Apprasial Essays

Apprasial Essays Apprasial Essay Apprasial Essay Appraial Employee Training and Development in Health Care Organizations Sean Ackerman Human Resources in Health Care Organizations May 7, 2011 The growth and development of people is the highest calling of leadership Harvey Firestone, American Businessman Introduction Training is a process whereby people acquire capabilities to aid in the achievement of personal and organizational goals. In the healthcare industry, employee training and development is multifaceted and complex. It must address state and federally mandated regulation requirements, organizational objectives and needs, and leadership development. This must all be delivered and documented in an organized and consistent fashion. In the simplest of terms, the training process is tied to a variety of organizational purposes and can be viewed in terms of immediate need and/or long-term objectives.5 Context In the limited perspective, training provides employees with specific, identifiable knowledge and skills for use on their current job. This type of training can present in many forms; from a newly hired employee who needs orientation to department and/or hospital operations, to introducing a new concept in technology or a new computer system to the entire organization. Whatever the reason for conducting a training session, it is important for a company to develop a comprehensive, on-going and consistent training program. This training process is essential in keeping staff motivated about learning new concepts and keeping the organization profitable. Leadership development is broader in scope and focuses on providing individuals with the opportunity to gain new capabilities useful for both current and future jobs. Developing leadership skills in current employees benefits both the organization and the individual. Experienced and knowledgeable employees and managers enhance organizational competitiveness and strengthen the organizationâ„ ¢s ability to adapt to a changing environment. In this development process, individual careers may evolve and gain new or redirected focus.2 A crucial component of leadership development is succession planning; a process of identifying a longer term plan for replacement of key employees. This is a complex process in terms of implementation. However, successful implementation of this process impacts the strength of a department as a whole. The manager that has this plan in place demonstrates strong leadership skills.5 Research Findings Analysis In the United States of America, employers currently spend approximately $60 billion annually on training. For the average employer, training expenditures run at least 1.5% to 2% of payroll expenses and average $677 per eligible employee according to a study by the American Society for Training and Development. Historically, health care organizations have lagged behind in training expenditures in comparison to organizations in other industries but training in health care organizations has evolved significantly over the past decade. There is the growing recognition by employees that training is vital to their personal growth and continued employment and success. As part of strategic competitiveness, employees whose capabilities stay current and who receive regular training are better able to cope with the challenges and changes occurring in health care. Additionally, the training process provides management with the opportunity to assess the skills and abilities of the employees and to identify potential future organization leaders.5 Training in health care organizations is offered in both non-clinical and clinical areas and is delivered via a variety of avenues. In the non-clinical area, health care training includes fire safety, sexual harassment prevention, corporate responsibility, patient safety, customer service skills, quality improvement, diversity awareness, and personal computer courses. The cost of this training is offset by increased revenue as a result of enhanced employee knowledge and skills. For example, a customer service skills training session can provide an organization with high patient satisfaction scores. These high scores directly equate to increased patient volumes and revenue.8 In the clinical area, the accreditation process for the health care industry drives the need for training in organizations. Health care organizations are legally mandated to provide consistent training to ensure that high quality medical care and safety is delivered to all patients. While medically licensed personnel employed by health care organizations, including physicians, nurses and technologists must meet annual continuing medical education requirements to maintain state licensure.8 Health care organizations in the 21st century face continuing challenges in meeting the performance expectations of critical stock holders including consumers, payers, regulators, and other providers. As the baby boomer generation ages, bringing high expectations and increased service volumes to the health care system, a new and overwhelming labor shortage is likely to emerge. Demand for top talent is intense and individuals will choose organizations that afford them meaningful opportunities for growth and development. Results of a survey by the Health Management Academy of Executive Leaders in Health Care and Fortune 500 Companies show a clear consensus that strong leadership is the key to organizational success. Only 41% of health care executives were satisfied with the strength of their current leadership development programs.11 Of additional concern to the health care industry are the results of a study by the Advisory Board which predict a 15% drop in the health care leadership pool over the next several years. To meet these challenges, leading health care organizations are designing and executing leadership development initiatives to lay the foundation for sustained long-term organizational growth and success.7 As with routine annual training, employee development begins with analysis of the needs of both the organization and individuals. Both the organization and the individual employee should assess the employeeâ„ ¢s needs by way of development. The goal in assessment is always to identify strengths and weaknesses. Methods brought into play by organizations to assess development needs can include the use of assessment centers, psychological testing, and performance appraisals. Evidence indicates that analysis of the individualâ„ ¢s development requirements frequently receives insufficient attention in many organizations. Leaders are also expected to demonstrate alignment and energy relative to mission, vision, values and the organizationâ„ ¢s culture and strategic priorities. Effective leadership development programs would include significant emphasis on values integration and communication.11 Technology The amount of each type of training, short-term and long-term, performed varies by organizations and depends on strategic planning, resources, and needs identified within the organization. Once the training plan has been designed, the actual delivery of that training can begin. Initially, the training process should be piloted on a trial basis in order to ensure that the training does indeed meet the identified needs and that the design is appropriate. Approaches and methods of training available vary and when ever-changing and improving technology enters the equation, the choices expand almost daily. Various considerations need to be balanced when selecting training approaches and methods. Some common variables are the nature of the training, subject matter, number of trainees, self-paced versus guided instruction, costs, time allotment, and completion timeline. The delivery of training in the health care system includes on-the-job preceptorship by a supervisor or another proficient employee, in service education on new products, policies and processes, continuing education classes, and training workshops or seminars.5 New technologies are being incorporated into training delivery, design, administration, and support. Health care organizations are investing in electronic registration and recordkeeping systems that allow trainees to register, participate in and record exam results for assigned training. The organization is then able to monitor learning progress. To support training, there are computer applications providing training known as electronic performance support systems. Organizations that utilize computer based programs have required training available for employees at all times. Various reports can be run from these computer based systems, making the information readily available for any accreditation organization inquiring about training for employees that has been performed.5 In the future, as learning and work continue to merge, technology will become seamlessly integrated into the employeesâ„ ¢ work environment. The Importance of Leadership Development The benefits of a comprehensive leadership development program can be represented along a continuum spanning from the individual employee only, through the employee plus the organization and ending with the organization only as illustrated below. Unfortunately, too few companies are committed to employee development.7 LEADERSHIP DEVELOPMENT PROGRAM BENEFITS CONTINUUM Employee Employee + Employer Employer ^ skills boosts morale v employee turn-over ^ knowledge clear company vision ^ productivity ^ job satisfaction ^ motivation fosters new ideas ^ compensation ^ trust prime market position ^ marketing for new hires Through corporate training programs, the individual employee is able to acquire new skills and knowledge, as well as, increase their qualifications and ultimately enhance their overall job satisfaction. Obviously, staff development is an expense but companies fully committed to providing continuous opportunities for employee learning, growth and development generate returns on their investments in terms of increased employee initiative, motivation, trust, and reduced turn over. Companies benefit just as much as the employees from investment in training and education, particularly in terms of having a recruiting edge for the most qualified job candidates. When employee development is performed strategically, a partnership develops among training and development professionals generating greater clarity and agreement among employers and their managers as to business direction, goals and priorities. As a diagnostic tool, development planning allows for the ability of employees to articulate, with precision, the business goals of the organization and the increased value to the business as a result of completion of training programs. I have personally experienced leadership development in my organization. I began my career many years ago with no particular goals in mind. As years went by, I realized I was on a track towards being a leader. The executive team had implemented a talent in sight program for managers and I had been identified as an employee with the ability to move ahead in the organization. Even though I have the ability to be a strong leader, my formal education is not on target with the goal. The CEO has strongly encouraged me to continue my formal education, so that future opportunities within the organization will be available to me. As it turns out, returning to college to receive my degree was one of my better decisions. Thankfully, I work in an organization where leadership development is a priority. Development of Leaders There are many elements for creating the best possible learning experiences for leaders, including the fundamental principals that inform our leadership development efforts and the most effective learning methods.10 Trust and personal credibility form the foundation for leadership. They should also form the foundation of leadership development. Successful leaders must be able to build and sustain trusting relationships with a highly diverse group of people. Intensive training in interpersonal skills is fundamental to every successful leadership effort. Trust and leadership abilities cannot be built over the internet. Leadership is a relationship between human beings and if successful leaders are to be developed, they must be brought together in one room.10 One of the most valuable ways to build trust and to assist the leader in getting a rounded view is to provide 360 degree feed back. This is the single most valuable tool to provide leaders with a realistic agenda for development. Forward-looking is the one attribute that differentiates leaders from other credible people. Constituents want their leaders to have a vision of the future, to know where they are heading. A respectable business cannot be built without predicting the stumbling blocks that can occur down the road. Proactivity is the key to successful leaders. Leadership development should be offered to all employees. Leaders can come from anywhere and must come from everywhere. Everyone who wants to lead must have a plan for her or his own development and take charge of executing that plan. Potential leaders need to be encouraged to get clarity about their strengths and weaknesses. The desire for learning can be inspired, but it must be nurtured continuously. Coaching is critical to that process.5 Conclusion Basic economic resource ¦.is no longer capital, nor natural resources ¦.nor labor. It is and will be knowledge. 4 There is no question that continued learning has merit. However, blinded by cost issues, some organizations forfeit guaranteed return on investment by not implementing a consistent training program for employees. Unfortunately, some learning takes place only after we acknowledge our mistakes and faults.9 Health care organizations are being subjected to ongoing changes in technology and consumer interests and preferences. Learning capabilities help organizations adapt to the ongoing changes. Focusing on training and development is making an investment in the organizationâ„ ¢s future. True success comes from emphasizing both short term operational considerations and long term developmental ones. Health care leaders must creatively meet the demands of these complementary priorities. References 1 Baptist Health Care: Where Staff Retention Drives Patient Satisfaction, A Case Study of the UCSF Center for the Health Professions from cpp.com. 2 Bring Out the Leader in Each, from allbusiness.com 3 Bolstering Staff Soft Skills Helps Hospital Face Major Challenges, A Case Study of St. Lukeâ„ ¢s Hospital and Health Network from cpp.com. 4 Druker, Peter (1993) Capitalist Society. HarperCollins, New York, NY. 5 Flynn, Walter J, Robert L. Mathis, John H. Jackson, Patrick J. Langan (2007) Healthcare Human Resource Management, Second Edition. South-Western Cengage Learning, OH USA. 6 allbusiness.com 7 Oâ„ ¢Toole, James, Edward E. Lawler III (2006) The New American Workplace. Palgrave MacMillan, New York, NY. 8 Smith, Shawn, JD, Rebecca Mazin (2004) The HR Answer Book. AMACOM, NY USA. 9 Spath, Patrice L. (2007) Guide to Effective Staff Development in Health Care Organizations: A Systems Approach to Successful Training. 10 Ukens, Lorraine L. (2001) What Smart Trainers Know, The Secrets of Success from the Worldâ„ ¢s Foremost Experts. Jossey-Bass/Pfeiffer, San Francisco CA. 11 Wells, Wendy, William Hejna (2009) Developing Leadership Talent in Healthcare Organizations: There are five key areas in which healthcare organizations can better foster the development of strong leaders among their employees. Healthcare Financial Management, from http://findartticles.com. Cascio, W. (2010). Managing human resources: productivity, quality of work life, profits. United States of America: McGraw-Hill. ?   Colquitt, J, Lepine, J, Wesson, M. (2011). Improving performance and commitment in the workplace. New York, NY: McGraw Hill.