Creating a Strategy (3) – Aligned and Fit for Purpose

If Part 2 was the engine room, Part 3 is all about the different lubricants to keep the engine performing. Engine oils and other lubricants are constantly being improved. If your engine can be improved by using these improved lubricants, you should use them. Whilst I am a dvocating a 5-year strategy to give stability and focus to the vision, I also advocate constantly reviewing it to make sure it’s relevant.

Sections 6 – 9 in this post need to be revisited and amended at least annually. It’s a case of carrying out your MOT – Maximising Our Training.

If you are managing a Learning and Development unit, I’m guessing that you have a finite budget? I’m also reasonably confident that you will have more requests than you can meet with this finite budget?  In which case, you need to maximise those resources.

To deliverer optimum value from your budget, you need a process or processes to ensure that:

  1. only those who really need the learning interventions get them,
  2. where a course is involved, it is run at maximum occupancy, and
  3. those who undertake such interventions have demonstrated that they have the new skills once they return to the workplace.

Section 6 – Organisational Needs Analysis

Based on my previous arguments around whether this Strategy should be a ‘Training’ or ‘Performance Improvement’ Strategy, it should come as no surprise that I advocate a Performance Needs Analysis (PNA) as opposed to a Training Needs Analysis (TNA). Very different entities. I have previously discussed a model for an effective PNA, and this section should summarise the process your organisation will use in relation to assessing its performance needs.

Section 7 – Prioritisation of Needs

Then comes the thorny issue of deciding which, and how many, of the needs you can address. My experience is that the organisation likes the L & D function to undertake this activity. My advice would be not to! The client side is responsible for prioritisation, the L & D side is responsible to effective delivery. If you have a finite budget and some needs cannot be met, who gets the (thorny) stick if L & D have undertaken the prioritisation? Yes, you do!

You should suggest an objective prioritisation process, and work with the client side to ensure that it happens, but not undertake it.

Section 8 – Addressing Needs

This is about getting the right people into the position for the correct needs to be met, and then checking that they have in fact been met. Key aspects of this process should be:

  • The person requiring the performance need (or their manager) giving a clear explanation of the need.
  • The manager explaining why they cannot address this matter locally (through coaching, shadowing, etc.).
  • The manager showing clearly how by addressing this performance need, organisational performance will be improved.
  • Agreement from local senior management that this is a valid need.
  • The delegate creating an action plan at the conclusion of the intervention.
  • Within three months of the end of the intervention, sign off by the line manager that the person’s need has been met – and they can now do what they couldn’t do before.
  • Or re-submission of the need for a further intervention if the manager cannot give this sign off.

This can all be included in one process, and if you would like to see how, please let me know and I will send you further information.

By undertaking Sections 6 – 8, you will ensure that relevant needs at
organisational, team and individual levels are included.

Section 9 – Collaboration

In the past few years the world has seen the formation of a number of strategic alliances between passenger airlines. If you buy a car, there are many makes, but in reality there are only three or four producers in the world with each make falling under one of the larger umbrellas.

Who could you collaborate with to save on design time and maximise places on courses by sharing capabilities? Running programmes more regularly will benefit your organisation, it is easier to fill events to capacity with a larger pool of potential delegates and people will learn different ideas and skills from other organisations. If this works for you, you should include you organisations approach to collaboration within this section.

Section 10 – Design, Delivery and Evaluation

I would advocate a separate Design, Delivery and Evaluation Strategy – and for some organisations it will make more sense to have three separate Strategies covering each of these aspects. This section should make reference to their existence and where they can be located.

Section 11 – Sector / Organisation specific considerations

It may be that your organisation needs one or more specific sections – this is where to add them. An example could be a section on Diversity and Equality, where you might include:

  • A statement of commitment to diversity and equality.
  • The reasons for addressing this aspect separately.
  • How diversity training will be included in programmes.

Section 12 – Monitoring

For some of us, perhaps getting a strategy up and running has been a challenge, and now it is done it can be put to one side and other matters can be focussed on. If that’s the case, what was the point in doing it? If it is mapping out a course we see as being the right direction, we need to keep making sure that we are on track. It needs refreshing and renewing.

This is a short section to write, covering:

  • Who (or what meeting) will monitor activity against the Standards of Performance in Section 4?
  • How often will performance be reported on (quarterly suggested) and who to?
  • Who will review this Strategy?
  • How often will it be reviewed and updated (at least annually)?
  • Who (or what meeting) will the updated Strategy be presented to?

It takes longer to undertake. It entails considering and documenting:

  • If the organisation’s Statement of Values has changed, this document needs to reflect it (Section 1)
  • Have the strategic objectives changed, and so need updating? (Section 2)
  • Do the Guiding Principles require updating? (Section 3)
  • Bearing in mind the above amendments, do you need amended Performance Standards? If not, do the measurements of success need updating due to the current levels of performance? (Section 4)
  • Do the responsibilities need updating? (Section 5)
  • Sections 6 – 8 then need amending in light of all the above information.
  • Is there anyone else we could collaborate with to deliver a more effective service for the organisation? (Section 9)

And that’s it – Training for Performance Improvement (TPI) Strategy successfully completed!

Paul

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