Introduction
Human resource management refers to the planning and managing of human resources in organizations ( Dessler, 2017). Human capital has emerged as an important resource in contemporary organizations. It is through the utilization of human resources that firms are in a position to engage in production as well as serve the needs of the customers. In the health care industry, human resource management is a rather complicated process considering the high level of skills and competence required of the employees. The focus of this study is on human resource training proposal in a healthcare organization.
Overview
In the organization, the first step that will be taken in human resource planning will be the identification of the tasks that needs to be done. It will involve identification of the number of employees required to do such tasks. If current employees are less than the optimal number of employees, a recruitment exercise would be initiated ( Dessler, 2017).
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Recruitment
Recruitment will be done through advertisements in medical journals as well as daily newspapers for positions that require highly experienced employees. For areas that require graduate trainees, such employees will be recruited from students in campuses with less than one remaining month to complete their course in the relevant disciplines ( Dessler, 2017).
Interviewing
A panel of professionals drawn from various departments in the organization will interview such employees. The pertinent question will be asked to the interviewees in regards to their capabilities. Interviews are viewed as a positive source of information as they often result in an in-depth understanding of the employee. At the same time, the interviewers get to understand the ability of the employee to fit in the larger context of the organization. It is worth noting that while some employees may have high qualifications academically, they may not be able to integrate well with the organization design and culture ( Dessler, 2017).
Selecting
After every interview, the candidates will be graded on a scale of one to five. The organization will interview double the number of employees required. It is from this list that the expected number of employees will be selected. The organization, in its selection process, will base the selection decision on employee capabilities rather than any discriminative aspects including race, color, gender and political opinions ( Durai, 2010). The selection process requires rigorous testing of employees' capability to execute tasks. In this case, the emphases will not only be regarding intelligence quotient but also emotional intelligence. Employees in the health organization will need to have high emotional intelligence, something that will enable them to cope with the patients.
Comprehensive training strategy
The organization will engage the new employees in training and development. Consequently, the employees’ skills will be enhanced. There are various approaches that will be employed in training of employees. For instance, orientation will be carried out in the first two days after employees join the organization. During this period, the organization will introduce employees to organizational procedures, culture, and norms. Employees will also get a chance to interact with other staff members and familiarize themselves with the organization. After this, the employees training needs will be assessed ( Rees, French, & Chartered Institute of Personnel and Development, 2013). The appraisal needs will not only be carried out by the newly hired employees but also on other employees within the organization. After training needs have been identified, they will be classified. There are those training needs that can be met through in-house training and there are others that can be met through training by external consultants. A training schedule will be established as follows:
| March | Training |
| 1 | By external consultant |
| 2 | By external consultant |
| 3 | By external consultant |
| 6 | By external consultant |
| 7 | Internal training |
| 8 | Internal training |
| 9 | Internal training |
| 10 | Internal training |
After the above training, the organization will sponsor other employees with long-term needs for further studies. Nevertheless, those engaged in long-term training will be those who have been working in the organization for at least five years and have contributed to the growth and development of the organization. Those who have indicated to move from the organization and initiate their operations elsewhere will not be involved in the long term training. Long term training would include things such as sponsoring of employees to pursue masters’ degrees.
Motivational training
Brainstorming
The organization will engage employees in brainstorming. This will enable them to identify potential areas that they need to learn and increase their need to learn. This process would ensure that the learning outcomes are enhanced. Equally, through such approach to training, the tutor will be in a position to identify the learning needs of each of the employees. As a result, she may recommend some employees for further training after the initial training session is completed.
Hands on training
The second strategy will be to engage them in hands-on training. This strategy will expose them to the actual situation and motivate them to learn more. Under this approach, students also get an opportunity to ask questions and get practical answers, enhancing their understanding.
Key issues
Employee turnover
Employee turnover is a challenge in the health care sector. Employees often get new opportunities outside the organization regarding more satisfying jobs or better-paying firms ( Durai, 2010).
Instructional strategies
Human resource employees in the health sector should be aware of the high rate of turnover that occurs in this sector. As a result, there is need to be trained on new employee recruitment strategies, selection and training approaches. The instructional strategies that will be used in training them in this area would include lectures as well as learner-centered teaching where the learning capabilities of each Lerner will be identified and customized teaching process provided to employees who failed to understand what was being taught during the lecture.
Resources required
To train HR employees on how to handle and manage employee turnover, the organization will need an external consultant who will take them through training. Paying such an external expert will be an extra cost to the organization. Equally, the organization will need to provide employees with softcopy as well as a hardcopy of the training materials, pens books, and refreshments after the training sessions. In total, the organization may end up spending a total of $ 100,000 in the training process.
Evaluation criteria
The capability of employees will be tested after training through a quiz that will be issued to them by the consultant. The quiz will touch on all relevant areas that had been covered during the training sessions.
Lack of team work
Key issue
Human resource managers in the health sector need to be individuals with high teamwork skills. Many are the times that health outcomes on patients are not realized as a result of poor teamwork.
Instructional strategies
Employees will be trained by an external consultant. The training on this aspect will commence once training on employee turnover management is completed. Lectures and customized training materials will be utilized in the process. This training approach will ensure that employees with low learning capabilities can be provided with more customized training ( Durai, 2010).
Resources required
The main resources required will be writing pads, pens and online learning resources. Lectures will be delivered by the external consultant. The costs are included in the overall $100,000 budget.
Evaluation strategies
The main evaluation strategy adopted in this process will be a quiz that will be provided to such human resource employees after they are through with the training and development process ( Durai, 2010).
C. Stress
Stress is another challenge that employees in the health sector are often faced with. They are required to handle patients suffering from multiple conditions. They have to handle employees with huge pain. At the same time, during a period when there is an influx of patients, employees are forced to work overtime.
Instruction strategies
Various strategies are employed in training of employees. There exists myriad of training strategies as indicated in the image below:
Source: Rees, French, & Chartered Institute of Personnel and Development (2013).
The employees will be trained in-house by the current human resource manager and other nurses with experience. A session of sharing will be carried out in the health facility. At the same time, hands on training of new employees will also be carried out. In such a scenario, the employees will be exposed to patients with all manner of complications and given an opportunity to make observations on how the experienced employees from the human resource unit handle the situation. This process will give the employees a firsthand experience of what is expected of them in the organization. Interactive instructions will be employed in this study. For instance, a consultant will ask questions from students on areas that she would intend to trigger new learning. Equally, students will be offered an opportunity to ask any question in regards to areas where they need further clarification.
Resources required
The employees will require notepads and pens for making notes during the sharing session as well as during the hands-on training. The notes that they will make will act as a reminder to them of the new learning that they have gained during the process. It is good to note that like other departments, the human resource department should not be viewed as one with no need for resources. In many organizations, resources are allocated to manufacturing and purchase of equipment, assigning only limited resources to areas such as marketing and human resource management. This results in a scenario where the staff in these units encounters challenges in their efforts to execute department tasks. Adequate allocation of resources to human resource managers empowers them in staffing, recruitment as well as in engaging such employees in the training and development process.
Evaluation criteria
The employees will be observed during practice, and the efficacy of their operations will be assessed on how they handle the patient and their stress levels. Declining stress levels will be an indicator that the patients have learnt the right way of coping with stress.
Evaluation components
The human resource planning identified in this study can be summarized in the diagram below:
After the above recruitment process is finalized. It is clear that new employees in the health sector are likely to be faced with multiple challenges. This is more so the case with the human resource management employees who will be tasked with deploying labor in times when the number of patients is too high especially in the case of emergencies while at the same having to keep on replenishing the organization's human capital stock amidst employee turnover. The three main challenges that have been discussed above are summarized in the pie chart below:
Conclusion
From the above presentation, it is evident that human resource planning is a rigorous exercise. It becomes even more demanding when it comes to its application in the health sector. As indicated above, the first step involves the stock taking of the current human capital needs and gaps. Human resource managers then seek to fill that gap through recruitment. In particular, employees’ selection will be based on their ability to contribute to the organization and with no discrimination. Training and development, in this case, will boost the skills of employees and will be carried out through internal training by experienced employees as well as external consultants. In overall, the organization will be able to meet the needs of patients if this thorough training exercise is implemented.
References
Dessler, G. (2017). Human resource management . Place of publication not identified: Pearson Education Limited.
Durai, P. (2010). Human resource management . Chennai: Pearson.
Rees, G., In French, R., & Chartered Institute of Personnel and Development, (2013). Leading, managing and developing people . New York: McGraw Hills
