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Unit 2: Strategic Training

 Strategic Work Analysis: Analysis of the strategic tasks being performed. This is a strategic Notes
analysis of the job and the requirements for performing the work. Also known as a task
analysis or job analysis, this analysis seeks to specify the main duties and skill level
required. This helps ensure that the training which is developed will include relevant
links to the content of the job.
 Strategic Content Analysis: Strategic analysis of documents, laws, procedures used on the
job is to be done. This analysis answers questions about what knowledge or information
as well as training requirement is used on this job. This information comes from manuals,
documents, or regulations. It is important that the content of the training does not conflict
or contradict job requirements. An experienced worker can assist (as a subject matter
expert) in determining the appropriate content.

 Training suitability Analysis: Analysis of whether training is the desired solution. Training
is one of several solutions to employment problems. However, it may not always be the
best solution. It is important to determine if training will be effective in its usage.
 Cost-benefit Analysis: Analysis of the return on investment (ROI) of training. Effective
training results in a return of value to the organisation that is greater than the initial
investment to produce or administer the training.

Notes Urgency Motivation
Urgency motivation is fast picking up. Dumaine (1993) refers to this strategy as doomsday
management. Business leaders can use this strategy to radically transform a successful and
profitable company before over confidence, complacency and bloat catches up with it.
Dynamic companies do not wait for crisis to happen; they anticipate it and gear themselves
to meet any eventuality. Pepsi-Cola, for instance, has used this strategy much to its
advantage. Urgency motivation is not only a device for crisis management but as a people-
oriented HRM strategy, it is concerned with motivating and preparing them to deal with
impending crisis on account of environmental changes. It calls for an egalitarian
environment in which social status barriers are broken by restructuring organisational
relationships. Urgency motivation, therefore, may be asked as a viable option to optimise
HR utilisation.

2.3.2 Redefining HR Role

Deliberate attempts have been made to market HRD to the top management, line managers and
employees who are the real customers. According to Marshal Goldsmith, the task of retraining
essential high performance in the turbulent times becomes more complicated by five additional
trends:
(i) Reduced status of working for a major corporation
(ii) Frequency lack of connection between pay and contribution

(iii) Decline in opportunities for promotion
(iv) Increase in work load and decline in support staff
(v) Rise in the influence of the knowledge worker.
In view of the above, HR has to evolve a long-term retention strategy. There will be a need to
clearly identify, develop, involve and recognise key people. Articles published by International
Management Consultants indicate variation in approaches but a shared mindset or paradigm.

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