{"id":343,"date":"2012-05-10T09:40:39","date_gmt":"2012-05-10T09:40:39","guid":{"rendered":"https:\/\/breathe-pod.org.uk\/blog\/?p=343"},"modified":"2021-06-09T09:40:54","modified_gmt":"2021-06-09T09:40:54","slug":"creating-a-strategy-3-aligned-and-fit-for-purpose","status":"publish","type":"post","link":"https:\/\/breathe-pod.org.uk\/blog\/index.php\/2012\/05\/10\/creating-a-strategy-3-aligned-and-fit-for-purpose\/","title":{"rendered":"Creating a Strategy (3) \u2013 Aligned and Fit for Purpose"},"content":{"rendered":"\n

If Part 2 was the engine room<\/a>, 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\u2019s relevant.<\/p>\n\n\n\n

Sections 6 \u2013 9 in this post need to be revisited and amended at least annually. It\u2019s a case of carrying out your MOT \u2013 Maximising Our Training.<\/p>\n\n\n\n

If you are managing a Learning and Development unit, I\u2019m guessing that you have a finite budget? I\u2019m 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.<\/p>\n\n\n\n

To deliverer optimum value from your budget, you need a process or processes to ensure that:<\/p>\n\n\n\n

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

    Section 6 \u2013 Organisational Needs Analysis<\/p>\n\n\n\n

    Based on my previous arguments <\/a>around whether this Strategy should be a \u2018Training\u2019 or \u2018Performance Improvement\u2019 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<\/a>, and this section should summarise the process your organisation will use in relation to assessing its performance needs.<\/p>\n\n\n\n

    Section 7 \u2013 Prioritisation of Needs<\/p>\n\n\n\n

    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!<\/p>\n\n\n\n

    You should suggest an objective prioritisation process, and work with the client side to ensure that it happens, but not undertake it.<\/p>\n\n\n\n

    Section 8 \u2013 Addressing Needs<\/p>\n\n\n\n

    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:<\/p>\n\n\n\n