), even co-designing the process.
Consider modes of training like:
- On the job training , such as mentoring, coaching and job shadowing. These are beneficial for behavioural capabilities like people leadership, because true development translates theory into actions.
- External learnings through third party providers.
- Long-term study, such as a graduate certificate.
- Short-burst training e.g. video-based micro-courses.
- Online training as accessed through a learning management system .
You could take a holistic and experiential approach through a blended learning experience that combines any of the above. Let employees choose topics of training that interest them, too. These can be drawn from your pool of capabilities or business drivers, even if not necessary for one’s job. An IT professional looking at the psychology of product design, for example.
Analyse impact
This is the step that makes the process cyclical. It’s also where you show the ROI of training , ensuring that organisational value is easy to convey because:
- You’re not making assumptions
- Training is truly impactful on employee day-to-day
- Learning outcomes are solving business pain points.
If this all sounds familiar, it’s because we’re borrowing from the Kirkpatrick training evaluation model . The focus is always on tangible outcomes that occurred—and only occurred—because of training.
In this case, you can use learning-based metrics like:
- Content completions
- Progression rates
- Performance reviews
To better understand organisational results such as:
- Customer satisfaction/complaints
- Employee satisfaction/engagement
- Project/process iterations.
Whatever insights you gain here you funnel back into the process. Say increased customer satisfaction was an intended outcome. Satisfaction scores haven’t increased in the three months since support staff were meant to undertake an emotional intelligence. Look to the content completions and progression rates. If they’re low, you may need to revisit program design to boost engagement .
Examples of strategic training and development programs
Before you dive into fleshing out a program, keep in mind that some training may not be strategic even if important to your business . That’s training like:
- Compliance, which is crucial for obvious reasons.
- Onboarding. It sets the tone for new hires, but the knowledge shared is usually only beneficial for getting the lay of the land in their first few months.
- Product. This keeps your engine running as knowledge critical for certain job roles.
The key difference between these types of training and training with strategic impact is that they are niche topics for a certain moment in time. Strategic training looks long-term, often encompassing short-term initiatives.
Initiative: Leadership development
Leaders are the core of workplace culture, which means any displays of agility, resilience and strategy filter down to employees. Equally, any negative attributes (poor delegation, opaque decision making, lacking business knowledge) will be obvious to those leaders are meant to influence.
Obviously, leaders aren’t just born or developed overnight. Having a talent pipeline to promote from takes time to develop, but it should be started as early as possible since leaders are the make-or-break role in your organisation. It’s easier to develop the leaders you want and need.
Program: Mentoring
Leadership is something that is better learned than studied. Ergo, opt for a largely face-to-face approach that’s reinforced by online modules on topics like conflict resolution. Many great leaders will say experience is what sets them apart from junior roles, because experience provides context. Mentoring benefits both mentee and mentor, since it builds new knowledge in one and develops and reinforces skills in the other.
To establish a mentoring program , start by identifying the people best for mentoring and being mentored. Bring it back to capabilities and authority. Who in your organisation is highly proficient? Who do employees routinely turn to with questions? Get managers to spotlight employees who either want to undertake mentoring or would benefit. The key thing to get right is matching mentee and mentor by capabilities, personality (hint: too similar can make for echo chambers) and experience.
Initiative: Social learning
Don’t knock it. Even at our most introverted, we are generally a social workforce. Think of the mission-critical knowledge that is shared in non-trackable ways: Between peers throughout the day, within meetings, on the coffee run.
Your competitive advantage is being shared here, without you even knowing or encouraging it. (Think about cross-cutting decisions .) And knowledge sharing depends on your culture. Poor culture means knowledge is more likely to be siloed. So, encourage social sharing .
Program: Lunch & learns
Informal but impactful. That’s how we’d sum up the lunch and learn. Not all training needs to be extremely formal—social learning is an easy way of quickly improving employee knowledge.
Lunch and learns bring the benefits of:
- Efficiency. Training may be a luxury in smaller teams. Inviting guests or having team members “preach” to their peers during the working day can be cost and time effective.
- Cross-training. The communications team talking about marketing strategy can be insightful for the customer team, who they may not interact with otherwise.
- Being geo-agnostic. A remote workforce means scattered information and a lack of tacit knowledge , but the convenience of video calls makes lunch and learns accessible to all.
It also means you can relay new or updated information faster. The product team may give a presentation on an upcoming launch, and with that comes the specialist expertise they have of the product. Other employees can ask questions as they need and get answers immediately, removing the potential for miscommunication later.
Initiative: Capability building
There’s not a lot to say here that hasn’t already been said. Capabilities—technical or soft, core or complementary—need to be continuously developed in your existing workforce as they determine your long-term success. Sometimes, you can’t hire for emerging skills. That’s where the stretch assignment comes in.
Program: Stretch assignments
Keeping high performers engaged is tricky. They learn and evolve quickly, so a challenge isn’t a challenge for long. Stretch assignments are often labelled soft promotions as they add dimension and responsibility to an employee’s job, while helping solve a business problem. While not entirely exclusive, it’s also something you can trial on a small group of employees—namely those who are starting to outpace their current role.
They’re truly impactful and easily implemented because they get employees on the ground. Training is practical, immediately or directly impacts the business and is reinforced by social sharing, making it low cost. Many assignments can give employees a chance to try out leadership, too.
Examples of stretch assignments include:
- Serving on a special task force
- Leading a new project or implementation
- Relaunching or optimising an internal initiative (such as lunch and learns)
- Mentoring an entry-level or junior employee
- Representing the organisation to clients or at events.
Key takeaways
Training and development should never be done for the sake of it. Aligning training with business strategy means employees are developing capabilities critical to business sustainability, growing their skillsets while driving competitive advantage. Offering practical training and development means you can boost job performance and company performance in one—as long as you’re continually assessing your methods to keep up with today’s business environment, that is.
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Strategic Planning, Development & Implementation
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Module 1 - an introduction to strategic leadership principles, description:.
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- Identifying your core strategy implementation plan
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Strategic Planning, Development and Implementation Training
Bmc training provides a training course in strategic planning, development and implementation in management and leadership.
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This course will focus on the strategic thinking and leadership behaviors that a high-performance organization needs for a successful long term future. This course will usher delegates in more strategic visionary leadership that focuses to deliver real value to their constituents and customers. This will enable organizations to strive to improve every aspect of the business, as delegates will understand the process of creating value and the execution to bring that value into reality.
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Most Chief Learning Officers are overwhelmed with incessant demands for services. Some demands are anticipated, many not. As a result, CLOs have little, if any, time conducting short-term planning, much less strategic planning.
In some cases, such as an acquisition of another business or the integration and merger of two or more internal training efforts, strategic planning becomes an absolute necessity.
When done, strategic planning is invaluable in effectively managing the training function . The larger the training function, the more valuable the strategic training plan .
Benefits of a strategic training plan
- Prioritize short versus long-term training needs.
- Continually reassess planned training projects with new training needs that arise.
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Training and Development Strategic Plan: Safety Through Knowledge (NUREG/BR-0332)
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- NUREG/BR-0332 (PDF - 1.32 MB)
Date Published: February 2007
Office of Human Resources U. S. Nuclear Regulatory Commission Washington, DC 20555-0001
The purpose of the U.S. Nuclear Regulatory Commission (NRC) Training and Development Strategic Plan is to implement an agencywide strategic and businesslike approach to training and development activities. A strategic approach allows NRC to better establish priorities and leverage investments in training and development to achieve agency results. Appropriate investments in recruitment, training, development, and knowledge management will reward the NRC with a highly skilled and diverse workforce prepared to address the challenges ahead.
The agency developed the goals and strategies in this plan within a framework of strategic alignment and accountability that links to the fiscal year (FY) 2004–FY 2009 NRC Strategic Plan, the NRC Strategic Human Capital and Workforce Restructuring Plan, the NRC’s Comprehensive Diversity Management Plan, the President’s Management Agenda Leadership and Knowledge Management Standards for Success, the NRC’s Strategic Workforce Planning process, and the NRC’s Planning, Budgeting, and Performance Management (PBPM) process.
Employees and supervisors share the responsibility to ensure that staff members have the knowledge, skills, and competencies to effectively perform their job functions. Offices and regions support this effort by defining knowledge, skills, and competencies for job functions, identifying training needs, establishing and maintaining qualification programs, and ensuring that staff members are adequately trained and qualified to perform their assigned duties. The NRC’s Strategic Plan outlines a dynamic program of training, development, knowledge transfer, and formal leadership development programs as the means for achieving the human capital strategies employed to meet the Management Goal.
The Human Resources Training and Development (HRTD) organization designs, develops, implements, and evaluates agencywide training, development, and knowledge management programs, policies, and procedures and manages the Technical Training Center, Professional Development Center, and associated capital assets. Training and development programs support the NRC’s Strategic Plan goals of Safety, Security, Openness, Effectiveness, and Management Excellence, by providing the knowledge and skills that the staff needs to make safety and security decisions openly and effectively.
In support of the NRC’s mission and goals, HRTD has the following mission:
To provide effective learning programs, resources, and services to enable the NRC to acquire and maintain the competencies needed to accomplish the agency’s mission.
In executing this mission, HRTD has the following vision:
To be a strategic leader, partner, and catalyst for the NRC to engage in continuous learning and professional development to achieve individual and organizational excellence.
In support of the agency’s safety mission, HRTD will work closely with the NRC offices and regions to ensure that the training goals and strategies outlined in this plan are incorporated into organizational decisionmaking and aligned with organizational goals and culture to achieve the Management Goal strategic outcomes. The agency’s employees are its most valuable asset and are the primary stakeholders in the training and development opportunities that the agency provides for them. The NRC wants to provide employees with the training and development needed to succeed in their current positions and to prepare them for future agency needs. Acquiring, developing, and sustaining the agency’s highly skilled and diverse workforce will be an ongoing challenge in the face of continued employee retirements and the increasing number of new staff hired to support new agency work.
The NRC will work to maintain a diverse, high-performing workforce with the skills needed to achieve the agency’s mission by focusing on the following Training and Development goals. The Office of Human Resources (HR) Operating Plan and office operating plans, as appropriate, will include specific activities to achieve these goals and continue to employ HR, office-level, and agencywide metrics to measure results.
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The Strategic Training and Development Process
November 14, 2022 by Katie Carpen, PhD, Thought Leader
What Is Strategic Training and Development?
What does the strategic training and development process entail, what are the benefits of strategic training and development, final thoughts.
As the owner of a small or medium-sized business, you've heard it all when it comes to developing business strategy. But are you aware of how to incorporate training and development needs into that process? This article aims to introduce the strategic training and development process and provide information to serve you when incorporating such practices within your firm.
If you already have a training and development program, you may wonder what is different about the strategic approach to providing skills to the workforce.
The key difference is that most training programs focus on meeting the individual's training needs, whether it's to improve job performance or personal development. In contrast, strategic training and development (T&D) focuses on meeting the organization's needs and strategic goals.
In other words, the company provides skills training to managers and employees to achieve its mission and goals, improve its overall performance, and gain a competitive edge.
The strategic training and development process is similar to that of strategic planning in general. It involves the following:
- Identifying needs
- Evaluating alternatives and initiatives
- Creating actions and key performance indicators
- Assigning to the right audience
- Implementing the plan
- Monitoring progress
- Reevaluating accordingly
The scope, however, is just within the context of training and development needs.
It is helpful to identify the specific talent, department, or organizational needs in granular detail. This process helps you to see the critical categories needed to achieve logistical success. You can then customize the actions based on specific needs.
- Use Business Strategy to Identify Objectives
Since strategic training and development directly contributes to achieving the company's long-term goals, the instruction program should align with the objectives of the company's business strategy.
The aim is to create a strategic training and development program with learning activities to help managers and employees successfully implement the business strategy. That means designing initiatives that align with your mission and values while at the same time supporting the actions needed to achieve organizational goals.
- Identify Strategic Training and Development Initiatives
Strategic simply implies the specific actions you will use to do something more effectively and efficiently. Therefore, initiatives will vary from organization to organization.
However, common initiatives include the following:
- Diversification of knowledge management
- improvement of customer service
- Improvement of retention and expertise
The criteria within each identified training initiative 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.
- Determine Strategic Training and Development Actions
The next step is determining the strategic actions needed to carry out the specific initiatives that will achieve the leadership's desired outcomes.
The activities may include actions that tie into the planning, implementation, distribution, and monitoring of training. The activities are customized to fit the specific initiative.
For example, if one initiative is to develop a knowledge management system, the actions needed to support it include primary and sub-elements within the planning, implementation, and monitoring phases.
While T&D focuses on the strategic direction of the business, it also needs to meet the specific training requirements of each individual, depending on skill level and responsibilities.
Managers need to review performance and discuss career opportunities with employees to tailor the training to their individual needs. It is an opportunity to identify potential leaders within the company.
Training methods could include:
- Internal training, such as coaching and job shadowing
- Online and classroom training with a consultancy
- Certificated vocational programs at an educational institution
- Seminars and forums at trade conferences
It's also worth considering whether to use a formal training and development model . There are several models to choose from, each with its advantages and disadvantages. Some examples are as follows:
- Centralized Training Model
- Functional Model
- Matrix Model
- University Model
- Business-Embedded Model
- Monitor Metrics
Key performance indicators allow management to review each initiative's and action's effectiveness (or lack thereof).
Beyond financial performance, metrics effectively monitor and quantify performance in learning, application, and quality.
When choosing metrics, it's critical they align with each specific initiative, action, and timeframe .
For example, with the knowledge management example, tracking metrics related to the specific actions will help management review performance. It will also assist in identifying how much each activity will contribute toward reaching the desired outcome.
Metrics allow management to identify interventions that should occur to adjust performance and inform them whether the actions are on track.
There are numerous ways that data helps improve decisions related to specific initiatives. The key is to…
- Create the right kind of data
- Know how to track the metrics
- Start tracking it
- Know how to review the data
- Do something with the analyzed data
While most performance-related training helps improve morale and efficiency, the benefits can be more profound after implementing strategic training and development because it's geared toward ensuring the company's long-term success.
Here are just some examples…
- Achieve Long-Term Growth
Having management and employees aligned in understanding the organization's business objectives, position, and challenges within the market will help improve the organization's competitiveness.
Management will have a better understanding and motivation for achieving performance targets or implementing new policies. In addition, staff will be more understanding and be more inclined to buy into management decisions and organizational changes.
Having management and employees united in working to reach the company's goals will help the company achieve long-term success.
- Enhances Company Performance
Your company will become more competitive when your workforce understands what is expected of them and they have the skills to meet their employment expectations.
Well-trained employees will be more productive. This will help to lower labor costs as employees become more efficient while also serving customer needs more effectively.
Overall, improved competitiveness will help you reach the long-term growth goals outlined in the company's business plan.
- Improves Cooperation
Employees often take pride in their job or team's performance in isolation rather than in how it contributes to the company. Instead of working toward the betterment of the organization as a whole, they become overly focused on their individual performance or the success of their immediate team or department.
Strategic training and development helps employees see how their performance fits within the business strategy and ultimately impacts the company. Understanding the bigger picture will make employees less territorial and more inclined to cooperate with coworkers across the entire organization.
- Improves Quality and Loyalty of Employees
Providing T&D builds employees' skills and makes them aware of opportunities to build a career within the organization through promotion. This will give them the incentive to remain loyal to the company and dedicated to helping it reach long-term growth. In addition, offering a structured training program with a clear path to promotion will make your business more attractive to new, highly qualified applicants.
Strategic training and development will also prepare the workforce for changing demands that implementing the business strategy creates. Employees will be better positioned to fulfill new jobs and responsibilities created within the business as it expands its operations.
- Prepares Future Leaders
When people are not just good at their job but also understand why they are doing it and how it fits in with the bigger picture, they will be better prepared for leadership roles. Not only that, but the focus on review and improvement with T&D helps to build workers' skills and performance over the long run. This, in turn, will allow workers with leadership potential to contribute to the company's success at the highest level.
- Boosts Morale
Strategic training and development helps employees feel they have the skills to perform their job well and have the support of colleagues. This will help boost employees' confidence in their position in the organization.
Confidence, optimism, and job satisfaction all improve team members' morale and, as a result, increase productivity.
Managers will also benefit because improved job performance and reduced turnover and absenteeism will enhance their team's performance goals.
Incorporating strategic training and development into your business strategy will prepare your workforce to ensure your company achieves its mission and long-term goals.
It will also help to promote good working practices within the organization and provide employees with more promotional opportunities.
Start with the business strategy to identify training initiatives. Then determine what actions are needed to achieve those goals. Once you have implemented your T&D program, monitor your success and make changes as necessary to ensure your company becomes more competitive and achieves sustainable growth.
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Filed Under: Analytics Tagged With: Katie Doseck PhD , Strategic Training and Development Process , Training Initiatives , Training Metrics , viral solutions
About Katie Carpen, PhD, Thought Leader
Katie has 14+ years of experience in higher education, consulting, recruitment, and mortgage finance industries. Her areas of specialty include change management, conflict management, corporate social responsibility, emotional intelligence, leadership, organizational culture, strategy, and work-life-balance. Katie has served as a relationship manager, associate dean, consultant, subject matter expert, and coach. She is currently active in higher education, coaching, and various causes. She enjoys fostering critical, creative, and strategic thinking by applying concepts across a variety of domains.
16 Strategic Training and Development Initiatives
Created on: Oct 28, 2022
Summary : Last year companies spent $70 billion on training and development. But as much as businesses understand the importance of upskilling their employees, how effective is it? Can you actually see a return on your investment ? That’s where training and development initiatives are vital. It’s one thing to center on training but it’s quite another to have a clear strategy.
So how can you make your program effective for employees and managers? Here are some strategic training and development initiatives to consider.
1. Choose a modern learning platform
Probably the most important key to conducting training and development programs for employees successfully is how to go about your training. A great way to create this atmosphere is with a modern learning management system .
With the purpose of employee long-term development , training and development initiatives can be created individually or with the help of a learning management system . Orientations, workshops, lectures, case studies, simulations, and computer-based training (including e-learning) are all common training methods.
Continu's all-in-one learning platform will enable all your training and development initiatives for employees to be housed in a single platform. This makes accessing files or programs easy and flexible depending on an employee’s schedule. Plus, Continu can be set up to foster communication and learning among team members which will bode well for these new generational workers.
Here are other Continu features that can help with enterprise training and development:
- eLearning authoring tools
- Course creation and learning tracks
- Personalized training programs
- Training tracking software
- Host webinars and workshops
- Cloud-based, online learning platform
- Import or upload learning and training resources
- Measure employee training effectiveness
- And much more...
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2. Industry training conferences
No matter what industry you are in, there are conferences, seminars and talks pertaining to key topics. A good example of a training initiative is to take advantage of these. If you are a larger company, consider signing up employees for one of these in-person conferences. Plus, there are also training conferences to help managers learn better team management skills .
If you are a smaller company or even a start-up and have limited budget, there are many online or virtual conferences . These don’t come with the hotel and airfare fees and are still great options for gaining needed skills.
3. Professional training organizations
There are training memberships (like ATD) and industry organizations that can offer a wealth of information. By becoming members, your employees get access to webinars, white papers and more on key industry topics.
This is one of the development initiatives employees can invest in on their own time. By simply opting in for daily or weekly emails, employees can see what topics are trending and choose what to read to supplement their existing knowledge.
4. Training and development books
For topics that are more complex or require more dedicated time, training books are great resources. Create a list of suggested books to read with download links, if available. You can then incentivize this initiative further by creating a company book club .
Team members would read the same book and then discuss it over a dedicated time like a lunch and learn. Not only will this help enforce the topics learned, but it will offer different perspectives and collaboration between employees. This can further drive new key skills learned.
5. Mentorship programs
Employee onboarding is a great way to get team members up and running within your organization. However, once they step foot in the door, it’s nice to have a more senior team member to provide answers casually. A mentorship program is one of the training and development initiatives that can really integrate a new employee quickly.
Mentors can help teach new skills and give the ins and outs unique to a given company. Plus, this relationship offers a fresh dynamic than a supervisor or a co-worker offering a different viewpoint that is often needed.
6. Guest speakers
While it’s important to hear from company leaders how the company is doing and to communicate key objectives, it’s equally as nice to listen to industry experts or even clients. These training and development keynote speakers can give advice on a certain subject matter, key skill or speak to challenges they experience on a day to day basis.
This offers a different perspective and can help drive employee development. Plus, it will strengthen these outside relationships, making it a win for all involved.
7. Lunchtime learning sessions
Lunch and learns are another great idea for employee training and development. Select a few topics that are beneficial to a wide group of employees and invite everyone to bring lunch while they listen.
This is an informal way to train employees and also a great setting for peers to discuss what they have heard once the speaker is finished.
8. Social media
There are many great social media platforms where training materials can be found like LinkedIn Learning, Quora or YouTube tutorials.
Incorporating social media into your program will give your employees a wider range or topics to learn.
9. Training blogs and industry publications
Although the days of subscribing to hardcover trade magazines may be gone, there are several online resources for training and development worth exploring. Making a list of top blogs to follow, both from hard industry skills as well as soft skills like keys to great corporate communication , are great for a well-rounded development initiative.
Also, many trade publications can now be found online and offer another valuable source of industry information in terms of upcoming trends to watch.
10. Engaging training program design
Training not only has to teach, but it has to hold an employee’s interest. Otherwise, it will simply be a motion and new skills learned will soon be forgotten. So take time to look at your training program design .
How can you enhance your modules? For example, can you use more multi-media like video or voice overs or interactive training sessions? Or maybe you need to examine your system for training. Could the user-interface be more engaging or the navigation tightened a bit? Looking at these factors through the eyes of your employees will help overall knowledge retention. And the more employees learn on the job, the better they will perform.
11. Incorporate blended learning
Although there is a general trend of moving online as technology advances, there is a place for in-person training . So training and development programs for employees should include some form of blended learning . This may look different company to company, but every organization will have skills that are best learned in person and are learned better online.
For example, if customer service needs to learn a new product to field customer questions, this training may work best in a classroom setting. That way, they can walk through the process themselves which will help them better explain it to customers.
12. Learning styles
When you give someone directions, do you do so by mile markers or do you give visual clues like turn at the corner gas station? Although both sets of directions get you to the same end location, they are two different styles. Learning styles also vary person to person so it’s important to remember this when developing a training program.
Since not all employees are going to be one type of learner solely, it’s best to create a wide range of training and development programs for employees. That way, no matter what learning style an employee has, the training material will be absorbed.
13. Training styles
Training can get monotonous and when it does, employees often tune out. A good way to keep everyone focused and retaining information is to vary training styles .
For example, there is peer to peer training, gamification in training and role playing. By using different methods like these, it keeps topics fresh, employees look forward to training and information learned actually gets used in day to day operations.
14. Employee coaching
As we’ve said before, there is a push for making training more individualized per each employee. That’s why one of the effective training and development initiatives is employee coaching . Even if you don’t have the budget to hire a third-party coach, you can still use the same principles and assign a manager this responsibility.
The goal is for the coach to walk employees through goals set by the organization as well as their personal on-the-job goals. Then, together they can create a plan for meeting these through the necessary training and development.
Not only does this clearly communicate what is expected of each employee, but it puts a plan in place for adding training value for each individual. So it’s a win-win for both employees and companies.
15. Recognition and awards
Another way to improve training and development is through employee recognition . This offers a motivating factor for completing training and also builds healthy competition. For example, employees could earn badges for training completed or an online board of top performers could be displayed for the company.
Awards and recognition could also be tangible. Employees could earn an extra personal day or receive a gift card. Whatever the vehicle is, the end goal is to recognize employees who go the extra mile during the training process.
16. Employee and manager feedback
No training or development initiatives are complete without improvement. Training modules need to let the learner know why they are learning what they are being presented.
What do employees do if they have issues understanding what is being taught and where they can express to peers what they got out of the training. With this said, building in online forums and chat rooms helps elicit employee feedback during training.
On the other hand, getting feedback from employees on what can be further improved during the training process is equally as important. Creating an employee training survey and asking questions about training design, delivery, access to information and skills learned is extremely valuable to tweaking the process.
Plus, including some open ended questions about how training can be improved is also valuable. You may get some great ideas for improvements you had not considered plus employees will be more vested in training they had a hand in creating.
What are training and development initiatives?
Training and development initiatives are instructional activities within an organization intended to improve an employee's work performance. These programs usually incorporate enhancing a worker's knowledge and competencies as well as increasing drive to improve job performance.
Training and development initiatives can be designed for both employees and management:
- Employee training and development - Internal training programs that promote employee growth and retention while completing company objectives.
- Management training and development - The practice of providing employees with learning materials and management training in order for them to transition into leadership roles.
Implement training and development initiatives to improve performance
We’ve given you several great options for improving your training program, but every company is different. So how can you make your development program more robust?
It really comes down to surveying your employees, looking at your overall company goals and studying your training metrics . Then you can create a roadmap using a combination of these training and development initiatives.
Training should always be fluid and can always be further refined. By taking the necessary steps to constantly tweak your program, you’ll strengthen each employee’s skill set and keep your company competitive.
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An intensive professional development training course on, strategic planning, development & implementation, excellence and innovation in strategic planning.
Also Available in Online - Virtual Course
Why Choose this Training Course?
This challenging and interactive AZTech training course focuses on the leadership behaviors needed by high-performance organisations to succeed in the long term. Focusing on the need for strategic thinking to add real value to stakeholders and customers, thereby ensuring sustainability, delegates will develop skills in strategy development as well as addressing the challenges of effective implementation.
Delegates will have the opportunity to share experiences and good practice, together with input from latest management theories. They will evaluate the effectiveness of systems and processes as well as the ‘soft’ organizational factors, such as communications and performance management, needed to develop mindsets and behaviors for successful outcomes.
This AZTech training course will feature:
- How to identify critical strategic issues and opportunities
- How to enhance your own & your organization’s strategic thinking to envision strategic initiatives
- How to generate and support effective strategic thinking down to all levels in the organization
- How to prioritize issues based on clear objectives and organizational capabilities to deliver high added value
- How to lead and motivate teams and businesses in diverse, turbulent and complex environments
What are the Goals?
By the end of this AZTech training course, participants will be able to:
- Interpret the internal and external forces shaping the future
- Develop & follow a strategic roadmap through a clear vision & statement of strategic intent
- Identify the competencies and capabilities of strategically agile and effective organizations
- Recognize your own strategic leadership style and the styles of others
- Effectively prepare, motivate and guide your organization, unit or team towards the vision
Who is this Training Course for?
This training course is suitable to a wide range of professionals but will greatly benefit:
- Those who want to develop their strategic skills
- Those who may be moving into supervisory or managerial positions
- Those seeking ‘refresher’ to enhance their leadership & management skills
- Senior leaders who wish to further develop and enhance their strategic capabilities
How will this Training Course be Presented?
This AZTech training course will utilise a variety of proven adult learning techniques to ensure maximum understanding, comprehension and retention of the information presented. This training course is interactive and challenges one to think. The tutor will guide and facilitate learning, using direct input, discussions, case studies, exercises and video presentation. The skill sets developed will add value to employees, managers and leaders alike.
The Course Content
Day one: understanding the strategic environment.
- Understanding the impact of leadership competencies on company strategy
- Recognizing and interpreting forces in the strategic environment
- Understanding the importance of planned and creative approaches to strategy development
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Lyons-Newman Consulting
Strategic planning and facilitation for nonprofit organizations
462 Vincente Avenue Berkeley, CA, 94707 United States
(415) 845-5259
[email protected]
Lyons-Newman Consulting provides strategic planning, facilitation, governance, and organizational development services to support nonprofit organizations to advance social, economic, environmental, and racial justice.
All services and facilitations can be provided virtually or in person.
As nonprofit strategy consultants with deep nonprofit board and staff leadership experience, we understand the myriad of challenges that today’s nonprofits, public agencies, and foundations face.
Honoring the goals of each organization through our client-centered approach , we create customized and collaborative data-driven strategies to help organizations tackle complex problems, navigate transitions, form and strengthen partnerships, deepen constituent engagement, and create meaningful change.
Together, we support leaders as they develop their capacity for responding to a rapidly changing environment. We are an anti-racist organization committed to furthering diversity, equity, and inclusion in our work and in our partnerships.
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- > Strategic Human Resource Management
- > Strategic Training and Development
Book contents
- Frontmatter
- List of Figures
- List of Tables
- Acknowledgements
- PART I The Framework of Strategic Human Resource Management
- PART II Context of SHRM
- PART III Strategy Formulation
- PART IV Strategy Implementation
- 6 Strategic Human Resource Planning and Staffing
- 7 Strategic Training and Development
- 8 Performance Management and Compensation
- 9 Employee Relations, Engagement, and Termination
- PART V Strategy Evaluation
7 - Strategic Training and Development
From part iv - strategy implementation.
Published online by Cambridge University Press: 26 April 2019
Chapter Overview
This chapter focuses on the meaning and concept of strategic training and development. It discusses the concepts of organizational learning and unlearning as broad themes of strategic training and development. It highlights how learning and unlearning take place and the strategic issues concerning the two concepts. Further, it delves into a discussion on career planning and development as well as succession planning.
Learning Objectives
To get familiarized with the concept of strategic training and development in contrast with the traditional concept
To understand the frameworks of organizational learning and unlearning and how they support the broad idea of strategic training and development
To develop an understanding of the concepts and strategies related to career planning and development as well as succession planning
OPENING STORY
Barbie Doll's Journey
She is close to 60 years old now, but continues to set new fashion trends, expressing the dreams of young girls. She is Barbie, the most popular fashion doll. Barbie was considered an icon of American culture. She is regarded as a role model who inspired young girls to become independent and self-reliant. Sales of Barbie merchandise are more than $1 billion annually. Mattel, the makers of Barbie, claims that approximately three Barbie dolls are sold every second. The doll was marketed as a ‘Teen-age Fashion Model’. Barbie dolls have appeared in various avatars—doctor, pilot, singer, artist, and much more. Barbie collectibles come out with a great line of dolls from around the world.
Emerging Markets and India
Mattel has been known for creating dolls that are culturally unique. However, with all the Western Barbies abounding, Asians seem to take the back seat in Barbie's world. Barbie did not start seeing Pacific Island until the release of the ‘Hawaiian Barbie’ in 1978 and ‘Oriental Barbie’ for Asians in 1981. These Barbies were exact replicas of the original with some variations in skin, hair, and eye colour.
The 1990s saw the introduction of Barbies for the Indian market under the ‘expressions of India’ series. Barbies have their dresses recreated to depict women in traditional Indian dresses. The Soni Punjabi Barbie doll, a beautiful bride, is dressed in a salwar-kameez typical to north India. Sundari Gujarati Barbie is a doll that sparkles with the extravagant tradition of Gujarat.
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- Strategic Training and Development
- Feza Tabassum Azmi , Aligarh Muslim University, India
- Book: Strategic Human Resource Management
- Online publication: 26 April 2019
- Chapter DOI: https://doi.org/10.1017/9781108687058.008
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Learning and Development Planning Guide [With Templates]
- Lauren Farrell
- May 18, 2022
As the pace of business increases and unpredictable market forces continue to influence strategy and decision-making, it seems like it’s never been harder to create a plan and stick with it.
Many organizations are still creating 3-5 year strategies, but they need to be more agile and flexible than ever. Successful businesses (and successful functions within them) are those that can quickly adapt.
Learning and development has steadily carved out a new pathway within the organization in recent years. Executives are sitting up and taking notice of the function’s strategic relevance and potential impact on business success. External forces such as skills obsolescence, global pandemics, and labor shortages have no doubt contributed to the acceleration of this new strategic role for L&D.
Now that L&D has reached this point, strategic planning is more crucial than ever. Effective learning and development planning is critical to ensuring that employee training can deliver on its promises and directly contribute to business performance.
So, what should training planning look like for L&D teams in this new, agile business landscape?
What is included in a training plan?
An L&D plan needs to go beyond a list of courses that you plan to develop throughout the year. It also needs to cover every aspect of the function, from strategy and resource planning to business alignment.
Without this granularity, L&D departments will struggle to move beyond order-taking from the business for ineffective learning interventions and towards a strategically aligned performance influencer.
Comprehensive L&D Strategy
All learning and development planning should begin with a detailed, comprehensive learning strategy for the organization. A well-developed strategy encompasses everything from your learning and development goals to how and when you plan to execute them within a given timeframe.
While it can take some time and a fairly extensive level of collaboration with business partners, your L&D objectives should align with the needs and goals of the organization. Once you have clearly defined objectives in place, it becomes much easier to devise training plans that add value and make the best use of your resources.
As part of your training strategy development, you might consider processes such as a detailed learning needs assessment within the organization.
Learning and Development Resource Planning
It’s good to be ambitious with your L&D strategy. But very few teams have an unlimited amount of resources available. So, another key element of successful L&D planning is prioritization.
First, you need to understand what resources are available to you and your team. How many FTE hours will you have throughout the year? What size budget are you working with?
Next, analyze your resource availability against the demand any planned initiatives will place on these resources. Prioritize initiatives, learning development time, and budget allocation against the impact you expect initiatives to have.
Cognota has Capacity Planning and Resource Allocation features specifically designed for L&D teams, so you can balance the demand for training against the capacity and availability of your team at any given time. Try a free trial or book a demo to see for yourself.
What makes a good training plan?
Aside from building out your planned training initiatives, successful learning and development plans also have some core focus areas and characteristics. These items are the difference between creating a well-structured plan and being able to effectively execute it.
Effective Frameworks and Learning Operations
Learning and development strategies are complex and comprise a lot of moving parts. Bringing your objectives to fruition requires the structure, workflows, and processes needed to implement tactics and initiatives effectively.
From the way you work with business partners to how you schedule and track your learning projects, the operations behind your L&D team are the engine room of your strategy implementation. This includes processes and operational considerations such as:
- The structure and skills base of your L&D team
- Training intake and needs assessment
- Project prioritization and planning
- Collaboration with team members, stakeholders, and SMEs
- Project tracking and task management
- Course toryboarding, design, and development
- Content management and updates
- Budget allocation and tracking
- Resource management and capacity planning
Regardless of the size and structure of your L&D department, operational efficiency increases the capacity of your team and the impact they can have on the organization.
Learning Technology Ecosystem
Mature L&D operations need the right technology behind them to ensure these processes run quickly and smoothly. Many areas of learning operations are also interconnected. But without the right technology in place, processes, documentation, and collaboration remain siloed and disjointed.
Many L&D teams continue to rely on email, spreadsheets, shared files, and generic tools to manage and run their operations. This leaves team members struggling to collaborate efficiently. Important tasks and documentation slip through the cracks, work is often duplicated, and hours are wasted moving from one tool to another throughout the learning lifecycle.
For plans to be executed well, learning and development needs a mature and streamlined learning tech stack. Starting with a learning operations platform and including authoring tools and learning delivery technology, the learning tech stack needs to integrate, both from one L&D tool to another and with wider business technology.
Not only does this provide data and insights needed for informed planning and decision making, but it also elevates the productivity and efficiency of the entire learning lifecycle.
Business Alignment
As a support function within the organization, learning and development needs to wear multiple hats. While L&D should take the lead from the business in terms of training needs (preferably in a data-driven environment), they must also act as advisors to business partners.
Taking on both these roles is the difference between operating as a department that takes orders blindly from the rest of the business and becoming a strategic influencer and partner that contributes directly and deliberately to business success.
Many L&D teams have successfully positioned themselves as strategic influencers in the organization, and there are many ways to achieve this. For example, some establish learning advisory committees to engage business partners and executives so that learning interventions add value and align with business objectives.
Regardless of how you achieve it, business alignment is critical to a successful L&D plan. Without it, L&D are left to take last-minute training requests form the business. Or, other departments take training into their own hands without guidance from the team that knows best when it comes to learning interventions.
Buy-In From Stakeholders and Executives
Getting buy-in for training from department managers is one thing. They see the day-to-day need for learning intervention and are naturally more in touch with the performance goals and career aspirations of individual employees.
However, when it comes to budget approval, increasing headcount, or implementing large scale training programs, you need buy-in from higher up the chain. Championship from executive and senior stakeholders is also critical to smoothing the path with any corners of the organization who may be resistant to training or partnership with L&D.
From getting your learning plans approved to support for implementation,
Measuring L&D Success
When you get buy-in from senior management within your organization, it’s imperative that you can prove the results of learning investments. The ability to prove the impact of L&D, especially when that impact can be tied directly to the bottom line of the business, ensures that your department receives the resources it needs.
When it comes to future learning and development planning, the ability to measure L&D success also enables you to:
- Validate past decisions
- Eliminate training initiatives that lack impact
- Focus resources on effective learning solutions and investments
- Understand where extra resources or capabilities are needed within the department
How to Create a Successful Training Plan
Whether you’re overhauling an existing strategy or starting from scratch, it can be difficult to know where to begin with training and development planning. Best practice is to start as broad as possible and narrow down the focus of your strategy as you go.
Start with the overall objectives and needs of the organization and steadily work down towards the needs and preferences of individual teams or employees. If you’re starting with a training needs analysis (try this template ), these two areas of focus can work in tandem, so you create an L&D strategy that combines corporate objectives with grassroots input from employees and their managers.
Assess Business Training Needs
At this stage of the training planning process, the first priority is to ensure the L&D strategy is aligned with overall corporate objectives. If your organization does a good job of communicating corporate objectives to individual business units, you’ll have a much easier time understanding how to create and prioritize resources and initiatives for your internal department strategy.
Other learning leaders may find themselves needing to hunt down information and collaboration with business partners to understand their goals and priorities for the months ahead. This is where ongoing partnerships such as a learning advisory committee come in useful.
While corporate objectives are an essential part of planning for learning and development, things can change and change quickly. So, while your strategy should align with organization-wide objectives, be prepared to remain agile and flexible.
Determine Learner Needs and Preferences
The C-suite and department leaders may have one idea of the learning initiatives needed. Employees and their line managers may have another idea entirely. While impacting the performance of the business is top priority, employee buy-in and engagement is essential for the success of any learning intervention.
So, whether it takes place alongside an analysis of corporate strategy or after, a comprehensive needs analysis of training and skills development ensures that:
- Employees feel listened to and engage with learning initiatives
- Grass-roots skills gaps are bridged effectively
- Learning content that is appropriate for existing and desired skill levels is developed
Many L&D teams perform a needs analysis like this through detailed questionnaires from both managers and employees. By including questions such as priority level, business impact, and the size of the audience for a potential learning solution as part of these questionnaires, L&D can better select and prioritize projects to include in their planning.
Assess L&D’s Capabilities and Capacity
Last but certainly not least, L&D must assess the demand for training that emerges from corporate goals and needs analysis and balance it against their available resources. Initiatives must be carefully planned for and scheduled to ensure that your team has the capacity to create learning interventions on time and to a high quality.
Understanding the capabilities and capacity of your team also helps you to create a business case for learning and development workforce planning so you have the budget, headcount, outsourcing, and resources needed to fulfill demand.
Centralize the Planning and Tracking of Your L&D Projects
There’s a lot that goes into effective L&D planning, and spreadsheets don’t quite cut it when it comes time for implementation and tracking. With Cognota, you can plan and manage team capacity, track project progress, and gain insights and visibility into L&D’s resource management, training demand, and more. Check out what Cognota can do for your L&D team’s efficiency and impact with a free trial or by booking a demo .
- Tags: L&D planning , Learning and Development Strategy , Training Plan
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Strategic planning.
Strategic planning refers to the act of defining an organization’s strategy or direction, as it relates to training and learning activities. This includes understanding the current state of the organization’s talent and skills, the future state or expectations of what skills and talent are needed, what resources are needed to achieve the strategy, and the course of action to achieve the strategy. Also see: Strategic Alignment .
Strategic Planning is one of the administrative processes within the Training Process Framework .
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Strategic training and development is the process of designing specific employee training programs that directly align with business needs. Training with a strategic focus develops the capabilities and tools that employees need to successfully carry out their jobs. In turn, the capabilities gained give organisations a competitive edge.
The Strategic Planning, Development and Implementation training course is designed for: All professionals & leaders from any industry who desire an in-depth knowledge of best practices in strategic planning, development, and implementing a plan. Anyone who is interested in developing their capacity as a strategic thinker.
Strategic Planning, Development and Implementation Training BMC Training provides a training course in Strategic Planning, Development and Implementation in Management and Leadership Course Title Venue Start Date End Date Strategic Planning, Development and Implementation Training London 26 - 2 - 2023 2 - 3 - 2023
When done, strategic planning is invaluable in effectively managing the training function. The larger the training function, the more valuable the strategic training plan. Benefits of a strategic training plan Prioritize short versus long term training needs. Continually reassess planned training projects with new training needs that arise.
The purpose of the U.S. Nuclear Regulatory Commission (NRC) Training and Development Strategic Plan is to implement an agencywide strategic and businesslike approach to training and development activities. A strategic approach allows NRC to better establish priorities and leverage investments in training and development to achieve agency results.
Strategic Planning and Execution Skills you'll gain: Entrepreneurship, Leadership and Management, Marketing, Sales, Strategy, Strategy and Operations, Business Design, Research and Design, Business Analysis, Business Psychology, Decision Making, Organizational Development, Planning, Product Strategy, Business Process Management 4.7 (603 reviews)
The strategic training and development process is similar to that of strategic planning in general. It involves the following: Identifying needs Evaluating alternatives and initiatives Creating actions and key performance indicators Assigning to the right audience Implementing the plan Monitoring progress Reevaluating accordingly
Training and development initiatives are instructional activities within an organization intended to improve an employee's work performance. These programs usually incorporate enhancing a worker's knowledge and competencies as well as increasing drive to improve job performance.
Champions 2021 - 2026. College-wide strategic planning is conducted every five years. Strategic planning includes a systematic review and affirmation of the College's mission, vision, and values statements; comprehensive scans of internal and external environments; and strategic goal‐setting with collaborative input from the College community.
STRATEGIC TRAINING PLAN . 2 INTRODUCTION This training plan will be utilized by all Compliance and Enforcement programs in the formation, implementation, and ongoing tracking of all training and outreach ... design and development of training materials 4) evaluation of the effectiveness of the training using processes with specific, measurable ...
Strategic Planning is an organization that supports school systems, students, parents, and companies by providing a menu of educational services designed to create opportunities for growth and development. SPC serves as a liaison between organizations, school systems, and stakeholders in various aspects of education-related services.
Strategic Planning Training Programs Learn to plan and execute effective strategies with AMA's live online or in-person courses Corporate leaders need effective strategy formulation skills to reach business goals and improve profitability.
This challenging and interactive AZTech training course focuses on the leadership behaviors needed by high-performance organisations to succeed in the long term. Focusing on the need for strategic thinking to add real value to stakeholders and customers, thereby ensuring sustainability, delegates will develop skills in strategy development as ...
Strategic planning and facilitation for nonprofit organizations. 462 Vincente Avenue Berkeley, CA, 94707 United States ... Board self-assessments, board development, and training . Organizational Capacity Assessment . Fund development strategy and planning. Business model development. Scenario planning.
It discusses the concepts of organizational learning and unlearning as broad themes of strategic training and development. It highlights how learning and unlearning take place and the strategic issues concerning the two concepts. Further, it delves into a discussion on career planning and development as well as succession planning.
Training and development involve improving the effectiveness of organizations and the individuals and teams within them. Training may be viewed as related to immediate changes in organizational effectiveness via organized instruction, while development is related to the progress of longer-term organizational and employee goals. While training and development technically have differing ...
6 Steps to Create Strategic Alignment in the Absence of Organizational Goals Strategic Alignment: The Foundation of a Great Training Organization Begin your journey to achieving strategic alignment. To access the Strategic Planning Toolkit, please fill out the form below: First Name Last Name Email Comments
Now that L&D has reached this point, strategic planning is more crucial than ever. Effective learning and development planning is critical to ensuring that employee training can deliver on its promises and directly contribute to business performance. So, what should training planning look like for L&D teams in this new, agile business landscape?
Strategic planning refers to the act of defining an organization's strategy or direction, as it relates to training and learning activities. This includes understanding the current state of the organization's talent and skills, the future state or expectations of what skills and talent are needed, what resources are needed to achieve the strategy, and the course of action to achieve the ...
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