Unit III Orientation, Training and Development PDF

University of Puerto Rico Medical Sciences Campus SCHOOL OF HEALTH PROFESSIONS GRADUATE DEPARTMENT HEALTH INFORMATION MANAGEMENT PROGRAM ADIS 6125 Human Resources Management Dra. Sandra I. Santos Nieves,...

University of Puerto Rico Medical Sciences Campus SCHOOL OF HEALTH PROFESSIONS GRADUATE DEPARTMENT HEALTH INFORMATION MANAGEMENT PROGRAM ADIS 6125 Human Resources Management Dra. Sandra I. Santos Nieves, DBA, MBA  Unit III: Orientation, Training and Development System Approach 1 to HRM HR Planning, Recruitment and Staffing 2 5 Job Design, Compensation: Job Analysis and Process Incentives and Rewards engineering Supervisor (Job description) Team leader HR Manager 4 3 Performance Appraisal, Orientation, Coaching and Discipline Training and Development ©2014, Elsevier revised by Dr. Sandra Santos 2024  3 Orientation, Training and Development ©2014, Elsevier revised by Dr. Sandra Santos 2024  Orientation Orientation must ensure that new employees have an appropriate and supportive transition into the job and the broader organization. Includes: Orientation to the environment Orientation to the job itself in terms of expectations and standards Work process Cultural norms ©2014, Elsevier revised by Dr. Sandra Santos 2024  Orientation Methods include: Formal group presentations Self-guided instructional media including online modules Supervisory walk-throughs Review of orientation manuals and handbooks Shadowing of veteran employees and supervisors ©2014, Elsevier revised by Dr. Sandra Santos 2024  Orientation Formal orientation will complement but not substitute for the job-specific departmental orientation and personal interactions. Effective orientation can: Reduce downtime Reduce error rates Reduce new employee stress Accelerate the learning process ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development Focus has traditionally been on individual skill building and growth of knowledge to facilitate upward mobility. Emphasis now is more on team development. ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Rationale for In-Service Training and Development Credible and cost effective training programs should be linked to: The mission and strategic goals of the organization Leadership priorities Environmental challenges Needs for training and development Failure to invest in full development and use of human resources threatens the organization’s ability to: Retain well-qualified employees Respond effectively to environmental change and market pressures Fully utilize technological developments ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Needs Assessment Provides the foundation for a well-designed training program. Should precede curricular development and scheduling. Existing programs should be evaluated periodically to ensure that they are still relevant to identified training needs. Review teaching and instructional methods to ensure that content is effectively presented and learning reinforced. Should pay special attention to incorporating new online technologies. ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Staff Development Management must be responsive to any training need that is identified for the employee to remain: Competent Knowledgeable Responsive to changes in: Clinical practice Technology Regulatory requirements ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Staff Development Must communicate to the employee the job description and the expectations of performance for every significant job responsibility. Includes: Job responsibilities Work procedures Productivity standards Performance criteria Management’s goals Management’s priorities ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Staff Development Training and development programs may be provided by: In-house staff Under contract with external consultants By funding employees’ participation in external educational programs By a combination of approaches ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Career Planning Training program and career planning enables employees to be promoted from one job to another within an organization. Should support and encourage a learning culture in which employees have the opportunity for: Challenging work Responsibilities Social interaction All of these sustain: Job satisfaction Motivation to achieve Commitment to quality service Desire for career-long learning and skill development ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Career Planning Career planning benefits the organization by ensuring a continuous supply of qualified workers to accomplish the objectives of the organization. Career counseling may be offered: Formally by the human resources staff Through an Employee Assistance Program (EAP) Mentoring of veteran professionals and managers ©2014, Elsevier revised by Dr. Sandra Santos 2024  Training and Development – Designing a Training Program – Career Planning Training and development programs are especially helpful to prevent career plateaus (attain highest position level). Career plateaus represent stages in an employee’s career when a decline in performance or failure to achieve a new level of performance might place the employee in danger of: Demotion Termination Career stagnation (estancamiento de la carrera). Cost of career regeneration is significantly lower than losing the employee. ©2014, Elsevier revised by Dr. Sandra Santos 2024