Conceptual Framework for the Study
3.3. Proposed Framework for Essential Strategic T&D Practices
3.3.5. Align T&D with Strategy
a reputable method. The advantage of this method lies in its ability to obtain results faster than other diagnostic methods (Byham, 2009).
Questionnaires are another widely used method of needs assessment. They provide different kinds of information which include the ―needs, problems and potential problems, employees‘
perceptions, attitude, opinions ...‖ (Erasmus, 2008, p. 132). Both structured and unstructured questionnaire can be used. Questionnaires are able to reach large groups of employees and they are cost effective.
Other methods of needs analysis include the use of advisory committees. This is a group of individuals that identifies problems that require training to rectify and which need urgent attention. Skills tests are another means of detecting the availability of required skills and competencies for current and future tasks in an organisation.
harmony with the system that supports it. In this case, T&D is a means of supporting an organisation‘s strategic objectives. In recent times organisations have started to recognise the impact of aligning human resources with their strategy plan (Oni, 2003). Organisational strategy determines the type and amount of training that is carried out and whether resources should be committed to it or not. Moreover, the skills needs of the organisation should be influenced by its intended business strategy (Whenua 2009, p. 36). It is important to note that adopting effective strategy in any organisation depends mainly on the workforce that undertakes its execution (Papalexandris & Chalikias, 2002). When T&D is acknowledged as a strategic approach, it will be a powerful tool for achieving an organisation‘s objectives (Kalaiselvan & Naachimuthu, 2011).
Research has shown that when T&D activities are directly aligned with an organisation‘s strategic objectives and goals, the possibility of employees utilising the skills they have learnt from the training exercise on the job is enhanced (D‘Natto et al., 2008). When training is regarded as part of an organisation‘s strategic objectives, line managers have no other option but to support the training programme and the use of the skills acquired. Opposing the training programme implies a rejection of the strategic objectives of their employer and the consequences are usually dire. On the other hand, training programmes that are not aligned with an organisation‘s strategic direction will result in a low rate of learning transfer. Some organisations do not have a clear cut idea of what they want from training and are therefore unable to link training with their overall strategic business objectives (Babaita, 2010). Skills development should be an integral part of broader development strategies if it is to contribute substantially to the overall productivity of the organisation (ILC, 2008). This can be done by linking T&D to the immediate and long term needs of the organisation, e.g. by assessing how T&D can assist it to achieve its strategic objectives and the improvement of employee performance as well as overall performance. If strategic alignment of T&D is to be effective, it must be an on-going activity which is updated every year. To develop a more effective T&D plan, management should take into consideration the ―strategic goals of the organisation, the business plan to achieve the goals, administrative mandates, employee performance improvement and training needs, and changes in the work environment, technology and innovation‖ (Bjornberg, 2002, p. 509).
The need for wide-ranging and formal T&D activities is obvious, especially in the current business climate (Schmidtke & Hughes, 2010). Training and development ensures that an
organisation has a talented and skilled workforce. As a strategic option it seeks to provide the knowledge, skills, positive behaviours and attitudes needed for both the present and the future survival of the organisation. As such, it should prepare the organisation for unforeseen circumstances that are common in the dynamic economic environment. Training and development can be effective in helping an organisation achieve its strategic goals and objectives by answering the following questions:
What are the organisation‘s current objectives and those for the next financial year?
How can T&D enable the organisation to achieve its goals and objectives?
What skills are available?
What kinds of knowledge and skills does the organisation need to achieve its strategic objectives?
Other questions that may be asked include the following:
Are external factors dictating that T&D should take place (example, to fulfil government and the organisation‘s training policies)?
Can the organisation take a proactive approach to T&D in order to move the organisation to a new performance level?
Are there potential problems in the organisation that may be prevented or rectified through the use of T&D?
Can the organisation gain a competitive edge by implementing a T&D programme?
The best knowledge for any organisation is knowledge that is of strategic importance to it.
This includes an organisation‘s needs, goals and objectives and creates competitive advantage (Vermic, 2007). Aligning T&D with a strategic plan has been judged by ASTD as one of the T&D best practices (Rivera & Paradise & Bjomberg, 2002 cited in Burke & Hutchins 2008, p. 109). Organisations that were effective in linking their corporate strategy plan to their learning objectives showed improved performance. It is not sufficient to invest in T&D interventions and take it for granted that they will rectify skills and performance problems.
Training initiatives need to be strategically aligned with overall strategic goals and objectives in order to be effective (Chi & Lin, 2008). Organisations should adopt a strategic approach to T&D rather than an unplanned and ad hoc one, as it makes T&D more focused and effective.
If training formulation and implementation processes are not aligned with an organisation‘s
needs, they may provide irrelevant content and methods that will not address the organisation‘s problems (Chi & Lin, 2008).
It is unfortunate that many organisations have not changed their mind-set on their understanding of what training is and how it promotes an organisation‘s survival. Such organisations still consider T&D an expense instead of considering it part of a strategic choice. This is why such organisations‘ training managers do not participate in the development or formulation of the corporate strategy. In more dynamic and successful organisations, training managers are part of the business strategy formulation planning team (Meyer, 2002; Wexley & Latham, 1991). Linking the training function and corporate strategy will motivate leaders to take T&D more seriously, because it equips employees and managers to implement the proposed corporate strategy plan.
Recent studies have overwhelmingly demonstrated the need to align T&D with an organisation‘s strategic plan; although some organisations still resort to reactive T&D interventions when problems arise (Blanchard & Thacker, 2010). The human resource development unit is tasked with ensuring that human resource development programmes are aligned with and support an organisation‘s strategies. The inclusion of T&D as a strategic option is the result of the constantly changing business environment; organisations have to adapt their T&D programme in line with these changes to cope with new conditions.
Furthermore, organisations now understand that employees are resources that are essential for competitive advantage and that training is a strategic instrument (Blanchard & Thacker, 2010, p.10). As such, T&D is an essential and deliberate part of doing business, not an afterthought (Ow, 2007).
In some organisations T&D is relegated to an operational rather than a strategic issue (Rainbird, 2000). Strategic employee development helps an organisation implement its strategic business plan and its human resources strategic plan by improving the skills and knowledge of its workforce (Erasmus et al., 2008).
Furthermore, the purpose of the activities of organisational training should reflect the organisation‘s company policy and strategic direction if it is to make any meaningful impact on employee performance. By way of example; a company needed a computer-based software solution to enable it to manage employees‘ time, attendance, personal information
and payroll to avoid errors and save time. To solve these problems they decided to tailor their training programmes to support their strategic objective of enhancing the efficiency and performance of each department. To this effect the company offered training to all employees and its 600 managers. All the managers were trained to use a desktop computer, which give them greater access to important material and enhanced their capacity to manage their workers efficiently (DACG, 2002). The employees were trained to manage their personal data online. After the training, employees were paid the right amount at the right time and overall performance was enhanced. This example demonstrates the importance of aligning training with the strategic objectives of an organisation (DACG, 2002).
A well planned and executed T&D programme will motivate employers and employees alike and promote improved results (Hu & Yang, 2010). Montesino (2002) suggested a positive relationship between the perceived alignment of training with the strategic direction of the organisation and the general support of employees using the newly acquired knowledge (Montesino, 2002). The trainees acknowledged a very high usage of skills gained during training in organisations that aligned their training programmes with their strategic direction.
However, trainees in organisations where there was lower alignment of training programmes with strategic direction reported low to high transfer of learning. These results suggest that employees who were able to understand the connection between training activities and organisation‘s strategic plan were able to use the knowledge acquired during training on the job more than those who did not understand that connection.
According to Daniel (2003 cited in Babaita 2010), T&D should not be seen as a superfluity that should be undertaken only when it is financially convenient to do so. This highlights the importance of embarking on long term strategic T&D planning (Maglen, Hopskin and Burke, 2001). Training develops skills and changes undesirable attitudes; organisations are reinvented to meet their new strategic goals (Babaita, 2010). While organisations commit resources to T&D interventions, these are often wasted on poorly planned and poorly implemented programmes (Bunch, 2007). Furthermore, organised T&D activities can help companies to harness all employees to increase their productivity (Aniekwu & Ozochi, 2010).
Once these issues have been addressed, the organisation needs to select an appropriate T&D method/s.