The quality and variety of theemployee training provided by the human resource management are vital inmotivating employee during change management. HRM training is acontinuous activity undertaken by an organization’s leadership that requiresconstant adjustment. It is crucial that HRM move beyond the traditionaladministration of annual engagement surveys to embed engagement in HRM policiesand practices such personnel selection, socialization, performance management,and training and development (Albrecht et al., 2015).

Also, HRM should lead the way through evaluation andpreparation of proactive workplace policies and practices that help attract andretain talent with skills and competencies necessary for the growth andsustainability of the organization (Lockwood, 2007). Conclusion  There are many ways Human ResourceManagement employee can impact organizational change. As the need for helathcare employees to make decisions and act quickly within the parameters of theirjobs as customer demands and the need for a flexible workplace increase, HRMmust also adapt to meet this requirement in recruiting and retention of highperforming staff.

Globalization also exerts pressure on the HRM to adapt to changingorganizational needs and add greater value. According to the, it’scritical to develop the employee training within the framework of acomprehensive, ongoing and consistent program (Bodimer, 2016). This help keepsthe workforce of an organization current on policies, procedures, and newtechnology (Bodimer, 2016). In this fast-changingenvironment, useful change management skills are paramount for HRM employees.To manage these changes, designing and implementing training programs that willbe effective to overcome resistance is vital for HRM. These training programswill start will the creation of an employee training manual which will serve asthe building block to prepare new hires for his or her roles.

 Key Issues HumanResource Management Employees Encounter in the Healthcare industry.  Employee engagement is acritical driver of an operation successes in today’s  diverse and competitive labor market. It isinfluenced by many factors ranging from culture, organizational communicationto managerial styles. In combination and individually, HRM and managers playessential roles in ensuring the success of the organization’s employeeengagement and team building initiatives.

According to Society for HumanResource Management (SHRM), high levels of engagement promote retention oftalent, foster employee loyalty and improve the overall organizationalperformance and stakeholder value (SHRM. Org). To foster a work environment of the culture ofengagement, HRM should lead the way through evaluation and training ofproactive workplace policies and practices that help attract and retain talentwith skills and competencies necessary for the growth and sustainability of theorganization. EmployeeEngagement and Team Building  Bringing on new hires canbe very frustrating for both human resource staff and hiring managers.Rushingthe new hire training process base on the assumption or because the desperateneed for them to function independently and immediately is a precursor tofailure. The primary purpose of further employee training is to providecomprehensive information about the organization. This education willeffectively convey the values, culture, and principles of the group that helpsemployees to understand and apply them in their work environment. Using bothinternal and external resources are a comprehensive strategy for training newemployees.

Such as asking in-house seasonedemployees to take on coaching or mentoring roles by having the new hiresobserve the veteran employee perform the same duties that the new employee isexpected to master. The new hire will take notes on the interworking’s withineach department and evaluate which communication techniques seem to be mosteffective. Another strategy is the Practicing and shadowing- the new hires willspend time practicing what they have learned, and errors will be recorded anddiscussed with them for improvement. Externalresources including seminars, conferences, videos are all excellentmethods for fostering learning and often yield good results. Comprehensivestrategy for training new employees Interviewing, Selecting,and hiring of employees- theseprocesses commence at the interview stage which includes a job description andcriteria development.

The criteria will be related directly to the jobdescriptions/analysis and role function within the department. Whilethe final decision to select or hire an individual will be the ultimatelyresponsible for the hiring manager, HR also play a vital role in defining andguiding managers in this process. To ensure fair selection of applicants forinterview and final consideration, all involved in the hiring process shouldreview résumés, weight the applications, and interview the best candidates.   Recruitments- HRM have to plan for adjustments and changes inthe labor pool/market. As more women, minorities,older workers and immigrants join the workforce; the organization must learn toadapt to accommodate these diverse needs. Awritten job description is the core of a successful recruitment process.

Thisprocess takes into account the Equal Employment Opportunity Commission (EEOC)laws and the organization’s current position on mantaining a diverse workforce.This job analysis is used to develop interview strategy and evaluations. Italso provides opportunities for departments to align staff skill sets withorganization initiatives and goals. To ensure the most qualified individualsare recruited and remove all bias, hiring managers will be encouraged to firstconsider applicants from within their department or others from within theorganization who best fit the needs and express interest in the position.Though a search can take time, a rushed hire can lead to additional staffturnover and missed opportunity costs.

By investing in a thorough and detailedevaluation process,  human resource personneland hiring managers can bring in talented professionals for the roles and theteam. Planning-The human resourceplanning allows both HR and management to measure the needs and effectivenessof the training program to determine its benefits to the organization. HRM training development should be targeted toward  the strategic objectives of the body byinfluencing recruitment, interviewing, selecting, and hiring of employees,employee engagement/ knowledge, skills, and abilities,  employee motivation and effort, andopportunities for employees to contribute and increase their skills to supportthe organization’s  achievementHumanresource management training is a continuous activity undertaken by anorganization’s leadership that requires constant adjustment. People is onefactor that cannot be duplicated or imitated by the competitors and isconsidered the most valuable asset if managed and appropriately engaged (Srivastava, Akancha, et al., 2014).

Because of thehigh cost with employee turn over, it is essential for HRM and organizationleadership to employ strategic training program to help line managers andsupervisors hire the right person from the beginning. These training processesbegin with gathering and identifying areas where need exit so that training candevelop to help the organization accomplish its goals.Overview of The Traning Process andSteps Manyorganization recognizes the value and benefits of their workforce training.A strategic HRM training program emphasizes thenecessity the needs-cost analysis of implementing the program. Conducting a need assessment is fundamental to successfulimplementation outcomes. When done correctly, Human Resource Management ( HRM)training can make the workforce more efficient, increasing productivity andrevenue while decreasing costs, waste, and inefficiencies.

Adequate practicecan lead to increased compliance with regulations. Which can also lead to ahappier, more satisfied workforce and in turn reduces turnover and costlyonboarding.    Human Resource Management Training Proposal 


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