Organizational Analysis: Does Training Support a Company's Strategic Direction?
Needs Assessment
By RA Noe
ORGANIZATIONAL ANALYSIS
Organizational analysis involves identifying whether training supports the company’s strategic direction; whether managers, peers, and employees support training activity; and what training resources are available. Table 3.3 provides questions that trainers should answer in an organizational analysis. Some combination of documentation, interviews, or focus groups of managers and individuals in the training function should be used to answer these questions.
The strategic role of training influences the frequency and type of training and how the training function is organized in the company. In companies in which training is expected to contribute to the achievement of business strategies and goals, the amount of money allocated to training and the frequency of training will likely be higher than in companies in which training is done haphazardly or with no strategic intent in mind. For example, companies that believe learning contributes to their competitive advantage or that have adopted high-performance work systems (e.g., teams) are likely to have greater training budgets and conduct more training. The business strategy also influences the type of training. Companies that have adopted a disinvestment strategy are more likely to focus on Outplacement assistance and job search skills training than are companies with other strategic initiatives. Last, the greater the strategic role of training, the more likely the company will organize the training function using the business-embedded or Corporate University Model. Both these models emphasize that training is used to help solve business problems.
Support of Managers, Peers, and Employees for Training Activities
A number of studies have found that peer and manager support for training is critical, along with employee enthusiasm and motivation to attend training. The key factors for success are a positive attitude among peers, managers, and employees about
By RA Noe
ORGANIZATIONAL ANALYSIS
Organizational analysis involves identifying whether training supports the company’s strategic direction; whether managers, peers, and employees support training activity; and what training resources are available. Table 3.3 provides questions that trainers should answer in an organizational analysis. Some combination of documentation, interviews, or focus groups of managers and individuals in the training function should be used to answer these questions.
The strategic role of training influences the frequency and type of training and how the training function is organized in the company. In companies in which training is expected to contribute to the achievement of business strategies and goals, the amount of money allocated to training and the frequency of training will likely be higher than in companies in which training is done haphazardly or with no strategic intent in mind. For example, companies that believe learning contributes to their competitive advantage or that have adopted high-performance work systems (e.g., teams) are likely to have greater training budgets and conduct more training. The business strategy also influences the type of training. Companies that have adopted a disinvestment strategy are more likely to focus on Outplacement assistance and job search skills training than are companies with other strategic initiatives. Last, the greater the strategic role of training, the more likely the company will organize the training function using the business-embedded or Corporate University Model. Both these models emphasize that training is used to help solve business problems.
Support of Managers, Peers, and Employees for Training Activities
A number of studies have found that peer and manager support for training is critical, along with employee enthusiasm and motivation to attend training. The key factors for success are a positive attitude among peers, managers, and employees about