This document provides an overview of various strategic planning concepts and frameworks. It discusses definitions of strategy, types of strategic decisions, frameworks for developing strategies in different areas like human resources, employee engagement, mobile learning, and diversity. It also covers analyzing external factors through PESTLE analysis and internal factors through SWOT analysis. Additionally, it discusses approaches for creating time for strategy, common myths around strategy execution, and exit strategies for family firms. The document aims to equip readers with knowledge on developing and implementing effective strategies.

1. All you need to know about strategy
by Toronto Training and HR
August 2015

2. CONTENTS
3-4 Introduction
5-7 Definition
8-10 Types of strategic decisions
11-12 A framework for strategy
13-14 What does a typical human resources strategy contain?
15-17 Creating an effective employee engagement strategy
18-19 Developing a mobile learning strategy
20-22 Implementing a diversity and inclusion strategy
23-24 Forging a sustainable social learning strategy
25-27 Recruitment and retention strategies
28-29 Retention strategies in India
30-32 PESTLE
33-36 SWOT
35-36 Initiatives to increase levels of employee engagement
37-39 Approaches to create space and time for strategy
40-41 Types of corporate control
42-43 Myths around executing strategy
44-46 Comfort traps with strategic planning
47-48 Exit strategies for family firms
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definition

6. Definition 1 of 2
• STRATEGY
Fayol
• Marketing, sales and
communications
• Financial management
• Service delivery,
production and
manufacturing
• Risk
• R&D and technology
• Organization
managementPage 6

7. Definition 2 of 2
Drucker
• Business
definition/mandate
• Growth
Page 7

8. Page 8
Types of strategic
decisions

9. Types of
strategic
decisions 1 of 2
• Making routine choices
and judgments
• Influencing outcomes
• Placing competitive
bets
• Managing for strategic
success
Page 9

10. Types of
strategic
decisions 2 of 2
• Strategic
• Non-strategic
• Tactical
• Operational
Page 10

11. Page 11
A framework for strategy

12. A framework
for strategy
• Degree of commitment
• Scope of the organization
Page 12

13. Page 13
What does a typical
human resources strategy
contain?

14. What does a
typical human
resources
strategy
contain?
• Strategic goals
• Context
• Strategic vision
• Supporting key
strategies
• Human Resources
focus
• Budget
Page 14

15. Page 15
Creating an effective
employee engagement
strategy

16. Creating an
effective
employee
engagement
strategy 1 of 2
Components
• How the strategy will
be communicated
• How action areas will
be identified
• What measurable
outcomes will be
used to evaluate
progress
• What specific actions
will be taken to
address the survey
results
Page 16

17. Creating an
effective
employee
engagement
strategy 2 of 2
Components (cont.)
• How the
engagement
strategy will be
sustained over time
Page 17

18. Page 18
Developing a mobile
learning strategy

19. Developing a
mobile learning
strategy
• What does mobile
mean?
• What problem are
you trying to solve?
• What devices will
you support?
• Do you have the
necessary
organizational
support?
• How does mobile fit
into your existing
learning strategy?
Page 19

20. Page 20
Implementing a diversity
and inclusion strategy

21. Implementing a
diversity and
inclusion
strategy 1 of 2
• Shared purpose and
vision
• Active and visible
leadership
• Accountable local
sponsorship and
leadership
• A comprehensive
and systematic
approach
• Effective program
planning and
implementation
Page 21

22. Implementing a
diversity and
inclusion
strategy 2 of 2
• Communication
• Involve everyone in
learning &
development
Page 22

23. Page 23
Forging a sustainable
social learning strategy

24. Forging a
sustainable
social
learning
strategy
• Provide structure that
focuses on learning
• Move beyond formal
learning
• Connect learning with
real-time work issues
• Adjust corporate cultures
and attitudes
Page 24

25. Page 25
Recruitment and retention
strategies

26. Recruitment
and retention
strategies
1 of 2
• Practice learning is
linked with recruitment
and retention of
employees
• Multilevel approach is
crucial for the success of
recruitment and
retention of employees
• A well-defined
recruitment policy as a
foundation
Page 26

27. Recruitment
and retention
strategies
2 of 2
• Corporate goals-the base
of strategic recruitment
and retention of
employees
• Career management and
proper HRM/HRD
• A realistic job preview
(RJP)
• Online recruitment
Page 27

28. Page 28
Retention strategies in
India

29. Retention
strategies in
India
• Survey findings
The future
• Enlarging the talent pool
• Nuanced approach of
responding to the needs of
employees
• Addressing different
psychological makeup of
younger generations of
employees
• Building favourable internal
conditions for retention
Page 29

30. Page 30
PESTLE

31. PESTLE 1 of 2 • Political
• Economic
• Sociological
• Technological
• Legal
• Environmental
Page 31

32. PESTLE 2 of 2 • Steps to take
• Dos and don’ts
• Advantages and
disadvantages
Page 32

33. Page 33
SWOT

34. SWOT 1 of 3 • Strengths
• Weaknesses
• Opportunities
• Threats
Page 34

35. SWOT 2 of 3 • Internal and
external factors
• Positive and
negative factors
• The SWOT
process
• Dos and don’ts
• What can a
SWOT analysis
be used for ?
• Advantages and
disadvantages
Page 35

36. SWOT 3 of 3 Case study
• Strategy for
Ontario’s food
and beverage
processing
industry
Page 36

37. Page 37
Approaches to create space
and time for strategy

38. Approaches to
create space
and time for
strategy 1 of 2
• Mindfulness practices
• Creating ‘strategic
breathing space’ slots in
the diary
• Defining habits and
reminders for particular
triggers
• Defining habits and
reminders for particular
triggers
• Reading the strategic
wind
Page 38

39. Approaches to
create space
and time for
strategy 2 of 2
• Learning to really listen,
to the meaning rather
than just the words
Page 39

40. Page 40
Types of corporate control

41. Types of
corporate
control
• Goal setting
• Extrinsic
incentives
• Negative
incentives
• Decision process
control
• Conflict resolution
• Strategy
imposition
Page 41

42. Page 42
Myths around executing
strategy

43. Myths around
executing
strategy
• Execution equals
alignment
• Execution means
sticking to the plan
• Communication
equals understanding
• A performance culture
drives execution
• Execution should be
driven from the top
Page 43

44. Page 44
Comfort traps with
strategic planning

45. Comfort traps
with strategic
planning
1 of 2
• Strategic planning
• Cost-based thinking
• Self-referential
strategy frameworks
Page 45

46. Comfort traps
with strategic
planning
2 of 2
Escaping the traps
• Keep the strategy
statement simple
• Recognize that
strategy is not about
perfection
• Make the logic explicit
Page 46

47. Page 47
Exit strategies for family
firms

48. Exit strategies
for family firms
• Stewardship
• Financial
reward
• Cessation
based
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions