Strategic training and development
The strategic training and development is a four-phased process. It usually starts with the identification of the business strategy. According to Horwitz (2009), there are three things that define this particular phase. These include the mission, vision, and the values. The mission defines the reason for the existence of the organization under question. On its part, the vision states the picture of the future of the organization. On the other hand, values reveal what the organization stands for. According to Horwitz (2009), in order to define these three elements, making consultation with all the relevant stakeholders and constituents, who include partners and competitors within both the internal and the external environments, is necessary.
The second phase involves the development of action plans, which are likely to lead towards the attainment of the vision established in the first step. While the vision defined in the first phase states where the business is headed, the second phase clarifies on the manner in which it will get there. This is especially by outlining the strategies, which will be implemented, in order to achieve the desired organizational goals and objectives. Such strategies include capturing and sharing knowledge, accelerating the pace at which the employees learn, improving the customer service, and diversifying the learning portfolio (Noe & Winkler, 2012).
The third step is defining the training and development activities. Such activities allow for the attainment of the previously described steps. Some of these activities include increasing access to training program, and developing websites for sharing knowledge, among others (Noe & Winkler, 2012).
The last step is the evaluation of accomplishments. At the core of this phase is to establish how well the business is doing with regard to the achievement of the identified strategic plan. To do this, the performance measures of success are identified. As such, measures of assessing how the business is doing and how the organization will know when the set goals have been met are defined. Among these metrics include performance improvement, learning, employees’ satisfaction, reduced customer complaints, as well as, reduced turnover (Noe & Winkler, 2012).
In his study, Horwitz (2009) described the way in which strategic training and development process usually supports the overall strategy of an organization. The overall organizational strategy usually envisions the future of a given organization. To achieve this strategy, a set of processes are required. One of the core processes is the strategic training and development process. According to Horwitz (2009), the process is essential as it focuses on developing and improving the quality of the employees based on specific organizational goals. As a result of strategic training and development, it follows that the productivity of the employees is improved, the rate of employee turnover is reduced significantly, and the level of efficiency is increased. In this regard, the process plays a key role in helping an organization realize the set organizational goals and objectives. In the absence of the process, it means that an organization would not be in a position to achieve its strategic purpose. For instance, the quality of the employees would stagnate, or even decline and this would not help the organization’s course (Noe & Winkler, 2012). However, by training and developing talent, the ability of an organization to realize the long-term target is enhanced. In the light of this, it is clear that strategic training and development process plays an essential supportive role towards realizing the overall strategic organizational goal.