A C E C ON S ULTA N CY AND MANPOWER SERVICES

ST R ATE G I C HU M AN
RE SO U R CE
D E VE L O PM E N T PL AN

A Proposal by

R i k k a S. D e L o s R e y e s
H u m a n R e s o u r c e O ff i c e r &
Quality Management
Representative
ACE Consultancy Firm &
Manpower Services

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 S T R AT E G I C H U M A N
RESOURCE DEVELOPMENT
PROGRAM

E X E C U T I V E S U M M A RY

A
s Company continues to grow, the need to establish a more mature
HR Development Program that responds to the company’s need to
succeed in an ever toughening market becomes apparent. HR
Development Programs are important in keeping the workers aligned with
the goals of the organization. A good Strategic HRD plan helps managers
see a clear line of sight between organizational goals, the competencies the
employees need to demonstrate and what they as managers need to do in
order to encourage and support the acquisition and demonstration of these
behaviors. Having a thoroughly thought out plan for human resource
development helps attract the needed talents and keep them motivated in
pursuing performance excellence.

The goal of this document is to present a set of strategies to help both the
Human Resource Development Department and the Line Managers form
partnership for helping the employees acquire the necessary knowledge,
skills and attitude to perform the job better.

PROGRAM OBJECTIVES

 Identify needed to training to help employees align their performance

with the company’s strategic direction
 Identify needed training to close existing competency gaps
 Present strategy for helping managers support the new learning and
encourage demonstration of new behavior at work.

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 TA B L E O F C O N TE N T S

EXECUTIVE SUMMARY...............................2

Program ObJectives......................................2

Table of Contents..........................................3

Copy right and Disclaimer............................4

strategy for ensuring transfer of learning....5

Framework for Relationship of Training With Organizational Change

Management.................................................6

High Level Training Plan Process Flow.......6

High Level Training Plan Process Flow.......7

Organizational initiatives that require training support 7

Organizational initiatives that require training support 8

Company Training and Development plan. . .9

Priority Training for 2010..........................14

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 S T R AT E G Y F O R E N S U R I N G TR A N S F E R O F L E A R N I N G

1. As HR’s way of partnering with our line counterparts, we have

identified specific skills and behaviors that target participants need
to demonstrate after the training. We have made these
expectations clear with the training providers and asked them to
customize their training designs to meet these expectations.
2. HR and/or Training Providers shall give a thorough briefing to
concerned managers about the training so managers can better
appreciate the content of the course and how they can support the
demonstration of desired behaviors and performance.
3. Each participant is required to complete and submit to their
managers a training completion report that we shall call a
“Forward Agenda.” This report contains a participant’s
commitment to identify an opportunity to apply the learning at
work, and then later report the result to the manager. It is the
responsibility of the manager to demand the completion of the said
report to motivate the participants to demonstrate the desired
behaviors.
4. Facilitators shall be required to submit a comprehensive report
about the training and the participants. The report shall contain
highlights of the training, the facilitators’ observations and their
recommendations on how the managers will be able to support the
training.
5. In order to encourage employees to demonstrate the desired
behaviors, merit points shall be added to their performance
appraisal as a result of the completion of their forward agenda.
There will also be additional merit points given to managers for
successfully coaching their direct reports to demonstrate the
behaviors the participants learned in the training.
6. HR shall encourage the use of various learning approaches to suit
the participants’ learning styles. We shall allocate budget for
purchase of needed books and other forms of self-paced learning
media to help learners who prefer those approaches. Employees
may opt-out of traditional classroom approaches, and use other
learning sources. When they are ready, they will be asked to
prepare a forward agenda as a result of their learning through the
mode they chose and go through the same process as those who
attended classroom training.
7. Line Managers and HR shall partner in maintaining individualized
training plan to ensure that individuals are following their
respective plans for achieving their career goals in the company.
Management may opt to send a participant to a public seminar if
they deem this as the most suitable way to address the training

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need provided that the participant and remain subject to
completing forward agenda at the end of the training.

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F R A M E W O R K F O R R E L AT I O N S H I P O F T R A I N I N G W I T H
O R G A N I Z AT I O N A L C H A N G E M A N A G E M E N T

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HIGH LEVEL TRAINING PLAN PROCESS FLOW

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 ORGANIZATIONAL INITIATIVES THAT REQUIRE
TRAINING SUPPORT

HRD shall prioritize the implementation of learning interventions needed to

support the following initiatives.
1. Service Quality enhancement – As the company aims to attract and
sustain customers, the need to make them happy becomes critical. The
company recognizes that the quality of service given not only by front
liners to our external customers but by everyone in the organization to
their internal customers have impact on quality of service; hence
customer satisfaction. It is therefore important to device a training and
development plan that will ensure demonstration of desired service
behaviors by everyone in the organization, from frontline to back office to
members of management.
2. Team Culture Building – The Company recognizes our success depends
on our ability to demonstrate collaboration, commitment, accountability
and focus on results. In order to make this happen, the company needs
to;
2.1. sharpen the leaders’ skills in the ways of leading teams;
2.2.establish norms for team interaction and collaboration
2.3.improve everyone’s ability to communicate openly in an environment
of assertiveness;
2.4.equip everyone with tools they can use to creatively solve problems
or improve performance; and
2.5.build an effective coaching environment
3. Inclusion of competency-based appraisal in the performance
management system – The Company recognizes that in order to increase
the company’s capacity for delivering results; it needs to support the
demonstration of competencies that bring about high performance
through various means of training and coaching. Competency gaps shall
be identified through performance appraisals and 360 degrees training
needs analysis survey. We have analyzed the results and identified our
priorities for the coming year.

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 TRAINING AND DEVELOPMENT PLAN

Training Program Objectives Target

participants
Service Culture Building Program
Service Leadership  Describe leadership roles in Managers and
building a customer-focused Supervisors
service culture
 Identify skills necessary for
serving customers
 Coach employees to
demonstrate needed customer
service behaviors

Service Excellence  Describe the right mindset Non-

towards customers managerial
 Identify customer service employees
moments of truths and devise
ways to exceed customer
expectations
 Demonstrate skills for handling
customer complaints
 Identify ways to improve
customer service process
Team Culture Building
Team Leadership  Define their roles and Managers and
responsibilities as Team Supervisors
Leaders
 Evaluate their own preferred
leadership style and learn how
to modify it across a range of
everyday work situations
 Identify with the knowledge,
skills and appropriate behaviors
required for effective leadership
 Describe the causes of
motivation and how to develop
it within a team
 Practice effective
communication at team and
individual level
 Use Coaching tools to improve
team performance
Management Team  Model cohesiveness as the MANCOM
building organization’s leaders Members

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Training Program Objectives Target
participants
 Identify trust, conflict
management, commitment,
accountability and focus on
results as key ingredients to
teamwork.
Company-wide Team  Identify trust, conflict All employees
building management, commitment,
accountability, and results as
key components of teamwork;
 Know others in the group in a
deeper sense in order to learn
how to work with them better
 Describe required behaviors for
productive collaboration; and
 Create forward agenda that will
help them keep track of their
performance as a team.
Assertiveness  Appreciate the importance of All employees
Training communication in work success
 Identify various communication
styles
 Pave the way for positive
interactions
 Appreciate the art of active
listening
 Anticipate and avoid common
misunderstandings
 Practice assertive
communication
 Manage challenging
conversations
Team Problem  Define problems correctly using All employees
Solving and Decision appropriate tools like Defect +
Making Object
 Distinguish between symptoms
and causes
 Use the appropriate analysis
tools to analyze the Root
Cause/s of a given problem
 Distinguish among Corrections,
Corrective and Preventive
Actions
 Identify the right solutions or
corrective actions using

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Training Program Objectives Target
participants
appropriate Decision-making
tools
Leadership and Management Development
Basic Leadership and  Shift mindset from worker to Managers and
Management leader and from boss to leader prospective
 Describe the process in building managers
teamwork
 Identify the basic management
tools (P.O.L.C.)
 Use communication as an
important leadership tool
 Align actions with
organizational values
Performance Describe the tools for
Management  Policy Design and
implementation mechanisms
 Performance goal setting
mechanisms (KRA, KPI,
Competencies)
 Performance Monitoring
techniques
 Developing employees’
capability to perform through
training and coaching
 Appraising performance
 Rewarding and recognizing
performance.
Superior Coaching  Appreciate the importance of
Skills coaching as a leadership role
 Describe the superior coaching
model
 Equip participants with the
skills to use the superior
coaching model
 Feedback on how well you apply
the superior coaching model
 Set plans to reinforce learning
by applying what they have
learned at work
Change Management  Describe the nature and
concept of the change process
and its components.
 Explain the importance of
anticipating and managing

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Training Program Objectives Target
participants
change

Identify effective means in
anticipating and managing
change in the workplace.
 Apply the different approaches
in overcoming conflicts and
other forms of resistance to
change.
 Achieve focus and control in
managing change from start up
to follow through.
 Create plans to apply learning
to work.
Communication Skills Enhancement Programs
Basic Business  undergo a review of grammar Identified
English rules and applications; employees
 pass an exam to test their
communication competence;
 be more confident in their
communication skills; and
 be able to move on to the next
phase of the business writing
program.
Business Writing  learn the value of good written Identified
communication; employees
 know and practice the basic
steps of business writing;
 apply the 10 C’s of
Communication to written
materials;
 know and avoid the pitfalls of
business writing;
 assess their own writing
competence and find areas for
improvement; and
 know how to get their message
across and achieve results
through their writing
Presentation Skills  Assess their strengths and their Identified
Enhancement areas for improvement as employees
speakers and presenters
 Learn and practice techniques
for effective presentations
 Manage interactions with the

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Training Program Objectives Target
participants
audience
 Respond effectively to difficult
questions and situations
 Use presentation tools more
effectively
 Build an action plan for
developing their presentation
skills in relation to their job
requirements
Personal Effectiveness
Personal  Identify and integrate their Identified
Effectiveness professional and personal goals employees
Workshop  Set meaningful life goals
 Create strategies for completing
their most essential activities at
any point in time
 Manage time wasters
 Monitor their activities and take
the appropriate corrective
measures
 Develop a personal support
system that will facilitate their
achievement of life goals
 Prepare themselves mentally,
physically and emotionally for
various life challenges
 Find a more balanced lifestyle
 Formulate a more balanced
work life program
Stress Management  Increase their awareness of Identified
personal stressors, how these employees
affect them and how they cope
 Learn and practice a variety of
effective coping strategies.
 Develop a personal stress
management plan
Time Management  Explain the importance of Identified
managing time effectively. employees
 Identify specific factors that
impede employee productivity
 Determine top “time wasters” in
the workplace.
 Apply tips and approaches on

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Training Program Objectives Target
participants
how to manage time effectively

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