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.  

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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. 

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.  

strategic training & development process steps

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. 

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: 

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: 

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:  

To better understand organisational results such as: 

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: 

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: 

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: 

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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Strategic Tools for Effective Leadership

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Effective strategic tools and skills are highly prized in corporate leaders. Forward-looking strategy formulation can make the difference between a profitable business and one that stagnates. This course explains how strategy allows a business – all at the same time – to rapidly deploy a coherent strategy, be totally customer focused, develop world-class people and continuously improve business processes/systems.

The ability to develop business strategies, such as strategic thinking or vision (which positions the future of the organization), then strategy development (what framework do we use to get there?) and then strategy implementation (take the organization from plan to action and to rethink on short notice) sets true leaders apart from their peers.

This course is designed to combine proven-by-practice methods with new insights and ideas from a wide range of current strategic thinking. Strategic planning places the emphasis on leadership. Leadership becomes key not who is the leader. The use of lateral thinking, KPI/performance measurement and how to prepare organizational culture also features After all strategic leadership means getting people moving and heading for a positive future with vision. This course explains step by step how to achieve this.


The Strategic Planning, Development and Implementation seminar is based on accomplishing the following objectives:


The Strategic Planning, Development and Implementation training course is designed for:

Attendance to this training course would enable delegates to learn and apply advanced principles of strategic planning, organizational development, and implementation in order to build workforce capacities & corporate transformation.


Our highly practical experiential learning method is results-oriented; based on an adult learning concept; incorporates short inspiring lectures with structured lessons from the learning manual; captivating PowerPoint slides with videos to enhance learning; ongoing discussions with action planning; ample time for Q&A; training activities to reinforce key concepts within a fun learning environment; and is designed to function as an interactive group process with delegates continuously building their capacity through interaction, experiential learning and learning the importance of being successful in Strategic Planning, Development, and Implementation.

Pre & Post course assessments will be used to measure the effectiveness of this training.


Module 1 - an introduction to strategic leadership principles, description:.

On Day One the course looks at the necessary components of successful leadership (mission, vision, strategy, resources and culture)

Module 2 - Formulating Your Strategic Plans

On Day Two the course looks at strategy as the creation of a unique and valuable position.

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On Day Three the course looks at how to align mission, vision, strategic and culture with people, processes and systems.

Module 4 - Strategy Implementation and KPI/Performance Measurement

On Day Four the course looks at how to use lateral thinking to clarify KPI/ performance measurement as part of your strategy implementation.

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On Day Five the course looks at how to pull all the above together via a strategic planning exercise

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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.


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.

In this course, delegates will discover how to move from transactional management to transformational leadership. Real strategic management requires that managers and leaders at all levels create the mindsets and behaviors that are needed to transform the organization from its existing paradigm to the new strategic paradigm that the vision sets forth.

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Training and Development Strategic Plan: Safety Through Knowledge (NUREG/BR-0332)

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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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strategic planning training and development

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:

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.

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. 

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:

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.

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.

Instructor holds sharpie while teaching a small class of employees receiving strategic training.

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: 

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:

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…

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…

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. 

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. 

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.

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. 

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.

Team of smiling employees happy to be part of a successful marketing company that has adopted strategic training and development.

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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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:

Ready for a Modern Learning Platform?

Take your learning to the next level with Continu.

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:

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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1.1 Redesign and personalize the student experience by integrating technology and service excellence to elevate engagement and success.

1.2 Strengthen processes, practices and student support services that guide students through their academic and career pathways by leveraging technology, data and proven best in-class strategies.

1.3 Expand opportunities and eliminate barriers of access by offering flexible modalities and innovative curriculum to support equity and success.

1.4 Intensify partnerships to expand affordable pathways and access to early college programs for learners across the K-12 ecosystem.



2.1 Enhance student transitions across the education pipeline through certificates, badges, industry certificates and workforce training programs to increase formal recognition of skill attainment and degree completion.

2.2 Establish MDC as the leader in the future of work and life-long learning, and a talent engine through high quality, robust offerings for all learnings.

2.3 Prioritize teaching and learning innovations and ensure that programs and course curriculum and offerings are agile, market-aligned and lead to high demand, high wage jobs.

2.4 Implement equity-minded, student centered high impact teaching strategies that promote student success and learning outcomes.



3.1 Design professional development to promote best practices for employee advancement, skill acquisition and support to enhance teaching, learning, and drive service and student excellence.

3.2 Ensure continuous workplace, business, and digital skills acquisition and develop deep expertise in all professional development opportunities.

3.3 Develop an organizational talent management strategy designed to attract, retain, manage, and motivate employees.

3.4 Position MDC to serve as a convener of people, innovation and changemaking.



4.1 Ensure outcomes of all students including persistence, degree and certification completion as well as transfer success and job placement.

4.2 Provide all students access to high quality experiential based learning such as internships, apprenticeships, research and practicums to enhance workforce readiness.

4.3 Expand partnerships to strengthen the talent ecosystem for emerging industries.

4.4 Leverage technology to provide on-demand job training.



5.1 Leverage a holistic strategic enrollment and communication plan that attracts, retains, and graduates reflective of our community.

5.2 Align the budget to organizational priorities and fortify financial stability through diversified revenue streams and partnerships.

5.3 Build a data-driven culture to enhance institutional outcomes and promote continuous success.

5.4 Ensure agility by maximizing organizational efficiencies to drive institutional success.

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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.

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Lyons-Newman Consulting

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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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Our passion is to partner with organizations that address systemic, community-informed solutions. Most of our clients are in the policy advocacy, legal services and advocacy, public health, journalism, arts and culture, affordable housing, community development, economic justice, environmental justice and conservation, and youth leadership development fields. They are nonprofits, foundations, public agencies, and coalitions. 

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Strategic Human Resource Management

Book contents

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


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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Learning and Development Planning Guide [With Templates]

L&D team planning

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:

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:

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:

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 .

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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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  1. The Key to Success: Strategic Training & 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.

  2. Strategic Planning, Development & Implementation Training

    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.

  3. Strategic Planning, Development and Implementation Training

    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

  4. Strategic Training Plan Development Services

    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.

  5. Training and Development Strategic Plan: Safety Through Knowledge

    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.

  6. Best Strategic Planning Courses & Certifications [2023]

    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)

  7. The Strategic Training and Development Process

    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

  8. 16 Strategic 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.

  9. Strategic Planning

    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.

  10. PDF Strategic Training Plan 9-27-2011

    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 ...

  11. Educational & Workforce Development Services

    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.

  12. Strategic Planning Training & Business Strategy Courses

    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.

  13. Strategic Planning, Development & Implementation 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 ...

  14. Nonprofit Strategy & Facilitation

    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.

  15. 7

    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.

  16. Training and development

    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 ...

  17. Strategic Planning

    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

  18. Learning and Development Planning Guide [With Templates]

    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?

  19. 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 ...

  20. Planning

    The mission of the Planning Office is implemented through four areas of service. Public Information: We provide land use and demographic trend information to decision makers, developers, land owners, community organizations, businesses, investors and members of the general public.. Planning: We initiate and manage planning studies relating to growth management, resource conservation, and other ...

  21. Director of Development and Strategic Planning

    Industrial Engineer, focused in industrial maintenance and technical training. I have worked for Mining, Construction, Plastic, Electronic, Electricity and Gas & Oil.<br><br>Confident, independent, self-starter with competitive drive, initiative, a sense of urgency, and the Ability to make decisions and assume the corresponding responsibility. Know how to react and adjust to changing ...

  22. Colleen Trevisani

    Contact Colleen for services Team Building, Strategic Planning, Program Management, Editing, Writing, Training, Educational Consulting, Leadership Development, Public Speaking, and Nonprofit ...

  23. Gordhan Punjabi, MBA

    Cars are my passion and I love the Opportunities & Challenges of Car Sales. Having spent years selling Cars, I know what works on the ground and how to influence people. My expertise is in areas of Automotive Retail Sales, Business Management, Strategic Planning, Project Management, Learning & Development, Customer Experience, Dealer Principal Standards, Sales Processes, Digital Development ...

  24. Greg Matthews

    • Strategic Planning • Key Account Planning and Management • New Business Development Skills • Staff Training and Development • Customer Relationship Management • Budgeting ...