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Strategy and Human Resource Development Chapter 16 Schools of Strategic Thinking HRD, Expertise, and Strategy The influence of HRD on strategic planning is moving from being exclusively in a role supportive of business strategy to becoming a major force in the shaping of business strategy. Two factors that have influenced the evolution of HRD toward a more active role as a key determinant of business strategy are: (1) the centrality of information technology to business success and (2) the sustainable competitive advantage offered by workforce expertise. HRD as a Shaper of Strategy Strategic initiatives based on employee expertise are briefly illustrated in successful manufacturing and service organizations where they have become firmly established The business planning and relocation strategies of multinational corporations are examined. These strategies are increasingly based on the availability of a competent workforce and reflect changing patterns of workforce skill development at the global level. HRD as a Shaper of Strategy HRD that is truly of strategic value to an organization has three important attributes: It is rooted in needs and outcomes that are performance based It has earned credibility and respect among key stakeholders by demonstrating its strategic capability Its role as shaper of strategy arises as organizational leaders acknowledge the importance of strategy’s emergent properties, for only emergent strategy can be actively shaped by influential forces such as HRD. Strategic Role 1: Performance-Based HRD HRD must contribute directly to important business goals and must be based on key business performance requirements (Swanson 2009) Strategic Role 2: Demonstrating the Strategic Capability of HRD Must Demonstrate genuine strategic Capability HRD demonstrates its strategic capability as it adds two important dimensions to the organization’s business-planning process: 1) HRD provides education and learning in the concepts and methods of strategic planning and systems thinking to those responsible for setting the strategic direction for the organization; and (2) the HRD function itself plays and active role in strategic planning through direct participation of HRD professionals in the business planning process. Strategic Role 2: Demonstrating the Strategic Capability of HRD Education and Training in Strategic Planning Active Participation in Strategic Planning Strategic Role 3: Emergent Strategy and HRD Strategy is a dynamic phenomenon that necessarily unfolds over a period of time in a business environment that is inherently unstable (Swanson 2009) The benefits of developing and using employee expertise to capitalize on evolving business opportunities can only be fully realized if strategy is treated as both a deliberate and emergent phenomenon. Scenario Planning “ a tool for ordering one’s perceptions about the future environments in which decisions might be played out” (Swanson 2009) Interviews Wo.

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Strategy and Human Resource Development Chapter 16 Schools of Strategic Thinking HRD, Expertise, and Strategy The influence of HRD on strategic planning is moving from being exclusively in a role supportive of business strategy to becoming a major force in the shaping of business strategy. Two factors that have influenced the evolution of HRD toward a more active role as a key determinant of business strategy are: (1) the centrality of information technology to business success and (2) the sustainable competitive advantage offered by workforce expertise. HRD as a Shaper of Strategy Strategic initiatives based on employee expertise are briefly illustrated in successful manufacturing and service organizations where they have become firmly established The business planning and relocation strategies of multinational corporations are examined. These strategies are increasingly based on the availability of a competent workforce and reflect changing patterns of workforce skill development at the global level. HRD as a Shaper of Strategy
HRD that is truly of strategic value to an organization has three important attributes: It is rooted in needs and outcomes that are performance based It has earned credibility and respect among key stakeholders by demonstrating its strategic capability Its role as shaper of strategy arises as organizational leaders acknowledge the importance of strategy’s emergent properties, for only emergent strategy can be actively shaped by influential forces such as HRD. Strategic Role 1: Performance-Based HRD HRD must contribute directly to important business goals and must be based on key business performance requirements (Swanson 2009) Strategic Role 2: Demonstrating the Strategic Capability of HRD Must Demonstrate genuine strategic Capability HRD demonstrates its strategic capability as it adds two important dimensions to the organization’s business-planning process: 1) HRD provides education and learning in the concepts and methods of strategic planning and systems thinking to those responsible for setting the strategic direction for the organization; and (2) the HRD function itself plays and active role in strategic planning through direct participation of HRD professionals in the business planning process. Strategic Role 2: Demonstrating the Strategic Capability of HRD Education and Training in Strategic Planning Active Participation in Strategic Planning
Strategic Role 3: Emergent Strategy and HRD Strategy is a dynamic phenomenon that necessarily unfolds over a period of time in a business environment that is inherently unstable (Swanson 2009) The benefits of developing and using employee expertise to capitalize on evolving business opportunities can only be fully realized if strategy is treated as both a deliberate and emergent phenomenon. Scenario Planning “ a tool for ordering one’s perceptions about the future environments in which decisions might be played out” (Swanson 2009) Interviews Workshops Creating the Scenario Stories Using scenarios to Examine Strategy Advanced Scenario Planning; Theory and Practice Strategic Planning: Refers to the business planning and systems thinking required of those responsible for setting the strategic direction for the organization. Contributions of HRD to Strategic Organizational Planning The Strategic Agenda Facing the HRD Profession
Performance-Based Strategic Capability Emergent Strategy Accountability in Human Resource Development Chapter 17 The Four-Level Kirkpatrick Model New Approaches to Program Evaluation Performance Results: System Financial Learning Results Expertise Knowledge Perception Results Stakeholders Metrics Approach to Accountability ASTD Approach Financial Approach Intellectual Capital Approach Intellectual Capital Five Key Development Metrics
Metrics Development Quality Capacity to meet needs Customer Satisfaction Formal Employee Development Human Capital Development Human Resource Development Policy and Planning Chapter 18 HRD adds value in helping its host organization do its work through development efforts. Policy Analysis and Planning For HRD A Policy is a deliberate plan or course of action to guide decisions for achieving certain rational outcomes (Swanson 2009) Policies have critical influence on strategies of any economic entity. Comparative Framework
Understand and analyze any economic entity from a comparative view. Workforce Planning Models Blueprint Model for Workforce Planning Reference: Swanson, R. A., & Holton III, E. F. (2009). Foundations of human resource development (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc. Strategy and Human Resource Development Chapter 16 Schools of Strategic Thinking HRD, Expertise, and Strategy The influence of HRD on strategic planning is moving from being exclusively in a role supportive of business strategy to becoming a major force in the shaping of business strategy. Two factors that have influenced the evolution of HRD toward a
more active role as a key determinant of business strategy are: (1) the centrality of information technology to business success and (2) the sustainable competitive advantage offered by workforce expertise. HRD as a Shaper of Strategy Strategic initiatives based on employee expertise are briefly illustrated in successful manufacturing and service organizations where they have become firmly established The business planning and relocation strategies of multinational corporations are examined. These strategies are increasingly based on the availability of a competent workforce and reflect changing patterns of workforce skill development at the global level. HRD as a Shaper of Strategy HRD that is truly of strategic value to an organization has three important attributes: It is rooted in needs and outcomes that are performance based It has earned credibility and respect among key stakeholders by demonstrating its strategic capability Its role as shaper of strategy arises as organizational leaders acknowledge the importance of strategy’s emergent properties, for only emergent strategy can be actively shaped by influential forces such as HRD. Strategic Role 1: Performance-Based HRD HRD must contribute directly to important business goals and must be based on key business performance requirements (Swanson 2009) Strategic Role 2: Demonstrating the Strategic Capability of
HRD Must Demonstrate genuine strategic Capability HRD demonstrates its strategic capability as it adds two important dimensions to the organization’s business-planning process: 1) HRD provides education and learning in the concepts and methods of strategic planning and systems thinking to those responsible for setting the strategic direction for the organization; and (2) the HRD function itself plays and active role in strategic planning through direct participation of HRD professionals in the business planning process. Strategic Role 2: Demonstrating the Strategic Capability of HRD Education and Training in Strategic Planning Active Participation in Strategic Planning Strategic Role 3: Emergent Strategy and HRD Strategy is a dynamic phenomenon that necessarily unfolds over a period of time in a business environment that is inherently unstable (Swanson 2009) The benefits of developing and using employee expertise to capitalize on evolving business opportunities can only be fully realized if strategy is treated as both a deliberate and emergent phenomenon. Scenario Planning “ a tool for ordering one’s perceptions about the future environments in which decisions might be played out” (Swanson 2009) Interviews Workshops
Creating the Scenario Stories Using scenarios to Examine Strategy Advanced Scenario Planning; Theory and Practice Strategic Planning: Refers to the business planning and systems thinking required of those responsible for setting the strategic direction for the organization. Contributions of HRD to Strategic Organizational Planning The Strategic Agenda Facing the HRD Profession Performance-Based Strategic Capability Emergent Strategy Accountability in Human Resource Development Chapter 17 The Four-Level Kirkpatrick Model New Approaches to Program Evaluation Performance Results: System Financial Learning Results
Expertise Knowledge Perception Results Stakeholders Metrics Approach to Accountability ASTD Approach Financial Approach Intellectual Capital Approach Intellectual Capital Five Key Development Metrics Metrics Development Quality Capacity to meet needs Customer Satisfaction Formal Employee Development Human Capital Development
Human Resource Development Policy and Planning Chapter 18 HRD adds value in helping its host organization do its work through development efforts. Policy Analysis and Planning For HRD A Policy is a deliberate plan or course of action to guide decisions for achieving certain rational outcomes (Swanson 2009) Policies have critical influence on strategies of any economic entity. Comparative Framework Understand and analyze any economic entity from a comparative view. Workforce Planning Models Blueprint Model for Workforce Planning Reference: Swanson, R. A., & Holton III, E. F. (2009). Foundations of human resource development (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc.
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PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
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  • 1. Strategy and Human Resource Development Chapter 16 Schools of Strategic Thinking HRD, Expertise, and Strategy The influence of HRD on strategic planning is moving from being exclusively in a role supportive of business strategy to becoming a major force in the shaping of business strategy. Two factors that have influenced the evolution of HRD toward a more active role as a key determinant of business strategy are: (1) the centrality of information technology to business success and (2) the sustainable competitive advantage offered by workforce expertise. HRD as a Shaper of Strategy Strategic initiatives based on employee expertise are briefly illustrated in successful manufacturing and service organizations where they have become firmly established The business planning and relocation strategies of multinational corporations are examined. These strategies are increasingly based on the availability of a competent workforce and reflect changing patterns of workforce skill development at the global level. HRD as a Shaper of Strategy
  • 2. HRD that is truly of strategic value to an organization has three important attributes: It is rooted in needs and outcomes that are performance based It has earned credibility and respect among key stakeholders by demonstrating its strategic capability Its role as shaper of strategy arises as organizational leaders acknowledge the importance of strategy’s emergent properties, for only emergent strategy can be actively shaped by influential forces such as HRD. Strategic Role 1: Performance-Based HRD HRD must contribute directly to important business goals and must be based on key business performance requirements (Swanson 2009) Strategic Role 2: Demonstrating the Strategic Capability of HRD Must Demonstrate genuine strategic Capability HRD demonstrates its strategic capability as it adds two important dimensions to the organization’s business-planning process: 1) HRD provides education and learning in the concepts and methods of strategic planning and systems thinking to those responsible for setting the strategic direction for the organization; and (2) the HRD function itself plays and active role in strategic planning through direct participation of HRD professionals in the business planning process. Strategic Role 2: Demonstrating the Strategic Capability of HRD Education and Training in Strategic Planning Active Participation in Strategic Planning
  • 3. Strategic Role 3: Emergent Strategy and HRD Strategy is a dynamic phenomenon that necessarily unfolds over a period of time in a business environment that is inherently unstable (Swanson 2009) The benefits of developing and using employee expertise to capitalize on evolving business opportunities can only be fully realized if strategy is treated as both a deliberate and emergent phenomenon. Scenario Planning “ a tool for ordering one’s perceptions about the future environments in which decisions might be played out” (Swanson 2009) Interviews Workshops Creating the Scenario Stories Using scenarios to Examine Strategy Advanced Scenario Planning; Theory and Practice Strategic Planning: Refers to the business planning and systems thinking required of those responsible for setting the strategic direction for the organization. Contributions of HRD to Strategic Organizational Planning The Strategic Agenda Facing the HRD Profession
  • 4. Performance-Based Strategic Capability Emergent Strategy Accountability in Human Resource Development Chapter 17 The Four-Level Kirkpatrick Model New Approaches to Program Evaluation Performance Results: System Financial Learning Results Expertise Knowledge Perception Results Stakeholders Metrics Approach to Accountability ASTD Approach Financial Approach Intellectual Capital Approach Intellectual Capital Five Key Development Metrics
  • 5. Metrics Development Quality Capacity to meet needs Customer Satisfaction Formal Employee Development Human Capital Development Human Resource Development Policy and Planning Chapter 18 HRD adds value in helping its host organization do its work through development efforts. Policy Analysis and Planning For HRD A Policy is a deliberate plan or course of action to guide decisions for achieving certain rational outcomes (Swanson 2009) Policies have critical influence on strategies of any economic entity. Comparative Framework
  • 6. Understand and analyze any economic entity from a comparative view. Workforce Planning Models Blueprint Model for Workforce Planning Reference: Swanson, R. A., & Holton III, E. F. (2009). Foundations of human resource development (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc. Strategy and Human Resource Development Chapter 16 Schools of Strategic Thinking HRD, Expertise, and Strategy The influence of HRD on strategic planning is moving from being exclusively in a role supportive of business strategy to becoming a major force in the shaping of business strategy. Two factors that have influenced the evolution of HRD toward a
  • 7. more active role as a key determinant of business strategy are: (1) the centrality of information technology to business success and (2) the sustainable competitive advantage offered by workforce expertise. HRD as a Shaper of Strategy Strategic initiatives based on employee expertise are briefly illustrated in successful manufacturing and service organizations where they have become firmly established The business planning and relocation strategies of multinational corporations are examined. These strategies are increasingly based on the availability of a competent workforce and reflect changing patterns of workforce skill development at the global level. HRD as a Shaper of Strategy HRD that is truly of strategic value to an organization has three important attributes: It is rooted in needs and outcomes that are performance based It has earned credibility and respect among key stakeholders by demonstrating its strategic capability Its role as shaper of strategy arises as organizational leaders acknowledge the importance of strategy’s emergent properties, for only emergent strategy can be actively shaped by influential forces such as HRD. Strategic Role 1: Performance-Based HRD HRD must contribute directly to important business goals and must be based on key business performance requirements (Swanson 2009) Strategic Role 2: Demonstrating the Strategic Capability of
  • 8. HRD Must Demonstrate genuine strategic Capability HRD demonstrates its strategic capability as it adds two important dimensions to the organization’s business-planning process: 1) HRD provides education and learning in the concepts and methods of strategic planning and systems thinking to those responsible for setting the strategic direction for the organization; and (2) the HRD function itself plays and active role in strategic planning through direct participation of HRD professionals in the business planning process. Strategic Role 2: Demonstrating the Strategic Capability of HRD Education and Training in Strategic Planning Active Participation in Strategic Planning Strategic Role 3: Emergent Strategy and HRD Strategy is a dynamic phenomenon that necessarily unfolds over a period of time in a business environment that is inherently unstable (Swanson 2009) The benefits of developing and using employee expertise to capitalize on evolving business opportunities can only be fully realized if strategy is treated as both a deliberate and emergent phenomenon. Scenario Planning “ a tool for ordering one’s perceptions about the future environments in which decisions might be played out” (Swanson 2009) Interviews Workshops
  • 9. Creating the Scenario Stories Using scenarios to Examine Strategy Advanced Scenario Planning; Theory and Practice Strategic Planning: Refers to the business planning and systems thinking required of those responsible for setting the strategic direction for the organization. Contributions of HRD to Strategic Organizational Planning The Strategic Agenda Facing the HRD Profession Performance-Based Strategic Capability Emergent Strategy Accountability in Human Resource Development Chapter 17 The Four-Level Kirkpatrick Model New Approaches to Program Evaluation Performance Results: System Financial Learning Results
  • 10. Expertise Knowledge Perception Results Stakeholders Metrics Approach to Accountability ASTD Approach Financial Approach Intellectual Capital Approach Intellectual Capital Five Key Development Metrics Metrics Development Quality Capacity to meet needs Customer Satisfaction Formal Employee Development Human Capital Development
  • 11. Human Resource Development Policy and Planning Chapter 18 HRD adds value in helping its host organization do its work through development efforts. Policy Analysis and Planning For HRD A Policy is a deliberate plan or course of action to guide decisions for achieving certain rational outcomes (Swanson 2009) Policies have critical influence on strategies of any economic entity. Comparative Framework Understand and analyze any economic entity from a comparative view. Workforce Planning Models Blueprint Model for Workforce Planning Reference: Swanson, R. A., & Holton III, E. F. (2009). Foundations of human resource development (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc.
  • 12. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
  • 13. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
  • 14. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
  • 15. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
  • 16. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal,
  • 17. private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or
  • 18. transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
  • 19. publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
  • 20. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.