Employee Training and Development, an Important Investment

Tanisha Johnson [e-mail] BUS 3006
Prof. Sherry [e-mail][e-mail]
February 16, 2014

Employee Training and Development, an Important Investment

Hospitals, nursing homes, physician offices, and clinics are among the many diverse establishments providing medical and healthcare services. In the United States, there are over a half a million healthcare groups and facilities offering and providing medical services in the healthcare industry. Regardless of medical specialty or service facility qualified employees are needed to deliver care. In order to for any organization to provide appropriate and adequate care a diverse cast of employees in a wide range support services with different levels of education, training, experience, and expertise are required{35 Flynn,Walter J. 2006}. Healthcare organizations should do their due diligence in ensuring the staff they employee are qualified and trained to perform in their roles.

Organizations facilitating care have a responsibility to both patients and their staff to ensure they have the most qualified employees working for them. Healthcare organizations should put in place practices that provide opportunities and encourage staff to participate in continuous training and education to make certain their knowledge and expertise remain current. Talent development and implementing training programs is necessary to keep up with today’s continuous evolution of healthcare. Managing change, recruiting and retaining, and developing qualified staff must be handled effectively in order for an organization to thrive {35 Flynn,Walter J. 2006} .

The labor market shortage of qualified healthcare workers has emphasized the importance of recruiting and keeping good employees. Recruitment efforts seem to focus more on clinical staff such as registered nurses, pharmacists and physicians {4 Izzo,John B. 2002}. However, other support staff employees are becoming increasingly difficult to recruit and retain, i.e. environmental service staff, medical assistants, dietary workers, and registrars. The healthcare industry is in a state of constant change. Technology and evolution of drug therapies are allowing people to live longer lives {35 Flynn,Walter J. 2006}. With the rising age of people in the workforce and the rapid progression of technologies, both management and employees recognize their limited ability to handle the future demands that will be placed on them {34 Alexandros G. Sahinidis 2008}.

Healthcare reform, unstable economy, and high turnover are challenges facing many healthcare organizations today. Organizations must identify and institute strategies to develop and retain qualified and capable employees. Putting strategies in place will help combat high turnover and encourage employees to remain and commit to longer terms of employment {36 Miller, Rich nd}.

Job dissatisfaction has been branded as one of the biggest reasons why employees are not happy within the workplace. As it relates to the healthcare, job dissatisfaction will have negative impact on employee productivity, labor shortage, and compliance with regulations, laws, and patient-safety {29 Richard L Clarke 2002}. Before the mid-1970s, work was regarded as a just means of making a living and supporting a family. Today, workers view their job as a means of personal growth and fulfillment and as part of their identity {4 Izzo,John B. 2002}. Lack of opportunities for growth is the number one reason a worker will look for other employment opportunities and leave a company.

Healthcare organizations should take certain measures to ensure employees are given opportunities for personal and professional growth {34 Alexandros G. Sahinidis 2008}. Management should get involved with their employees and look to them for input as to how the organization could improve. Managers should ask staff how they feel about the work they perform and if the work they perform is interesting and engaging. Organizations should also survey employees and ask if ample opportunities to learn and grow are provided. Healthcare organizations should create career development programs to help employees examine their career goals and work with them to achieve greater job satisfaction {4 Izzo,John B. 2002} .

Training relates to the acquired skills a company deems necessary that will increase the chances of achieving certain goals {34 Alexandros G. Sahinidis 2008}. Providing training and educational opportunities will give staff the opportunity to get the most out of their work potential. In addition, training and education will optimize the likelihood of meeting the needs of the organization and probability of the organization achieving its goals {34 Alexandros G. Sahinidis 2008}. The larger the gap between skills required and skills possessed, the greater the lack of job satisfaction and the turnover retention. Implementing training and career development programs will have an effect on employee motivation and organizational commitment. An employee feeling inept to do a job will most likely leave the company; or if they stay, their productivity would suffer. By offering staff opportunities for training, work anxiety will reduce and frustration will decrease. Employees will learn how to cope with increase work demands and they will obtain the necessary skills to be more effective at their job {34 Alexandros G. Sahinidis 2008}.

Training and development is a significant investment; and companies interested in longevity, will invest in their employees. Appropriate training will prepare employees to handle current and possible future issues. Training will impact employee motivation and commitment to the team positively. Training will increase levels of enthusiasm, motivation, and dedication by employees who value the opportunities their employer provided. Employee appreciation for the investment their company is making be repaid with their hard work, loyalty and commitment to being a member of the organization {34 Alexandros G. Sahinidis 2008}.

Employee development is an important investment, but healthcare organizations have not been completely committed to this concept. Healthcare administrators are not fully committed to this idea because they do not see short term return on such an investment {29 Richard L Clarke 2002}. Concerned about increasing costs and decreasing revenues, they are not yet convinced investing in “human” resources will be a pay off {37 Bobinski, Dan 2014}.

The average employee replacement cost ranges between $17,000 and $31,000; these costs are not clearly obvious but are spread out, and not depicted as a single line item in the budget. An employee with an annual salary of $60,000 can cost almost $40,000 to replace {29 Richard L Clarke 2002}. Replacement costs can include hiring and recruiting costs, training costs, lost productivity during the first six months of employment, and use of temporary employees during transition{35 Flynn,Walter J. 2006} .

Today’s worker desires more from a job than a great salary {35 Flynn,Walter J. 2006}. Employers must recognize such changes in employee values and expectations. Employees want opportunities for growth and to be able to make meaningful contributions to their communities through the work that they do.

Work place expectations have shifted. Organizations that recognize and respond to these changes in will attract and retain the quality employees they need, therefore increasing productivity and increasing revenue. Healthcare organizations that wish to attract and hold on to top talent employees, will attain a competitive advantage in the marketplace by responding to this shift in work values {4 Izzo,John B. 2002}.

Employers should empower workers to get involved in the process as well. They can ask staff for recommendations or put in place a work referral bonus/incentive program. Peer panel interviews are another way to get employees involved in the recruitment process. Allow them the opportunity to meet and assess potential talent to see if they would be a good fit for the organization and team {35 Flynn,Walter J. 2006} . Employee retention should be as part of company culture by making retention efforts an organizational priority. By doing so, organizations will differentiate themselves from those that do not respond to new employee work values and in part obtain an edge in the marketplace and be deemed as a best place to work{4 Izzo,John B. 2002}.

References
Alexandros G. Sahinidis, & John Bouris. (2008). Employee perceived training effectiveness relationship to employee attitudes. Journal of European Industrial Training, 32(1), 63-76. doi:10.1108/03090590810846575

Bobinski, D. (2014). How to hire, train, and retain great employees. Retrieved February 2, 2014, from http://www.jobdig.com/articles/1178/How_to_hire%2C_train%2C_and_retain_great_employees.html

Emily J Wolf. (2001). Four strategies for successful recruitment and retention. Chicago: Health Administration Press.

Flynn, W. J., Mathis, R. L., & Jackson, J. H. (2006). Healthcare human resource management (2nd ed.) Cengage South-Western.
Izzo, J. B., & Withers, P. (2002). Winning employee-retention strategies for today 's healthcare organizations. Healthcare Financial Management : Journal of the Healthcare Financial Management Association, 56(6), 52.

Miller, R. (nd). Leadership summary: Recruitment strategies for the new era of healthcare. Retrieved January 22, 2014, from https://www.besmith.com/thought-leadership/white-papers/leadership-summary-recruitment-strategies-new-era-healthcare

Richard L Clarke. (2002). Invest in employee development. Healthcare Financial Management, 56(11), 16.

References: Alexandros G. Sahinidis, & John Bouris. (2008). Employee perceived training effectiveness relationship to employee attitudes. Journal of European Industrial Training, 32(1), 63-76. doi:10.1108/03090590810846575 Bobinski, D. (2014). How to hire, train, and retain great employees. Retrieved February 2, 2014, from http://www.jobdig.com/articles/1178/How_to_hire%2C_train%2C_and_retain_great_employees.html Emily J Wolf. (2001). Four strategies for successful recruitment and retention. Chicago: Health Administration Press. Flynn, W. J., Mathis, R. L., & Jackson, J. H. (2006). Healthcare human resource management (2nd ed.) Cengage South-Western. Izzo, J. B., & Withers, P. (2002). Winning employee-retention strategies for today 's healthcare organizations. Healthcare Financial Management : Journal of the Healthcare Financial Management Association, 56(6), 52. Miller, R. (nd). Leadership summary: Recruitment strategies for the new era of healthcare. Retrieved January 22, 2014, from https://www.besmith.com/thought-leadership/white-papers/leadership-summary-recruitment-strategies-new-era-healthcare Richard L Clarke. (2002). Invest in employee development. Healthcare Financial Management, 56(11), 16.