Strategic Training

Dr. Sania Zahra Malik

 Functions of
Human Resource Management
 Human resource planning

 Staffing strategies

 Performance management

 Compensation and benefits

 Recruitment and selection

 Career management
 Functions of
Human Resource Management

 Human resource planning is the identification,

analysis, forecasting, and planning of changes needed
in the human resource area to help the company
meet changing business conditions.

 Staffing strategy is defined as the company's

decisions regarding where to find employees, how to
select them, and the desired mix of employee skills
and statuses.
 Typology of Career Systems
By Sonenfeld and Peiperl
Academy of Management review, 1988

Staffing policy as a strategic response:

A Typology of career systems
ASSIGNMENT FLOW
ASSIGNMENT FLOW
 Club
 Entry
 Early career
 Emphasis on reliability
 Exit
 Low turnover
 Retirement
 Development
 As generalists
 Slow paths
 Required steps
 Emphasis on commitment
 Academy

 Exit
 Low Turnover
 Retirement
 Dismissal for poor performance
 Development
 Individual talent is explored, sponsored and developed
 Elaborate career paths and defined career ladders
 Training designed on individual basis
 Training designed to improve individual skills
 Baseball

 Entry
 Look for talent at any point of the career stage
 Takes place on credentials and expertise
 Exit
 High turnover
 Cross employer career paths
 Development
 Not very much emphasized
 Training given on for current needs
 Fortress

 Entry
 Passive recruitment
 Selective turnaround recruitment
 Exit
 High
 Development
 To train and develop the core talent
 Implications of Business Strategy for Training
Concentration
Emphasis How Achieved Key Issues Training Implications

• Increased •Improve •Skill currency •Team building

market share product quality
•Cross training
•Reduced •Improve
operating productivity or •Specialized
costs innovate programs
technical
•Market niche processes •On-the-job
created or training
Maintained •Customize
products or
services
 Implications of Business Strategy for Training
External Growth
Emphasis How Achieved Key Issues Training Implications

•Vertical •Acquire firms •Redundancy •Determination of

integration operating at same capabilities of
stage in product •Integration employees in
• Horizontal market chain (new acquired firms
Integration market access) •Restructuring
•Integration of
•Concentric •Acquire business training systems
diversification that can supply or
buy products •Methods and
procedures of
combined firms

•Team building

•Development of
shared culture
 Implications of Business Strategy for Training
Internal Growth
Emphasis How Achieved Key Issues Training Implications

•Market • Market existing •Innovation • High-quality

Development products/add Communication of
distribution channels •Creation of new product value
•Product jobs and skills • Cultural training
• Expand global
Development •Technical
market
competence in
•Innovation •Modify existing jobs
products • Filling up of
management
•Create new or position
different products

•Expand through
joint ownership
 Implications of Business Strategy for Training
Retrenchment
Emphasis How Achieved Key Issues Training Implications

•Retrenchment •Reduce costs •Efficiency •Stress

management
•Turnaround •Reduce assets
•Cross training
•Divestiture •Generate
revenue •Leadership
•Liquidation training