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evaluation of strategic planning and staff development

As in the previous two posts, can be the key strategic staff development activities (PE) from the requirements of market and products and processes derived. These requirements define the necessary expertise

• leadership
• social skills
• commitment
• motivation
• identification

are, however, fraught with uncertainties such discharges. While it is difficult to identify business requirements relatively clear in the further powers are the hypotheses about cause and effect a bit vague. be

over another bundle of fuzzy cause-effect hypotheses in the necessary skills the employees, the meaningful, effective measures derived PE.

Even if the transactions taking place the desired results on the processes crossing paths and market performance level, this is no verification of the hypothesis chain. More difficult is finding profit in the event of partial failure of actions.

The assumed causalities are assigned to two groups:

• The relationship between the "how man is what he does, how he was doing" and its performance (impact) on the market and process level.
• The relationship between measures of knowledge and personality development, the leadership and decision-making structure, the cultural trends, social and organizational environment "is like the man what he can as he goes," etc. on the one hand and the other part.

The big challenge is to document these hypotheses and to verify their validity.

elements of the strategic PE

Formal standard structure for the HR-Card in the BSC (Balanced Scorecard):
defines essential elements of the "As man is what he does and how he is." These are in the implementation of the company with its process- / product / market-cards (as if - then "relationships) to be weighted with regard to cross-linked and the assumed impact force.

Formal standard structure for possible development measures in relation to the above formal standard structure for the HR-Card:
Describes the state of the art, and identifies potential PE action in relation to the "how man is what he can and how he is. " These are in the implementation of concrete in the company and to be weighted with regard to the assumed impact force.

implementation of development measures and review of the plan compliant implementation.

evaluation the effectiveness of the measures on staff survey.
The survey instrument will deal:

• was learned that the measure is positive and meaningful.
• Did the staff to the subjective impression of improvement in terms of the assumed relationship.

test the hypotheses based on the survey results and due to the process or market performance measures

steps in detail

• detection of potential problems from different process or market requirements
• definition of the relationship to one another
• down HR assignments Cards
• down in the background to building skills, techniques, etc. (Law, Communications & Rhetoric, etc.) If
• structured interview based on assignments HR-Cards
• determining the actual portfolio (see previous post)
• definition development potential
• down the individual measures
• combining the individual measures of HR Cards to PE program (after deposited of measures or selection due to current market offerings)
• implementation PE program
• evaluation