Running head: TRAINING AND DEVELOPMENT

The Importance of Training and Development in Health Care Ann Gove HCS/341 October 25, 2013 Paul Farber

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The Importance of Training and Development in Health Care The health care field is an ever-changing field that requires extensive skills and training. Managers today have been delegated with the responsibilities of educating and training employees, of which is the number one key component for the success of any organization. The training, and competency assessments, education, and training evaluation process are the major components of how high an employee will climb the corporate ladder. According to Dictionary.com (2013) the definition of training is, to make proficient by instruction and practice, as in some art, profession, or work. Development is described as the act or process of learning, growing, maturing, progressing (Dictionary, 2013). Highly trained staff is vital in the health care field, as health professionals have the responsibility for the safety, the health, and well-being, and the lives of others. This is why the training and development of employees is so important. Training and development are important for a persons personal and professional lives (Santiago, 2011). Educational and training programs are the tools required in providing quality patient care. When employees are motivated, dedicated, and educated they can have a positive impact in the patients health care experience. Untrained and undereducated employees have the potential to cause dissatisfied patient situations. Many malpractice claims, and lawsuits are filed on the basis of the patients feelings of communication and service problems. Training provides the employee with the proper ways to perform any tasks or procedures of her job duties. According to Frost (2011) employees competent and on top of the changing industry standards, this helps the company hold a position as a leader and competitor in the industry (para. 3). Because development is an important aspect of health care, it also allows employees to learn the skills that will benefit the organization (Gomez-Mejia, Balkin, & Cardy, 2010). Development

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focuses on the entire group or the organization rather than on just one employee (Gomez-Mejia, et al, 2010). For the training to be successful it is important to measure the competencies of each employee. The definition of competence is the ability to perform a specific task in a manner that yields desirable outcomes, (Kak, Burkhalter, & Cooper, 2001, p. 03). This definition implies the ability to apply knowledge, skills, and abilities to new situations successfully. Usually education initial training makes a novice, after additional training and firsthand experience, is considered competent. Measuring competence is essential for training and career development to be effective. The importance of measuring competencies is critical to ensure that staff is performing to the set standards of the organization (Kak, et al, 2001). Health care organizations are required to follow specific criteria to provide services through accreditation, certification, and licenses. Measuring competencies is a valuable tool to assess individual and organizational performance and assess the efficiency of those services (Gomez-Mejia, et al, 2010). In measuring competencies it is important to be careful when using the tests designed to measure intelligence as they can be seen as discriminatory. The new Health Care reform and the increasing complexities of health care delivery has led to organizations using standardized tests to document the preparedness of new employees for full responsibilities (Lenburg, 1999). Competency measurement is critical in making sure employees can competently and responsibly perform their duties, and meet the performance standards. The competence of all staff members needs to be assessed prior to employment, during the orientation process, and reviewed annually. It is based on these measurement results, which appropriate remedial or educational programs are developed appropriately to meet the needs and improve performance. After implementing the

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training and development, and measuring the competencies of the employees it is important that the managers continue to evaluate the employees. In todays increasing accountability environment, the evaluation of the training process is a critical component of any organizations training program. Organizations teaching these programs are accountable for what employees learn, they are held accountable in making sure those employees able to apply their knowledge to their work. The final step to ensure employees are working to the best of their abilities and following the procedures and rules of the organization is to monitor them. This is done by tracking and evaluating the effectiveness of their training. Evaluating the training is not only about whether or not they are performing the new skills and are performing their duties. For the evaluation to be validated and useful it needs to be done by measuring the where and how they have improved in their jobs and duties. There are several methods used, todays best known and used model to measure training effectiveness is The Kirkpatrick Four Level Evaluation Model. These remain a cornerstone in the learning industry, Kirkpatrick himself wrote, These objectives will be related to in-house classroom programs, one of the most common forms of training. Many of the principles and procedures applies to all kinds of training activities, such as performance review, participation in outside programs, programmed instruction, and the reading of selected books (Craig, 1996, p. 294). Kirkpatricks steps are Step 1- Reaction- How well did they like the learning process? Step 2- What did they learn? Step 3- What changes in job performance resulted from the learning process? Step 4- What are the tangible results of the learning process in terms of reduced costs, improved quality, increased production, efficiency?

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His concept makes an excellent planning, evaluating, and trouble-shooting tool (Clark, 2012). To determine the effectiveness of training and the delivery of information that can be obtained through; questionnaires- as they offer a tool that can provide if the information were presented logically, and at the appropriate level and in proper format. By knowledge review this is an objective way of determining if training content was learned. Through observation either informal using general information about the training structures itself, or highly structured that monitors employees using checklists from observation points (Carr, 2002). These training evaluation processes can supply information to multiple stakeholders. By designing effective training evaluation programs an organization can obtain information needed to improve their training programs, delivery performance, and create continual opportunities for organizational improvement. Although it is important to evaluate employees based on their knowledge, abilities, skills, work ethics, and performance, it can sometimes be a difficult task for it to be an exact and thorough evaluation. With the ever-changing policies, procedures, and laws involving the health care organization the need for training and development programs are necessary. The training helps to assist managers and staff in determining if employees are productive in their jobs. They are also helpful to employees to learn if he or she is performing below average and what areas need improvement from their assessments (Carr, 2002). Successful training, and development programs increases the chances that the employees will continue to develop their skills and grow with the organization.

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References Gomez-Mejia, L., Balkin, D., & Cardy, R. (2010). Managing Human Resources (6th ed.). Retrieved from The University of Phoenix. training. (n.d.). Collins English Dictionary - Complete & Unabridged 10th Edition. Retrieved October 25, 2013, from Dictionary.com website: http://dictionary.reference.com/browse/training Santiago, A. (2011). About.com Health Careers. Retrieved from http://healthcareers.about.com/od/educationtraining/f/WhyEducation.htm Frost, S. (2011). Cron.Small Business. Retrieved from http://smallbusiness.chron.com/importance-training-development-workplace-1032.html Kak, N., Burkhalter, B., & Cooper, M. (2001, July). Operations research issue paper. HCI Project, 2(1), . Retrieved from http://www.hciproject.org Kirkpatrick, D. (2013). The Official Kirkpatrick Web site. Retrieved from http://www.kirkpatrickpartners.com/OurPhilosophy/TheKirkpatrickModel/tabid/302/Def ault.aspx Carr, W. (2002). Designing an effective training evaluation process. Retrieved from http://www.ispi.org/pdf/suggestedReading/Carr.pdf Clark, D. (2012). Big Dog & Little Dogs Performance Juxtaposition. Retrieved from http://www.nwlink.com/~donclark/hrd/isd/kirkpatrick.html

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