Assignment: HRM 635 Topic 4 DQ 1 and 2 Training Program Implementation

Assignment: HRM 635 Topic 4 DQ 1 and 2 Training Program Implementation

Assignment: HRM 635 Topic 4 DQ 1 and 2 Training Program Implementation

Topic 4 DQ 1

Assessment Description

Prior to developing your training programs, you must analyze your organizational needs, identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning. These constitute learning conditions to ensure training programs have purpose and alignment to organizational goals. Thinking about the learning conditions described, and assuming your organization has the readiness for learning, recommend at least one training program your organization would benefit from by implementing. Explain why this training program supports the organizational goals and aligns with employee performance needs. How do you determine the training program effectiveness on the organization?

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Topic 4 DQ 2

Assessment Description

What formal and informal onboarding or assimilation processes exist in your organization or an organization with which you are familiar? Identify the factors that contribute to the effectiveness of the onboarding or assimilation processes. What changes do you recommend making to the current onboarding or assimilation process to improve their efficiency when orientating new employees?

Assignment: HRM 635 Topic 4 DQ 1 and 2 Training Program Implementation

Organizations design and implement multiple programs to improve employee skills and update them on practice requirements, among other purposes. Resources, employee readiness, and leadership support determine the type and scope of training needed. Based on these factors and others, an effective training program that would benefit the organization if implemented is an organization-wide self-care program. From a productivity context, self-care implies taking independent actions for stress reduction and improving personal physical, emotional, and mental health (Sist et al., 2022). The training will empower employees in terms of recognizing when self-care is necessary, intervening appropriately, and helping their colleagues identify and overcome workplace stress.

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When recommending training programs, human resource managers and other responsible individuals should ensure alignment with the organizational goals and employee performance needs. Critical organizational goals achievable through self-care training include creating a stronger workforce, boosting motivation, and high employee retention. As Liu et al. (2023) noted, employee retention is high among motivated and resilient employees. Therefore, self-care is a foundation for accomplishing these goals since its purposeful execution creates a healthy, stronger, and focused workforce. Regarding employee performance needs, the program is essential for high performance due to increased job satisfaction associated with a resilient workforce. The program also aligns with the organization’s commitment to employee growth and development.

Program evaluation guides organizations in determining a program’s rationale. This would be in terms of resources used, benefits to employees, and sustainability. The program’s effectiveness can be effectively determined through a comparative analysis of issues related to workplace stress before and after the training. For instance, self-care reduces burnout rates among healthcare professionals (Lee & Joo, 2023). Hence, a decline in the number of such cases would indicate an effective program. The trainees (employees) can also be interviewed on their perception of the program. Their feedback on its feasibility and readiness to integrate into daily routine would help to determine whether the organization can achieve long-term success as far as sustaining a healthy workforce is concerned.

References

Lee, S. H., & Joo, M. H. (2023). The moderating effects of self-care on the relationships between perceived stress, job burnout and retention intention in clinical nurses. Healthcare (Basel, Switzerland), 11(13), 1870. https://doi.org/10.3390/healthcare11131870

Liu, F., Zhang, C., Gong, Y., Zhang, J., & Sun, L. (2023). When do resilient employees work harder? Exploring the moderating roles of overqualification and family motivation. Personality and Individual Differences, 210, 112214. https://doi.org/10.1016/j.paid.2023.112214

Sist, L., Savadori, S., Grandi, A., Martoni, M., Baiocchi, E., Lombardo, C., & Colombo, L. (2022). Self-care for nurses and midwives: Findings from a scoping review. Healthcare (Basel, Switzerland), 10(12), 2473. https://doi.org/10.3390/healthcare1012247

Topic 4 DQ 2: Onboarding Processes

Organizations acquire new employees at different times, as some retire, quit, or change careers. Supporting new hires to adapt quickly is crucial for high performance and job satisfaction. Onboarding involves multidimensional measures for welcoming new employees into their roles to ensure they understand expectations, workplace values, and other defining elements (Valdes et al., 2023). Regarding formal onboarding processes, the current organization relies on orientation training, where new employees are familiarized with the workplace culture, equipment, and tools necessary for optimal job performance. An effective informal onboarding process is job shadowing, depending on an employee’s skills and situational needs. Besides, new hires are not assigned highly demanding roles like team leadership until they are conversant with their roles and the organization’s structure.

Several factors contribute to the onboarding processes’ effectiveness. The first factor is their outcome-oriented nature. In support of onboarding, Lalithabai et al. (2021) underlined the significance of orientation in inspiring a positive attitude and improving new nurses’ competence in their various settings. Similarly, these programs are designed to enable employees adapt quickly and work more efficiently. The other factor making the processes effective is dependence on internal facilitation. Leaders and experienced employees collaborate to orient the new workforce. This implies that the processes are easily implementable and sustainable. Above all, they play a critical role in employee retention, which aligns with the organization’s broader goal of sustained performance.

These onboarding processes can be improved for higher efficiency when orienting new employees. A suitable strategy is integrating peer support into the formal onboarding processes. Connors et al. (2020) found peer support instrumental in building nurses’ resilience and providing optimal emotional and psychological support. As such, incorporating it into the organization’s current orientation programs will be crucial for enhanced personal resilience, a better understanding of the job and its requirements, and high job satisfaction. Where appropriate, the organizational leaders should support mentorship for new hires to enable quick adaptation, familiarity with the workplace, and mental support.

References

Connors, C. A., Dukhanin, V., March, A. L., Parks, J. A., Norvell, M., & Wu, A. W. (2020). Peer support for nurses as second victims: Resilience, burnout, and job satisfaction. Journal of Patient Safety and Risk Management, 25(1), 22-28. https://doi.org/10.1177/2516043519882517

Lalithabai, D. S., Ammar, W. M., Alghamdi, K. S., & Aboshaiqah, A. E. (2021). Using action research to evaluate a nursing orientation program in a multicultural acute healthcare setting. International Journal of Nursing Sciences, 8(2), 181–189. https://doi.org/10.1016/j.ijnss.2021.01.002

Valdes, E. G., Sembar, M. C., & Sadler, F. (2023). Onboarding new graduate nurses using assessment-driven personalized learning to improve knowledge, critical thinking, and nurse satisfaction. Journal for Nurses in Professional Development, 39(1), 18–23. https://doi.org/10.1097/NND.0000000000000805