Strategic Planning and SAT

West Bengal ATI

4 April 2014
Dr. Sharad Singh
Consultant, UNDP

What we propose to do during this session

Understanding Systematic Approach to Training

(SAT)

Refresh our understanding of the concept of strategic

plan, its benefits and the process of strategic planning

Familiarize with the some relevant tools and

techniques of strategic planning

Some Critical Questions

Why training
For whom

What will be the appropriate way to do it- method,

location, type, duration, frequency and incidence, etc

What will be cost- direct and indirect
What will be benefits in terms of efficiency and

effectiveness

Performanc
e
T
A
S
K

Gap

Desired level

--------------

Existing Level

Systematic Approach to Training

Identify Training
Needs

Assess
Results

Plan and Design

Training
Implement
Training

The Systematic Approach To Training - SAT

Identify Training
Needs

Assess
Results

PERFORMANCE

Implement
Training

Plan and Design

Training

Definition of Training Need Analysis

An examination of an organizations present and
expected operations and the workforce necessary to
carry them out, in order to identify the numbers and
categories of employee needing to be trained or retrained. It may also refer to the training needs of
individuals to enable them to reach the required
standard of performance in their current or future jobs.

Why TNA

Its logical- organizations work as a system

It facilitates in determining priorities
It saves valuable and scarce resources
It helps in addressing the performance issues
It helps in improving and maintaining the quality
It saves employees from the torture of irrelevant and

boring training
It restores employees faith in training and learning

Important Points of TNA

TNA should be carried out in a sincere and professional

manner by qualified people- external or internal

It should be informed by felt, observed, evident and
analyzed needs
Customers-internal and external are pertinent source of
inputs on performance gaps
Its a continuous and dynamic process
There should be forward (DoT)and backward (EoT)
linkages
Training is not the solution for all performance problems

Design of Training Course

Why Design
Systematic
Process Standardization
Uniformity In Implementation
Optimize Productivity
Taking Care of the Constraints
Plan Assessment Process

Four Ways of Learning

Imitation

Thinking

Being Told

Trial and Error

POWER OF THE SENSES

Smell 3 %
Taste 3 %
Touch 6 %
Hearing 13 %

Sight 75 %

We Remember
10 % of what we read
20 % of what we hear
30 % of what we see
50 % of what we see and hear

Evaluation of Training

EoT

For a training programme to be worthwhile,

it must result in a measurable improvement in staff
behaviour (KSA)
productivity,
quality improvement in the services and products
reduction in the public grievance, wastages and
other factors, depending on the particular requirements
of management goals.
PS: EoT in Civil Services is a complex process and
should not be carried out purely on economic
criteria.

Purpose EoT
Feedback - on the efficiency and effectiveness of

the training activities

Control - over the provision of training
Intervention- into the organizational processes

that affect training

RoI- accountability for spending the public money

Kirkpatrick's evaluation model

The four levels of Kirkpatrick's evaluation model
essentially measure:
reaction of trainees - what they thought and felt
about the training
learning - the resulting increase in knowledge or
capability
behaviour - extent of behaviour and capability
improvement and implementation/application
results - the effects on the business or environment
resulting from the trainee's performance

Some Non-conventional methods of Training

Coaching and Mentoring
E-learning
SoPs and Manuals

Strategic Planning

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Most Valuable Lesson about Planning

Strategic plans that get successfully implemented are

ones that are:

-created, understood, accepted and
committed to
- by the people who will have responsibility the of
implementing them and for working with the people
who will be impacted by the plans.

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What is Strategic Planning.

Strategic planning is a process to set priorities,

determine goals, focus energy and resources,

strengthen operations, ensure thatemployees
andother stakeholdersare working toward common
goals and assess and adjust the organization's
direction in response to a changing environment during
a specific time period.

Effective strategic planning articulates not only where an

organization is going and the actions needed to make

progress, but also how it will know if it is successful.

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What is a Strategic Plan

A strategic plan is a document used to
communicate with the stakeholders of the
organization the organizational goals, the actions
needed to achieve those goals and all of other critical
elements developed during the planning exercise.The
strategic plan is for a specific time period.

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Benefits of Strategic Planning

Defines mission, vision & values

Establishes realistic goals, objectives & strategies in the

short and medium term

Develops consensus on future direction

Builds strong teams

Provide solution to major problems

Ensures efficient and effective use of resources

Provides basis of measuring the progress

Attracts attention and interest of peripheral stakeholders

towards the business of the organization

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Attributes of a Good Strategic Plan

It should be prepared in a participatory and consultative

manner.

Uses a Systems Approach that starts with the end in mind.

Incorporate assessment-based inputs of the external and

internal environment and an understanding of customers and

stakeholders needs and expectations.

Align strategy and culture with a focus on results and the

drivers of results.

Integrate existing organization systems and align the

organization around strategy.

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Attributes of a Good Strategic Plan

Be Simple to Administer, Clear to Understand and

Direct, and Deliver Practical Benefits over the LongTerm.

SMART(ER): Specific, Measurable, Achievable, Relevant,

Time bound, ( Extendable, Rewarding)

Incorporate Learning and Feedback to promote continuous

long-term improvement.

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Strategic Content in the Strategic Plan

Human Resources
Infrastructure
Financial resources
Customers outreach
Internal Business processes
Collaborations and networking
Performance management
Governance
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Vision & Mission Statements.

Vision:Outlines what the organization wants to be

and how will it look like or be perceived. It is a longterm view and concentrates on the future. It can be
emotive and is a source of inspiration.

Mission:Defines the fundamental purpose of an

organization or an enterprise, succinctly describing

why it exists and what it does to achieve its vision. For
example, a charity might have a mission statement as
"providing jobs for the homeless and unemployed".
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Attributes of Effective Vision Statement

They should be short, clear, vivid, inspiring and

concise without using jargon, complicated words or

concepts

Effective Statements are memorable and engaging

They should be powerful and compelling
In case of ATIs, substantially, it may be same or

similar

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Some Important Tools and Techniques

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Critical Success Factor (CSF)

CSF indicates the element that is necessary for an

organization or project to achieve its mission. It is a

critical factor for ensuring the success of an organization,
e.g. a CSF for a successful IT project is user involvement.
As a common point of reference, CSFs help everyone in
the team to know exactly what's most important. This helps
in convergence of efforts and creates synergy.
CSFs are"areas of activity that should receive
constant and careful attention from management.
CSFs should not be confused with successcriteria;
those are outcomes of a project or achievements of an
organization and are defined with the objectives and may
be quantified by Key Performance Indicators.
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Situation Analysis -SWOT

The main objective of SWOT is to analyze:
- Internal strategic factors- strengths and
weaknesses attributed to the organization; and
- External factors- opportunities and threats
that are beyond control of the organization.....

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SWOT

Strength & Weaknesses- organizational

structure, system and processes, human

resources, financial resources, performance,
outreach and public image
Opportunities- external resources, scope of
expansion of activities, international interest and
reforms-development opportunities
Threats-if the organization doesnt improve its
performance and efficiency, what are the threats
from the environment and competitors
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PEST (LE)Analysis
Political:
Economic:
Social:
Technological
Legal
Environmental

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Steps in the Strategic Planning..

1. Carry out an internal and external environment scanning

2. Identify key stakeholders, important issues, questions, and

choices to be addressed as part of the strategic planning

effort
3. Engage into wide spread stakeholders consultation
4. Define or review the organization's vision and mission
5. Develop a series of goals and objectives statements
6. Agree upon key strategies to reach the goals and address

key issues
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Steps in the Strategic Planning

7. Develop an action plan that addresses goals and

specifies objectives and work plans on an annual basis

8. Ensure inclusion of resource mobilization strategies
9. Design and implement an effective communication plan
10. Build in procedures for monitoring, and for modifying

strategies based on changes in the external environment

or the organization

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Template of the Contents of a Strategic Plan

1.
2.
3.
4.
5.
6.
7.
8.
9.

Introduction /Background / History

Organisational Vision and Mission Statement
Organizational Values (Optional)
Major Goals in the Context of Mandate
SWOT and PEST(LE) Analysis
Operations Plan/ Action Plan
Key Performance Indicators and Monitoring Framework
Evaluation- Formative and Summative
Annexure- List of Training Institutes in the State with
details of facilities and resources, List of Cadre Controlling
Authorities, List of Nominated Training Managers
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Any observation, clarification or thought to share?

Thank you!

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