1. Healthcare Human Resource Management Flynn Mathis Jackson Langan
Training and Development
in Healthcare Organizations
Chapter 8
PowerPoint Presentation by
Tonya L. Elliott, PHR

2. After you have read this chapter, you should be able to:
Learning Objectives
After you have read this chapter, you should be able to:
Discuss how job performance and training can be integrated
Identify how organizational and training strategies are linked
Define various learning styles
Describe the orientation, training, and staff development requirements of the Joint Commission
Explain the unique aspects of healthcare employee development

3. Training & Development
A process whereby people acquire capabilities to aid in the achievement of organizational goals
An investment in the human capital of the organization that benefits the entire organization longer-term
Employee Development
Broader in scope
Focuses on individuals gaining new capabilities useful for both current and future jobs

4. Nature of Training in Healthcare Organizations
According to: The American Society of Training and Development (ASTD)
U.S. employers spending at least $60 billion/year on training
Average investment per employee:
Average firm $ 650
Leading edge firms $1,966
Healthcare industry $ 345

5. Common Types of Healthcare Training
New employee orientation
Conducting performance appraisals
Personal computer courses
Team building
Customer service
Leadership skills
Sexual harassment prevention
Selection interviewing
Patient safety
Operating new equipment
Diversity awareness

6. Integration of Job Performance, Training, & Learning
These must be integrated to be effective
Steps to linkage between job performance & training:
Trainee watch the trainer perform the function in the proper manner
Trainee attempts to safely replicate the actions
Trainer provides real-time feedback to the trainee
Authentic training experiences increase effectiveness
Use real organizational problems to advance employee learning
Every day operations can be used as learning examples

7. Training as Performance Consulting
Process in which a trainer and the organizational client work together to boost workplace performance
Next Steps:
Identify & address root causes of performance problems
Recognize the interaction of individual and organizational factors
Compare actions & accomplishments of high performers with others
Desired & actual
organizational results
Desired & actual
employee performance
vs.

8. Typical Training Responsibilities
HR Unit
Skill-training materials
Organizational new employee orientation
Coordinates training efforts
Off-the-job training
Coordinates career plans & employee development
Provides input for organizational development
Maintains training records
Healthcare Managers
Departmental new employee orientation
Provide technical information
Monitor training needs
On-the-job training
Discuss employees’ growth and future potential
Participate in organizational change efforts
Determine on-going training needs for their area

9. Legal Issues and Training
EEO Issues
Selection for training
-- shouldn’t unfairly restrict protected-class members
Differences in pay based on training
-- if protected-class members have not had access
Use of training as basis for promotion decisions
-- if protected-class members have not had training
Training Contracts
Employers protecting the cost and time invested in specialized employee training

10. Strategic Training Strategic Training
-- Efforts that develop individual work competencies
-- Can produce ongoing value and competitive advantages for the organization
Key Foundations:
Training based on organizational plans & HR planning
HR involved in organizational change & strategic planning to create supporting training programs
Training is a strategic asset

11. The Training Process
Figure 8-3

12. Step 1: Assessment of Training Needs
A diagnosis: considers employee and organizational performance issues to determine if training can help
Gap analysis
Identifies the distance between where an organization is with its employee capabilities and where it needs to be
Sources of Training Needs Assessment
Organizational
Job-based
Individual employee

13. Step 2: Training Design Step 2: Training Design
Determining how the assessed needs are to be addressed, considering learning concepts, legal issues, and types of training available
Considerations:
Determining learner readiness
Understand different learning styles
Designing training for transfer

14. Step 2: Training Design (cont’d)
Adult Learning
Whole learning / Gestalt learning
Training broken down into sections after explaining the “bigger picture” of how they fit together
Reinforcement
***Based on law of effect***
People repeat behaviors that give positive effects, and avoid behaviors that give negative effects
Immediate Confirmation
Reinforcement and feedback given as soon as possible after training

15. Step 3: Transfer of Training
2 conditions for effective transfer of training:
Trainees must be able to apply it to the job context in which they work
Learned material must be maintained over time on the job

16. Types of Training Design
Required & regular training
Legal requirements, all employee training
Job/technical training
Specific to performing tasks
Interpersonal and problem-solving training
Improve organizational working relationships
Developmental and innovative training
Long-term focus to enhance individual and organizational capabilities

17. Orientation for New Employees
The planned introduction of new employees to their jobs, co-workers, and the organization
Key purposes:
Establish a favorable impression
Provide organization and job performance information
Enhance interpersonal acceptance by co-workers
Accelerate new employee’s integration into organization
Ensure quicker employee performance & productivity

18. Other Types of Training Design
Encourage Self-Development
Resource libraries / learning labs
Computer-based training access
Professional society meetings / workshops
Tuition reimbursement
On-going Training & Development
Correcting performance or competence deficiencies
Training on new technology/techniques/processes
Meet safety or regulatory compliance requirements
Prepare employees for new duties or opportunities

19. Delivery of Training Internal Training External Training
Informal training
Interactions and feedback among employees
On-the-job training
Planned training, manager teaches/shows employee what to do
External Training
Outsourcing
Using external training firms, consultants, or other entities

20. E-Learning: Training Online
The use of the Internet or an organizational intranet to conduct training online
Training Methods That Use Technology:
Instructor-led classroom & conference training
Distance training / learning
Interactive video training
Computer-supported simulations
Electronic performance support systems

21. Evaluation of Training
Balancing Costs and Benefits of Training
Typical Costs
Typical Benefits
Trainer’s salary and time
Trainees’ salaries and time
Materials for training
Expenses for trainer/trainees
Cost of facilities & equipment
Lost productivity
(opportunity costs)
Increase in production
Reduction in errors/accidents
Reduction in turnover
Less supervision necessary
Ability to use new capabilities
Attitude changes

22. Developing Human Resources
Development
An effort to improve employees’ ability to handle a variety of assignments and to cultivate capabilities beyond those required by the current job
Knowledge, Skills, and Abilities (KSAs)
The assets of individuals
Succession Planning
Process of identifying a longer-term plan for the orderly replacement of key employees

23. Succession Planning Process:
A Strategic HR Issue
Figure 8-7

24. Development Approach: Job-Site Development
Coaching
The observation and feedback given to employees by immediate supervisors
Committee Assignments / Meetings
Job Rotation
Process of shifting an employee from job to job
“Assistant-To”
Staff positions immediately under a manager

25. Development Approach: Off-site Methods
Classroom Courses and Degrees
Human Relations Training
Prepares supervisors for dealing with “people problems”
Leaves of Absence
Sabbaticals
Paid time off the job to develop and rejuvenate oneself

26. Management Development
Management Development includes a combination of:
Effective management = knowledge + judgment
Leadership
Dealing with change
Coaching & advising
Controlling operations
Providing performance feedback
Necessary
Capabilities
Experience
Managerial Modeling

27. Good coaching = observation + suggestions
Management Coaching
Good coaching = observation + suggestions
Coaching Pointers:
Explain appropriate behavior
Make clear why actions were taken
Accurately state observations
Provide possible alternatives / suggestions
Follow up / reinforcement
Mentoring
A relationship in which experienced managers aid individuals in the earlier stages of their careers

28. Employee Development: Academic & Credential Requirements

29. HR Development & Organizational Restructuring
Employee development has changed:
Middle management “ladder” in healthcare organization now includes more horizontal rather than upward moves
Organizations targeting efforts on core competencies
Growth of project-based work