Table of the content
1. Introduction ………………………………………………………………………2
2. Discuss the relationship between strategic objectives and training in theory………………………………………...............................................................3
2.1 the relationship between training and strategic objectives from the definition of strategic objectives……………………………………………………………………………………………3
2.2 the relationship between training and strategic objectives from the influence factors ……………………………………………………………………………………………….3
3. Analysis the relationship between training and strategic objectives in PWC…………………………………………………..................................................4
3.1 PwC introduction………………………………………………………………………………...4
3.2 The training and development design in PwC…………………………………………………...5
3.3 The relationship used between training and development and strategic objectives in PwC ……………………………………………………………………………………….…………6
4. The conclusion and suggestions……………………………………………………7
5. Reference……………………………-…………………………………………….8
Discuss the relationships between training and development and strategic objectives
Based on the analysis of Pricewaterhousecoopers
1. Introduction
Nowadays, the drastic competences in the market are employees’ service and competitiveness competence rather than the production competence in a company. It shows the great influence in the employees’ own knowledge, skills, behavior and abilities (KSBA) in the companies and it is so important that improve the employees’ KSBA for companies which want to keep the good competence. Further more the training is the good measure to improve the employees’ KSBA. So,
under the sharply competence in global market, the training and development are taken seriously by the corporations all over the world. Training is not a ‘recreational’ luxury to be implemented when times are good, but is an essential survival tool when times are pretty rough. It is important to maintain an ongoing assessment of the internal training needs of the organization while anticipating the changes in the external environment that will dictate new skills and knowledge. However, the success in training can not separate with its strategies.
As the Pricewaterhousecoopers (PwC) is successful in training, there are many advantages which is good for the other companies to take an example in the relation between training and strategies objectives. What are the relationships between training and development and strategy objectives? PwC is one of them which a success corporation. PwC carried off the best employee training and development first prizes for three consecutive years in Training Magazine (February, 2010). It shows it’s the strength in training and development.
So we discuss the characters that the relation between training and strategy objectives in PwC. First, we are state the relationships between training and development and the strategy objectives. And then we discuss how PwC deals with the relationships in practice. Finally, according to the conclusion after discussing, we give the companies some suggestions to the training.
2. Discuss the relationship between strategic objectives and training in theory
We can see the relationship between training and strategic objectives in different parts with diversity ways. We discuss the relationships in following parts.
2.1 Define the relationship between training and strategic objectives
Strategic objectives are, in general, externally focused and (according to the management guru Peter Drucker) fall into eight major classifications: (1) Market standing: desired share of the present and new markets; (2) Innovation: development of new goods and services, and of skills and methods required to supply them; (3) Human resources: selection and development of employees; (4) Financial resources: identification of the sources of capital and their use; (5) Physical resources: equipment and facilities and their use; (6) Productivity: efficient use of the resources relative to the output; (7) Social responsibility: awareness and responsiveness to the effects on the wider community of the stakeholders; (8) Profit requirements: achievement of measurable financial well being and growth.
So we can know about that the strategies objectives not only give the guide to the ways of training, but also it training strategy is covered in the overall strategy and we can learn about the needs of the training in the organization.
2.2 Factors that influence the relationship between training and strategic objectives
There are many factors influence the training and development, which can conclude in three parts: the trainers, the trainees themselves and the learn environment (Raymond, 2010). The factors influence the strategies objectives are the internal conditions, external environment. It shows that both training and strategy objectives are influenced by internal and external conditions.
Furthermore, it urges the strategies of training changing under the changed of strategy objectives for some reasons, such as globalization, new technologies, sharply external competencies, the financial condition in the company, in the training cost, new training content design to ensure the development of the company.
In another way training is so important that the companies cannot ignore it because training:
1) Increased job satisfaction and morale among employees; 2) Better inter personal relationship and customer satisfaction; 3) Increased employee motivation; 4) Increased efficiencies in processes, resulting in improved financial gain; 5) Increased capacity to adopt new technologies and methods; 6) The training increased innovation in strategies and products; 7) Reduced employee turnover; 8) Enhanced company image; 9) Better Risk management and staff safety consciousness; 10)Increase in productivity. (Raymond, 2010) All those benefits are good for an organization to achieve its strategy objectives. The training affects the strategy target realization, and both of them are good to keep development of the corporation.
We are easy to understand that the relationships between training and development and the strategy objectives influence each other: training contract the achievement of the strategy objectives and the strategy objectives guide the orientation of the training.
3. Analyze the relationship between training and strategic objectives in PWC
3.1 PwC introduction
In 1998, Price Waterhouse and Coopers & Lybrand merged to create PricewaterhouseCoopers. PwC focuses on audit and assurance, tax and advisory services. Additionally, in the US, PwC concentrates on 16 key industries and provides targeted services that include — but are not limited to — human resources, deals, forensics, and consulting services. At PwC, leadership is at the core of corporate responsibility strategy. The programs are guided by one common commitment: to do what is right for our clients, its people, its communities and the environment. Employees deliver their services as a trusted business advisor by developing our people to be responsible leaders who demonstrate our leadership as good corporate citizens. Whether it’s driving a discussion about corporate responsibility in the marketplace or donating employees’ time and skills to local communities, it’s continuing long history of doing business responsibly. PwC Corporation is a success organization in training which inducted into Training Magazine top 10 hall of fame.
PwC is global four professional advisory organizations, provides industry-focused assurance, tax and advisory services to build public trust and enhance value for its clients and their stakeholders. The firm provides a wide range of services to help organizations solve business issues, identify and maximize opportunities. Its industry specialization enables employees to identify trends and customize solutions for customers sector of interest. (Ying, 2010)
3.2 The training and development design in PwC
PwC pays much attention to the importance for an organization of training and development. Not only does it focus on serving its customers who outsources its training program but it its own employees. Even then PwC own its own open university to satisfy the needs of training in internal and external training programs.
In reference to training and development management, PwC uses the global synchronous strategies to adapt to the internal and external changing factors. It solid complete training process covers new stuff training and development studies professional knowledge, management skills, leadership and language courses. Using learner-centered training method, emphasize and work with long-term development plans, gradual nurturance colleague all-round professional ability.
In PwC every staff have the yearly development plan. Manager or the partner who is the leader communicate with employees through development plan to clear about each staff's different enterprise development targets, and reflects promptly company's expectation for the staff. And then HR will compare their individual development plan to summarize their performance every half year in that stage. Employees’ personal instructor and they will to discuss the priority in under semi-annual work needed under the domain or definite the new goals. Through unceasingly enhances and feeds back unceasingly process, the staff will accept the challenge unceasingly, the maintenance progresses and has the opportunity which the position promotes and raises in salary.
PWC clears about the trainees in education and training plan:
---- The financial personnel and consults the personnel to have specialized skill training, enables the staff to enhance is rapidly the customer provides the high grade service.
---- Achieves staff's individual development targets and ensure its service for the customer creation value. PWC provides training which for each staff also involves to individual technology, trade and the managed capacity and the personnel associate various aspects.
3.3 The relationship used between training and development and strategic objectives in PwC
PwC has realized that a successful business depends on how you design and implement a people strategy that is properly aligned with, and supports, the business strategy. So it does training and development scientific according to the relation in theory between training and strategic objectives.
There are some questions from its customers’ and its own people strategy agenda which are all about the training and the strategic objectives:
1) Is your corporate strategy aligned with your people strategy and if so to what extent?
2) What are the value drivers within your people strategy?
3) Who are the critical and scarce employees driving the success of your business - today and in the future?
4) Do you have the right organization, process, people and technology to implement the HR initiatives?
Those questions show that the PwC know the relationship should be considered between training and development which is important for an organization which needs training.
Resulting from the diversity of the industry, geographic and the level of technologies in a company, PwC makes the different business strategic objectives in different countries for the individual company. And the training strategy is changing; its training is designed according to the local custom and culture. Because the needs of the training are different in diversity countries so the training strategy should be changed and then the strategic objectives should be changed to satisfy the needs of training to attract and retain good employees and keep the corporation developing.
For example the different training ways used when PwC serviced for the China State Administration of Taxation (the "SAT") and the Hostile Region Environment Awareness Training (THREAT) course recently.
Hostile Region Environment Awareness Training (THREAT) course to prepare them for the security risks present in
The China State Administration of Taxation (the "SAT") has recently announced their 2010 work plan. A key item on their agenda includes national training on the automotive industry. This was held in early July 2010 for specialized transfer pricing tax auditors. This scheduled training demonstrates a clear intent by the SAT that going forward the automotive industry will come under much greater scrutiny, in addition to previous anti-avoidance focus areas such as pharmaceutical, notebook computers and footwear industries. And the PwC recommend taxpayers in the automotive industry, as well as the other industries listed above; take immediate action to revisit their transfer pricing policies, and documentation to support the taxpayer's transfer pricing position will be a key defense element at the inquiry stage.
The different events in training should be designed according to its strategy for individual needs.
4. Conclusion and Suggestion
In sum, the relation in PWC between its training and its strategies are as following:The different strategies in changing economic environment decide the cost in training, moreover the training strategies and the training according to strategies services for the strategies by some activities; let the aims clearly after the training, the training gears up achieving the objectives.So the training is significant for the development of the company. So as to PWC aware and use the training in the right ways to retain good employees and promote its development, PwC is successful in the training and the PWC takes a good example in training to other companies. Other companies can learn those advantages from the PWC: 1), knowing about the needs of training in companies;2), using the training properly in the right time to reduce staff turnover by meet their needs in development; 3), doing training to the trainers before the training; 4), choosing the most suitable way with less cost training plan for the company and the needed persons;5), keeping the training playing an important role and take the relationship in the training, strategy objectives and competitiveness in the company;6), evaluating the effectiveness and practicability of the training result and application situation in work;7), changing the training strategy with the change of companies’ strategy.So the training and development can not separate individual needs and development with the developed strategic objectives and the training needs in the companies. And the development in the companies can not ignore the training needs. Because the training not only impact the improvement in performance appraisal, but also it’s the effectively way to attract and retain employees related the companies’ changing management in the changing market. 5. Reference
We co-worked and did this project in its process. The divisions of labor were as following: the introduction and construction of the project were done by Ren Yuanyuan; the content of the project was written by Ji Yu and Yang Tingting; the modification was done by Xian Qing; the project was painted by Zhou Hao.
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