Steps in the Training & Development Process

An organization must study current business needs and fill positions with
employees who match those [Link] needs are met through recruitment
and placement of new workers. Employee training and development
assessments help an organization understand its manpower needs so that it can
meet present operational requirements. A long-term plan includes building
employee skills to prepare them to satisfy future operational needs.

Initial Assessment

The training and development process begins when a new person gets hired. An
human resource specialist or a manager must assess a new employee's training
needs and write a professional development plan to address those needs in the
first year. A new employee's first year is crucial to determining if he is suited to
the position.

Training

The training process continues when an employee goes to in-house and external
training programs. Each learning situation should help an employee move from
her present skill level to a desired skill level. Although learning activities vary,
an employee should exit all experiences more skilled or knowledgeable in the
subject matter.

Development

Once an employee receives training at the onset of a job, he needs time to

develop himself in his position. His supervisor monitors his progress to ensure
that he can apply his training and other skills and abilities to perform the job
well. A supervisor might add additional training programs to his individual plan
during the first year.

Feedback
Feedback is another important step in the process. An employee's supervisor
needs to determine if the employee is [Link] example, if he performs
customer service tasks, a supervisor can get feedback from customers and
compare it to data from other workers in the same position. A supervisor then
offers feedback and coaching to the employee so he can improve.

Evaluation

At the end of every year, an employee's training and development plan plays a
part in the formal evaluation process. A supervisor considers whether training
and development opportunities have helped an employee succeed. The overall
ratings on the evaluation determine if she continues in her job. An employee can
also be proactive in asking for feedback in the year following the first appraisal.
If she continues, her training plan is updated for the next year. She must
improve over the next year and in subsequent years. Through this process, she
develops into a better asset to the organization.

7 Best Practices for Hospitals' Training and Development Programs

December 12, 2012 | Print | Email

As healthcare provider shortages loom, hospital and health system training and
development programs become increasingly important. Such programs can help
retain current employees, improve their skills and positively impact the overall
quality of a health system — something that is increasingly important in a
value-based world.

Yet, training and development initiatives aren't often a top concern for health
system leaders. This, of course, is not surprising given that leaders are faced
with more pressing issues, such as reimbursement, compliance, clinical quality
and beyond. However, training and development is an important area that
leaders should assess often.

Donnetta Horseman, corporate responsibility officer for CaroMont Health in

Gastonia, N.C., oversees the health system's compliance training and
development initiatives, along with Cynthia Machuga, the system's educational
services coordinator. Together, the two oversee the delivery of system-wide
training programs.

The health system offers thousands of training courses each year — both
mandatory (such as those for compliance, privacy, clinical skill development,
etc.) and optional, by role. Examples of optional trainings include continuing
medical education and leadership development opportunities. Overseeing
thousands of trainings each year can be a daunting task; however, Ms.
Horseman and Ms. Machuga say there are a few best practices that can help
ensure any given training program meets its goals without overextending a
health system's resources.

1. Create training programs for different learning styles. Training programs

should include material that appeals to various learning styles: verbal, visual,
hands-on, etc.

"You have to be willing to use a variety of different teaching methods," says

Ms. Machuga.

Training programs also need to reflect the multilingual employee population in

so many hospitals today. "We often make the generalization that if this is in
English and it is simple enough then everyone's going to get it, and that may not
be the case," notes Ms. Horseman. "You need to ensure all of your different
employees in their different roles — from the housekeeper to facility worker all
the way through the CEO — can comprehend the information."

2. Make programs interactive. Group work, quizzes and other activities can
help make training programs less lecture-based and more interactive —
something that not only helps employees retain information but also makes the
training more enjoyable for them.
"You have to make it as interactive as possible; the more involved [employees]
are, the more they retain," explains Ms. Horseman.

3. Embrace computer-based training modules. While certain types of

trainings may be better suited for face-to-face training, many others can be
completed online. Computer-based training modules are often more convenient
for employees as they can be completed from various locations, at different
paces and at times that work within an employee's schedule, says Ms.
Machuga.

Ms. Horseman adds that computer-based trainings also help CaroMont deliver
consistent training and allow administration to track that each employee has
completed a training module — something that is especially important for
mandatory trainings around compliance and privacy issues. Additionally, using
computer-based modules developed by third parties are less resource intensive
than developing them in-house. While CaroMont actually prefers to develop its
own modules because doing so is less costly, when trainings need to be
developed and rolled out quickly, using a third-party product can be
advantageous, says Ms. Horseman.

When using computer-based trainings, it is important to prepare for some

technical difficulties. "If you can, have the IT department involved early on in
the process, even in planning, to make sure what you're looking at purchasing
will work with your hardware and system," advises Ms. Machuga.

4. Personalize information so it is specific to your hospital or health

system. Another reason CaroMont often develops its own training programs is
because, in addition to being cost efficient, information within the training can
be specific to CaroMont's facilities and procedures.

If using a third-party module, Ms. Horseman recommends selecting one that

allows for some personalization. "Pre-packaged [modules] are a little more
generic," she explains. However, when CaroMont selected a third-party module
for compliance training, it chose one that allowed the system to add its own
documents, policies and procedures. “It made us feel like we were still able to
have training very specific to our organization without having to spend as much
time developing content,” she adds.

5. Ensure training reflects changing skills. Hospital training programs have

always covered issues such as compliance and clinical competency, but
increasingly hospitals are developing programs around newly sought-after
skills, such as customer service and patient-centered care.

"What we've seen more than anything else because of value-based healthcare is
that we're putting more focus on the patient experience and balancing it with
quality and cost," says Ms. Machuga. "We've always covered customer service
in orientation, but it's certainly more in depth than before. As the patient
experience plays more into our reimbursement, we have to get across to staff
what this means and how the employee can impact it."

6. Consider employee demands beyond training. Employees at hospitals have

multiple responsibilities, and training should be designed so that it can be
completed without taking away from those responsibilities.

"One of the things that makes healthcare unique is a large part of our employees
are nurses or physicians who are caring for patients," says Ms. Horseman. "We
really need to make sure we're putting together training that is effective for
them. Not everyone is at a desk, so training they can do between daily activity is
ideal."

7. Evaluate the effectiveness of training programs. Finally, hospitals should

always assess the effectiveness of their training programs through surveys and
testing of skills. After all, a training program that doesn't effectively improve
some skill or competency is a waste of health system resources and employees'
time.

"Did you achieve what you were trying to achieve, and if not, what do you need
to do from that point on?" asks Ms. Machuga.

TRAINING & DEVELOPMENT

July 7th, 2012Leave a commentGo to comments

Definition of Training &

Development: Improve performance
“Training & Development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and
knowledge.”
MEANING OF TRAINING & DEVELOPMENT: –
The need for Training and Development is determined by the employee’s
performance deficiency, computed as follows.
Training & Development Need = Standard Performance – Actual Performance
We can make a distinction among Training, Development and Education.
Distinction between Training and Education
Training Education

Application orientedJob experience Theoretical OrientationClassroom

learning
Specific Task in mind
Narrow Perspective Covers general concepts

Training is Job Specific Has Broad Perspective

Education is no bar

Training: Training refers to the process of imparting specific skills. An

employee undergoing training is presumed to have had some formal education.
No training program is complete without an element of education. Hence we
can say that Training is offered to operatives.
Education: It is a theoretical learning in classrooms. The purpose of education
is to teach theoretical concepts and develop a sense of reasoning and judgment.
That any training and development program must contain an element of
education is well understood by HR Specialists. Any such program has
university professors as resource persons to enlighten participants about
theoretical knowledge of the topics proposed to discuss. In fact organizations
depute or encourage employees to do courses on part time basis. CEOs are
known to attend refresher courses conducted by business schools. The education
is more important for managers and executives rather than low cadre workers.
Anyways education is common to all employees, their grades notwithstanding.
Development: Development means those learning opportunities designed to
help employees to grow. Development is not primarily skills oriented. Instead it
provides the general knowledge and attitudes, which will be helpful to
employers in higher positions. Efforts towards development often depend on
personal drive and ambition. Development activities such as those supplied by
management development programs are generally voluntary in nature.
Development provides knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.
 Objectives of (MDP) Management Development Programs OR Advantages
of Development

1. Making them
 Self-starters
 Committed
 Motivated
 Result oriented
 Sensitive to environment
 Understand use of power
1. Creating self awareness
2. Develop inspiring leadership styles
3. Instill zest for excellence
4. Teach them about effective communication
5. To subordinate their functional loyalties to the interests of the organization

Difference between Training and Development

Training Development
Training is skills focused Development is creating learning
abilities
Training is presumed to have a Development is not education
formal education dependent
Training needs depend upon lack or Development depends on personal
deficiency in skills drive and ambition
Trainings are generally need based Development is voluntary
Training is a narrower concept Development is a broader concept
focused on job related skills focused on personality development
Training may not include Development includes training
development wherever necessary
Training is aimed at improving job Development aims at overall
related efficiency and performance personal effectiveness including job
efficiencies
 What are the Training Inputs?
 Skills
 Education
 Development
 Ethics
 Problem Solving Skills
 Decision Making
 Attitudinal Changes

Importance of Training & Development

 Helps remove performance deficiencies in employees
 Greater stability, flexibility and capacity for growth in an organization
 Accidents, scraps and damages to machinery can be avoided
 Serves as effective source of recruitment
 It is an investment in HR with a promise of better returns in future
 Reduces dissatisfaction, absenteeism, complaints and turnover of employees

Need of Training
Individual level
 Diagnosis of present problems and future challenges
 Improve individual performance or fix up performance deficiency
 Improve skills or knowledge or any other problem
 To anticipate future skill-needs and prepare employee to handle more
challenging tasks
 To prepare for possible job transfers
Group level
 To face any change in organization strategy at group levels
 When new products and services are launched
 To avoid scraps and accident rates

Identification of Training Needs (Methods)

Individual Training Needs Identification
1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales

Group Level Training Needs Identification

1. Organizational Goals and Objectives
2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

1. Trainers can be informed about the broader needs in advance
2. Trainers Perception Gaps can be reduced between employees and their
supervisorsTrainers can design course inputs closer to the specific needs of the
participants
3. Diagnosis of causes of performance deficiencies can be done

Methods of Training

On the Job Trainings: These methods are generally applied on the workplace
while employees is actually working. Following are the on-the-job methods.

Advantages of On-the-Job Training:

It is directly in the context of job
It is often informal
It is most effective because it is learning by experience
It is least expensive
Trainees are highly motivated
It is free from artificial classroom situations
 Disadvantages of On-the-Job Training:
Trainer may not be experienced enough to train
It is not systematically organized
Poorly conducted programs may create safety hazards

On the Job Training Methods

1. Job Rotation: In this method, usually employees are put on different jobs turn
by turn where they learn all sorts of jobs of various departments. The objective
is to give a comprehensive awareness about the jobs of different departments.
Advantage – employee gets to know how his own and other departments also
function. Interdepartmental coordination can be improved, instills team spirit.
Disadvantage – It may become too much for an employee to learn. It is not
focused on employees own job responsibilities. Employees basic talents may
remain under utilized.
2. Job Coaching: An experienced employee can give a verbal presentation to
explain the nitty-gritty’s of the job.
3. Job Instruction: It may consist an instruction or directions to perform a
particular task or a function. It may be in the form of orders or steps to perform
a task.
4. Apprenticeships: Generally fresh graduates are put under the experienced
employee to learn the functions of job.
5. Internships and Assistantships: An intern or an assistants are recruited to
perform a specific time-bound jobs or projects during their education. It may
consist a part of their educational courses.
Off the Job Trainings: These are used away from work places while
employees are not working like classroom trainings, seminars etc. Following are
the off-the-job methods;

Advantages of Off-the-Job Training:

Trainers are usually experienced enough to train
It is systematically organized
Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training:

It is not directly in the context of job
It is often formal
 It is not based on experience
It is least expensive
Trainees may not be highly motivated
It is more artificial in nature

Off the Job Training Methods

1. Classroom Lectures: It is a verbal lecture presentation by an instructor to a
large audience. Advantage – It can be used for large groups. Cost per trainee is
low. Disadvantages – Low popularity. It is not learning by practice. It is One-
way communication. No authentic feedback mechanism. Likely to boredom.
2. Audio-Visual: It can be done using Films, Televisions, Video, and
Presentations etc. Advantages – Wide range of realistic examples, quality
control possible,. Disadvantages – One-way communication, No feedback
mechanism. No flexibility for different audience.
3. Simulation: creating a real life situation for decision-making and understanding
the actual job conditions give it. Following are some of the simulation methods
of trainings
4. Case Studies: It is a written description of an actual situation and trainer is
supposed to analyze and give his conclusions in writing. The cases are generally
based on actual organizational situations. It is an ideal method to promote
decision-making abilities within the constraints of limited data. Role
Plays: Here trainees assume the part of the specific personalities in a case study
and enact it in front of the audience. It is more emotional orientation and
improves interpersonal relationships. Attitudinal change is another result. These
are generally used in MDP.
5. Sensitivity Trainings: This is more from the point of view of behavioral
assessment, under different circumstances how an individual will behave
himself and towards others. There is no preplanned agenda and it is instant.
Advantages – increased ability to empathize, listening skills, openness,
tolerance, and conflict resolution skills. Disadvantage – Participants may resort
to their old habits after the training.
6. Programmed Instructions: Provided in the form of blocks either in book or a
teaching machine using questions and Feedbacks without the intervention of
trainer. Advantages – Self paced, trainees can progress at their own speed,
strong motivation for repeat learning, material is structured and self-contained.
Disadvantages – Scope for learning is less; cost of books, manuals or machinery
is expensive.
7. Computer Aided Instructions: It is extension of PI method, by using
computers. Advantages – Provides accountabilities, modifiable to technological
innovations, flexible to time. Disadvantages – High cost
 6. Laboratory Training
Barriers to Effective Training:
1. Lack of Management commitment
2. Inadequate Training budget
3. Education degrees lack skills
4. Large scale poaching of trained staff
5. Non-coordination from workers due to downsizing trends
6. Employers and B Schools operating distantly
7. Unions influence
How To Make Training Effective?
1. Management Commitment
2. Training & Business Strategies Integration
3. Comprehensive and Systematic Approach
4. Continuous and Ongoing approach
5. Promoting Learning as Fundamental Value
6. Creations of effective training evaluation system