Strategic Planning Workshop 22th November 2012

Systematic Approach to Training and Strategic Planning

Dr. Sharad SinghConsultant, UNDP

1What we propose to do during this sessionUnderstand the concept of Systematic Approach to Training (SAT)

Refresh our understanding of the concept of strategic plan, its benefits and the process of strategic planning

Familiarize with the some relevant tools and techniques of strategic planning

2Some Critical Questions Why trainingFor whomWhat will be the appropriate way to do it- method, location, type, duration, frequency and incidence, etcWhat will be cost- direct and indirectWhat will be benefits in terms of efficiency and effectiveness

Why to Train ?More rapid developmentIncreased outputImproved quality of products and servicesLess waste - time, money, materials, peopleBetter utilization of resourcesFewer accidents4TASKDesired level

Existing LevelGapPerformance--------------Identify Training NeedsPlan and DesignTrainingImplementTrainingEvaluateResultsPERFORMANCEThe Systematic Approach To Training - SAT An examination of an organizations present and expected operations and the workforce necessary to carry them out, in order to identify the numbers and categories of employee needing to be trained or re-trained.

It may also refer to the training needs of individuals to enable them to reach the required standard of performance in their current or future jobs.

Definition of Training Need Analysis Why TNAIts logical- organizations work as a systemIt facilitates in determining prioritiesIt saves valuable and scarce resourcesIt helps in addressing the performance issues It helps in improving and maintaining the qualityIt saves employees from the torture of irrelevant and boring trainingIt restores employees faith in training and learning

Important Points of TNATNA should be carried out in a sincere and professional manner by qualified people- external or internalIt should be informed by felt, observed, evident and analyzed needsCustomers-internal and external are pertinent source of inputs on performance gapsIts a continuous and dynamic processCaution: Training is not the solution for all performance problems

Design of Training CourseWhat is DoTIts a planned blue print of training activities for a specific training programmeIt contains details of training objectives (in action terms), learning objectives, interventions/inputs, methodology , performance indicators and evaluation methods, etcIt has details of cost and human resources required

11Why DesignSystematic Process StandardizationUniformity In ImplementationOptimize ProductivityTaking Care of the ConstraintsPlan Assessment Process

Four Ways of LearningImitationBeing ToldThinkingTrial and Error13RECAPITULATE PRE LUNCH SESSIONSASK HOW TO INCORPORATE THE CONCEPT OF SAT, WAYS OF LEARNING ETC. INTO TRG?

SHOW THE FAT MAN THIN MAN PICTUREPOWER OF THE SENSESSmell 3 % Taste 3 %Touch 6 % Hearing 13 %Sight 75 %14We Remember10 % of what we read20 % of what we hear30 % of what we see50 % of what we see and hear

Evaluation of TrainingEoT For a training programme to be worthwhile it must result in a measurable improvement in:Employees performance/behaviour (KSA);

Productivity;

Quality improvement in the services and products;

Reduction in the public grievance, wastages and other factors, depending on the particular requirements of management goals.Purpose EoTFeedback - on the efficiency and effectiveness of the training activitiesControl - over the provision and process of trainingIntervention- into the organizational processes that affect trainingRoI- accountability for spending the public money

Kirkpatrick's evaluation model

The four levels of Kirkpatrick's evaluation model essentially measure:Reaction of trainees - what they thought and felt about the trainingLearning - the resulting increase in knowledge or capabilityBehaviour - extent of behaviour and capability improvement and implementation/applicationResults - the effects on the business or environment resulting from the trainee's performance

We can resolveNo training without TNA

No training without a design and planning

We will evaluate at least 50% of our training programmes for its impact and result20Some Non-conventional methods of Training Coaching and MentoringE-learningSoPs and ManualsStrategic Planning22Most Valuable Lesson about Planning Meaningful Strategic Plans that get successfully implemented are ones that are:-created, understood, accepted and committed to - by the people who will have responsibility ofimplementing them and- in consultation with the people who will be impacted by the plans.

23What is Strategic Planning.Strategic planning is a process to set priorities, determine goals, focus energy and resources, strengthen operations, ensure thatemployees andother stakeholdersare working toward common goals and assess and adjust the organization's direction in response to a changing environment during a specific time period.

24Success indicators24What is a Strategic PlanStrategic Plan is a document used to communicate with the stakeholders of the organization the organizational goals, the actions needed to achieve those goals and all of other critical elements developed during the planning exercise.The strategic plan is for a specific time period.

25Benefits of Strategic PlanningDefines mission, vision & valuesEstablishes realistic goals, objectives & strategies in the short and medium termDevelops consensus on future directionBuilds strong teamsProvide solution to major problemsEnsures efficient and effective use of resourcesProvides basis of measuring the progressAttracts attention and interest of peripheral stakeholders towards the business of the organization

26Attributes of a Good Strategic PlanStrikes a balance of vision and pragmatism;Uses a Systems Approach that starts with the end in mind;Prepared in a participatory and consultative manner and based on assessments of stakeholders needs and expectations;SMART(ER): Specific, Measurable, Achievable, Relevant, Time bound, ( Extendable, Rewarding)Incorporate Learning and Feedback to promote continuous long-term improvement.Be Simple to Administer, Clear to Understand and Direct, and Deliver Practical Benefits over the Long-Term.

27continued27Some Important Tools and Techniques 28Critical Success Factor (CSF)CSF indicates the element that is necessary for an organization or project to achieve its mission. It is a critical factor for ensuring the success of an organization, e.g. a CSF for a successful IT project is user involvement.As a common point of reference, CSFs help everyone in the team to know exactly what's most important. This helps in convergence of efforts and creates synergy.CSFs are"areas of activity that should receive constant and careful attention from management. CSFs should not be confused with successcriteria; those are outcomes of a project or achievements of an organization and are defined with the objectives and may be quantified by Key Performance Indicators.

29Situation Analysis -SWOTThe main objective of SWOT is to analyze:

- Internal strategic factors- strengths and weaknesses attributed to the organization; and

- External factors- opportunities and threats that are beyond control of the organization.....

30SWOTStrength & Weaknesses- organizational structure, system and processes, human resources, financial resources, performance, outreach and public imageOpportunities- external resources, scope of expansion of activities, international interest and reforms-development opportunitiesThreats-if the organization doesnt improve its performance and efficiency, what are the threats from the environment and competitors 31PEST (LE)AnalysisPolitical:Economic:Social:TechnologicalLegalEnvironmental 32Steps in the Strategic Planning.. Define or review the organization's vision and missionDevelop a series of goals and objectives statementsCarry out an internal and external environment scanningIdentify key stakeholders, important issues, questions, and choices to be addressed as part of the strategic planning effortEngage into wide spread stakeholders consultationAgree upon key strategies to reach the goals and address key issues

33Steps in the Strategic Planning Develop an action plan that addresses goals and specifies objectives and work plans on an annual basisEnsure inclusion of resource mobilization strategiesDesign and implement an effective communication planBuild in procedures for monitoring, and for modifying strategies based on changes in the external environment or the organization

34Template of the Contents of a Strategic PlanBackground / Introduction Vision and Mission Statement Organizational Values (Optional) Major Goals in the Context of MandateSWOT and PEST(LE) AnalysisOperations Plan/ Action PlanCommunication PlanMonitoring Framework and Key Performance IndicatorsAssumptions and RisksEvaluation- Formative and SummativeAnnexure- List of Training Institutes in the State with details of facilities and resources, List of Cadre Controlling Authorities, List of Nominated Training Managers35Role of Departments and Training ManagersTraining Manager will be the Nodal Person for the implementation of the training function in the departmentClassify all posts with a clear job description and competencies Adoption of SATDevelop Cadre Training Plans (CTP) and Annual Training Plan (ATP), based on the competencies required and training needs, for ensuring that all cadres under the Department have a clearly articulated scheme for the development of their competencies for present and future rolesAllocation of required budgetEnsure that any non-training interventions that need to accompany training interventions are also taken up suitablyClose coordination and partnering with ATI and departmental Training Institutes

36Role of Departments and Training ManagersMake the immediate supervisor responsible and accountable for the training of the staff working under him/herReview of training functions periodicallyTraining of the Group B and C staff, particularly those at the cutting edge level applicable)Incorporate a separate section in the Departments annual report on the training activities Proper selection and development of faculty, incentives for them, and stability of their tenure.Re-structure, evaluate and re-plan TDP training programmes as the existing ones are old-structured

37Any observation, clarification or thought to share?

Thank you!

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