Human Resource Management Training Proposal

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Human Resource Management Training Proposal

The health care industry is known for being very labor intensive. The reason of this is inability to create a “service” and preserve it for future use. Production of the commodity and its consumption occur simultaneously. Therefore, the integration of healthcare care specialists and their visitors is a key component of the supply of services in health care industry. To achieve a high quality of integration, healthcare organizations need to provide effective human resource management. The aim of this paper is to design a human resource management training proposal that consists of several parts. First, an overview of HR planning, recruiting, interviewing, selecting and hiring of employees will be performed. Second, there will be offered a strategy for training new staff. Third, some parts of the paper are devoted to strategies aimed at motivating the employees to study primary information about their new positions. Finally, the most common issues faced by human resource management specialists will be analyzed.

HR Planning, Recruiting, Interviewing, Selecting, and Hiring of Employees

HR planning starts with a job analysis, which is a systematic process of collecting information about jobs. It is necessary for making a job description. Job description plays an important role in human resource management because HR specialists are also involved in other processes such recruiting, interviewing, selecting and hiring of employees using it. Furthermore, planning stage means that HR specialists should determine the number of new employees they need and deadlines for all other HR processes (Siddiqui & Kleiner, 1998).

HR specialists working in healthcare industry are supposed to have a constant flow of potential employees. Typically, the need for new employees permanently exists due to expansion of market areas and emergence of new services within organizations. Recruitment takes place in case of both certain growth of service capacity and certain decline. The reason of this trend is that employees with specialized skills and abilities occasionally leave the organization, so HR specialists need to replace them by means of hiring new staff. In addition, services and technologies evolve or change, so new specialists are hired to improve them. Overall, the recruitment of new employees is crucial for the organization that wants to stay competitive in the industry (Siddiqui & Kleiner, 1998). New employees can be found among specialists that have just taken specialized trainings on new methods and technologies because they are able to bring new information to organizations. Besides, HR specialists sometimes need to recruit new employees who possess managerial and professional abilities and skills that current organization’s staff lacks (Siddiqui & Kleiner, 1998).

Interview process is not easy in any industry, but it is particularly complicated in healthcare sphere. Challenging factors include three shifts, strict HR regulations, variety of facilities, and high turnover. Overall, interview process can be divided into seven steps such as searching candidates, evaluating, interviewing, providing feedback, collecting feedback, comparing outcomes and making a final decision. Conducting the interview process, HR specialists should also consider recent trends and strategies as well as unique culture and mission of their organization. Consistency while interviewing potential employees is also important because it makes the process more effective and creates a positive impression about the organization among candidates (Conant & Cleiner, 1998). Finally, it is important to use different tacking systems to evaluate the performance of HR management within the organization (Appendix A).

The following processes include selection and hiring new employees. They start after filling the applicant pool. On this stage, it is important to choose the most effective methods for selecting people that will be most qualified for doing certain job (Siddiqui & Kleiner, 1998). To achieve this, HR specialists need to possess a clear understanding of work that has to be performed and the qualifications of people to fill the vacant positions.

Strategy for Training New Employees

Training of new employees is most effective when it is focused on the role of new employees within the organization. This motivates individuals to be attentive because training is closely connected to the work they are going to do on a daily basis. As for trainers, they should be chosen among specialists who realize all responsibilities peculiar to different jobs. For instance, a clinical trainer would be more interested in trainings with clinical trainees that can provide more information about clinical documentation etc. It is also necessary to design customized training materials. It is efficient to make this in due time when the system of trainings is more or less set. Such customized training materials should definitely include the organization’s forms and unique preferences. On the other hand, workbooks suggested by vendors can also be used but they are less efficient (Siddiqui & Kleiner, 1998).

Apart from that, HR specialists should make sure that new employees have basic computer skills. For example, candidates could pass some general computer skills evaluation before starting training. This will protect both sides from stress during training sessions. After finishing training, some competency exams need to be taken by potential employees. This would help to monitor efficiency of trainings, qualifications of trainers and readiness of trainees for executing their duties (Siddiqui & Kleiner, 1998). Exams should consist of several parts. First, it is necessary to check how new employees understand their role within the organization in theory. For example, they could pass some tests with questions about their new responsibilities. Second, trainees should demonstrate their skills in practice. Depending on job position, this could be performed with the help of various role-model situations, group discussions etc. For example, clinical employees can demonstrate their abilities to work with clinical documentation or computerized physician order entry.

Training Strategies for Motivating the Employees

To motivate the employees to lean key aspects of their new jobs, HR specialists should use certain training strategies. First, trainers need to acknowledge achievements of their trainees. New employees face new conditions, unknown people and unusual facilities, so they may feel uncomfortable and stressed. That is why appreciation of their efforts can greatly motivate them to learn more and not to give up despite of all the issues. Trainees could demonstrate appreciation in a number ways. For example, a person may simply mention about his or her positive results in learning process or allow performing some tasks as a trainee’s assistant (LeMon, 2000).

Second, the organization can offer come benefits to people that were the most active and successful trainees during learning process. The kind of benefits depends on the organization’s possibilities. For example, if healthcare institution has significant financial resources, HR professionals might promise attractive retirement planning or insurance coverage after finishing training and passing competency exams. Besides, the organization could promise to give small gifts such few additional days off or some interesting seminar or professional training (LeMon, 2000).

Third, HR specialists should organize assertiveness training to motivate new employees to learn. For example, Bill Gates says about the “world domination” of his company without any apology during one of the conferences. In today’s world, world domination of certain organization is a laudable thing. Gates has provided Microsoft with the agenda and language. In fact, assertiveness is the agenda and language of any mature organization but there are new employees, who just do not know how to be adults. These employees need some sort of a script, and trainings help them with this (LeMon, 2000).

Finally, new employees should keep their right of termination. This strategy would help the organization to throw off the “kids”. The right of termination should be saved legally and emotionally. This would help the organization to create an image of a place where only adults can work meaning that refusal to learn about new work responsibilities would be considered a kid’s behavior. This refers to accountability, which a problem of adults. Kids are not able to be accountable because “they do not know better” (Lemon, 2010). However, adults realize what accountability means. The last stage of accountability at work is termination. Cutting of physical and financial connections is the organization’s solution to staying healthy. The process is clearly complicated from all perspectives but it is positive (Lemon, 2010). In other words, new employees should feel that they can leave the organization at any time. This would make them more responsible in terms of learning new roles at the workplace. For example, HR specialists may stress on preserving the right of termination during recruiting time and in case of poor performance during trainings. However, this should not be considered as parent control or some pressure. New employees should only be informed about the consequences of their refusal to learn. Decision of following or not following guidelines should be made on their own. In fact, further work would not be effective if an employee is not able to take responsibility in his or her life and work, so HR specialists should treat this as a natural process of selection.

Key Issues of HR Management Employees in the Healthcare

New HR management employees are likely to encounter several key issues. First, health care workforce is of different size, distribution and composition across the country. Therefore, it is necessary to start working in the company with careful studying of characteristics of workforce that are typical for certain area. This can be accomplished by analyzing statistical data and different researches. To determine success, new employees need to be given a clear description of the situation of labor force in the area where their health care company operates (Siddiqui & Kleiner, 1998).

Another key issue is workforce training. Human resource professionals should analyze the composition of the company’s workforce focusing on skill types as well as training levels. The task of HR staff is to design new options for training health care employees in order to make them ready to respond to all current needs in the health care sector. Apart from that, HR professionals will surely encounter a problem of high turnover among health care specialists (Appendix B). This requires from HR staff to pay more attention to workforce planning, the size of payments and rewards. They also need to strive for improving the overall management of the company’s personnel. Besides, HR specialists can motivate health care employees to stay by offering various housing and infrastructure benefits as well as job rotation options (Siddiqui & Kleiner, 1998). To deal with the last two issues, new employees should follow several strategies. First, they should constantly monitor training process and make evaluations of their results. For this, HR professionals need to design specialized testing systems. In case of lowering outcomes, tests should be improved. Second, they need to observe job satisfaction among healthcare workers. For instance, they can create questionnaires and ask personnel to fill them out once a month (Appendix C). Third, feedback of staff should be analyzed and alterations of HR management should be made if necessary.


In conclusion, training program of new employees consists of several stages. In particular, it is necessary to perform recruiting, planning, interviewing, selecting, and hiring of employees. The important part of all these processes is designing a qualitative job description. Besides, it is necessary to follow certain consistency in order to leave a positive impression about the company in the eyes of candidates. The most effective training strategy is role-based because it is connected with the work of the trainees. To achieve high productivity, trainers with practical experience should be hired. This will motivate employees to learn. Apart from this, employees can be motivated by recognizing their achievements, financial and other kinds of benefits, assertive styles of training and preservation of the right of termination. Key issues that HRM employees are likely to face are high turnover among health care specialists, variety of workforce across the country and problems with training staff.