Human Resource Training Proposal, Essay Example

Introduction

This proposal encompasses a recruiting and staffing training program for a group of new human resource management (HRM) employees at a health care company.  Key elements of this program include planning, recruiting, interviewing, selecting and hiring. It is this presenter’s perspective that these key concepts be clearly defined before articulating the proposed training program in a document of this nature.

Planning

Human resource planning embodies a series of strategies developed to identify future human resource needs within an organization. These strategies ought to provide criteria through which ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply, which will be required to meet the demand’ (Bulla & Scott, 2004, p. 17)

Recruiting

According to MyrnaGusdorf (2008) recruiting is a process of having the ability to attract the most appropriate persons to fill vacancies at a time when it is most needed. Essentially, it is creating an environment that encourages potential applicants with relevant academic qualifications to apply for positions/jobs within an organization (Gusdorf, 2008).

Interviewing

This is the process whereby human resource management conducts an assessment of potential employees’ ability to function within the required job specification for which he/she applied. It is performed by asking questions and observing both verbal and non-verbal responses.

Selecting

Selecting in human resource management pertains towards making a list of the most suitable applicants to fill vacancies within the organization.

Hiring of employees

Hiring of employees is the final step taken by human resource management in maintaining adequate staffing. This entails filing vacancies by appointing individuals through notification that they have been selected to fill positions within the organization.

Comprehensive strategy for training new employees(Role of new employees)

Any comprehensive strategy for training new employees regarding their new role within an organization must be preceded by careful planning. Health care organizations require unique applications when training for new recruitees is planned, especially, in the capacity of human resource managers. While these are top level management employees who are primarily designated to supervise lower level staff, some basic organizational policies may have been forgotten or never discussed officially during their course of employment.

Therefore, in designing a comprehensive strategy for training, considerations should include sensitizing these individuals first regarding the organization’s goals, polices and expectations of them as new human resource managers within the health care industry. The next important element is the actual training in how to be a human resource management employee as it pertains to planning, recruiting, interviewing, selecting, and hiring of employees.

Generally, training programs’ specific considerations for any category of new employee necessitate understanding the role of training and development in inefficient functioning of an organization. Secondly, it is the manager’s role in employee training; third, content of the employee orientation program; fourth define the purpose of training whether it to correct existing problems or enhance futureperformance and fifth the purpose of human resource in maintaining a calm industrial climate in the company (Fallon& McConnel, 2007).

These are the essential criteria, which must be employed when designing a comprehensive strategy for training new human resource employees in their new role of managing the company’s assets. They are incorporated into a comprehensive plan applying a twofold strategy first of sensitizing or re-teaching the company’s goals and polices. Second, is teaching principles and strategies in applying human resource techniques towards planning, recruiting, interviewing, selecting, and hiring of employees to their new role.

Two to four (2-4) training strategies(Learning key aspects about their new jobs).

Four pertinent training strategies that will be employed in helping new human resource employees learn key aspects about their new job pertainto exposing participants to techniques they can apply in planning, recruiting, interviewing and hiring. Planning is a strategy in itself. However, when applied to new human resource managers’ training it encompasses consulting with stakeholders as it pertains to designing effective techniques for achieving organizational goals through policy implementation. The consultation planning process embodies garnering support of forces that are in opposition the company’s mission and policies. The focus of this strategy would be group discussions relating benefits to be derived from implementing a specific planning strategy. Included would be marketingstrategies developed tostakeholders and allies of the organization. In marketing the plan participants must use concrete examplesin communicating how the plan promoted other companies’ success.

Learning aboutrecruiting strategies is essential to human resource management. Myrna Gusdorf (2008) contend that a strategy that can be employed in recruitment is to consider whether it be the best measure at that point in time. Further it was advanced that many new human resource managers make a vital mistake in thinking that recruiting new staff could answer labor shortage problems. However, alternatives to recruiting may be the first strategy a new human resource manager ought to explore before thinking about hiring new staff (Gusdorf, 2008).

Participants will be allowed through brain storming to highlight alternatives form their work environment.Gusdorf (2008)recommended contingent labor and outsourcing. Often fluctuations in labor volume may be temporary and part-time staff along with overtime could be very effective supplementations in resolving labor issues in the organization. Importantly, it was further recommended that hiring new employees should only be considered when if the company anticipates additional labor force necessities in the long term basis. Otherwise overtime and outsourcing can continue for an extended period since it might be a far less costly process (Gusdorf, 2008).

Consequently, recruitment planning must occur after when the entire alternative have been explored through implementation/ experimentation and proven unsuccessful. Precisely, current estimates for recruiting new staff ranges from fifty to hundreds of dollars in new salaries to be paid. As such, the overall cost to an organization/company must be estimated in relation financial growth if new staff is recruited to fill apparent vacancies. It may even be necessary for a new staff evaluation be conducted in relation to current needs within the organization (Gusdorf, 2008).

Interviewingtechniques are strategies, which ought to be designed to ensure that the most appropriate questions are asked in receiving answers suggestive that the applicant is best suited for the post advertised. Participants will be allowed tom practice interviews based on scenarios offered by the facilitator. Using practice groups new human resource managers will act role of applicant and employers. Every member of the group will be given opportunities to play both roles as well as designing their interviewing schedule. At the end of the session trainee will critically evaluate the performance in relation to expectations of the organization needs scenario offered.

Human resource training interview questions are designed to gather data from applicants as well as trainees concerning recent experiences in handling grievance issues; counseling and disciplining of employees; steps taken to improve the organization’s recruitment and selection procedures; important human resource challenges confronted during present/previous employment steps taken to resolve them and knowledge regarding sharing of confidential information (Fallon & McConnell, 2007).

Hiring of new employeesis an important strategy essential to any training. It was established earlier using content integrating group discussions that hiring of new employees in health care must only be considered when all alternatives have been explored after all alternatives have been explored even though shortages are perpetual in the industry. Consequently, participants will evaluate scenarios occurring in health care organizations to determining alternatives as well as situation where hiring is imperative.

Human resource Issues and plan to address them

Some key issues, which human resource managers are likely to encounter in the execution of their duties as it pertains toplanning, recruiting, interviewing, selecting, and hiring of employees are conditions in the internal environment such as promotion from within the organization; nepotism; external environment and industrial disputes (wages, overtime, and workload discrepancies)(Neil, 2013).

Plan for resolving issues

Conclusion

The foregoing proposal described a staffing training program for a group of new human resource management (HRM) employees at a typical health care company.  Key elements of this program planning, recruiting, interviewing, selecting and hiring were highlighted in every aspect of the training program. These key concepts were clearly defined before articulating the proposed training program and ways in which they will be applied to strategies during the comprehensive training was eloquently outlined.

References

Bulla, D., & Scott, P. (2004) Manpower requirements forecasting: a case example: Human Resource Planning Society. New York. Jones & Barlett Learning.

Fallon, F., & McConnell, C. (2007). Human Resource Management in Health Care: Principles and Practice. Jones and Barlette

Gusdorf, M.  (2008).Recruiting and Selection: Hiring the Right Person. Society for human Resource Management.

Neil,N.J.(2013).Basic Concepts of Health Care Human Resource Management. Burlington, MA: Jones & Barlett Learning.