hrm week 9 2011.03.08 bb handouts

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College of Public HealthCollege of Public Health

HSRA 841/CPH 562HSRA 841/CPH 562

Public Human Resources ManagementPublic Human Resources Management

Spring 2011

HSRA 841/CPH 562HSRA 841/CPH 562

Public Human Resources ManagementPublic Human Resources Management

Organizational Development

and

March 8, 2011

Training

Nizar Nizar WehbiWehbi,, MD, MPH, MBAMD, MPH, MBA

ObjectivesObjectives

Explain the significance of centralization and

decentralization models

Understand the role of training and organizational

development in Human Resources Understand various aspects of employee

orientation, on-the-job and off-the-job training

processes

Succession Planning process and its significance



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Training andTraining andDevelopmentDevelopment

Training and Development (T&D)Training and Development (T&D)

Training and development (T&D) - Heart of

a continuous effort designed to improve

employee competency and organizational

performance

Training - Provides learners with the

knowledge and skills needed for their

present jobs

Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.

Training and Development (T&D) (Cont.)Training and Development (T&D) (Cont.)

Development - Learning that

goes beyond today’s job and

has a more long-term focus

repares emp oyees o eep

pace with organization as it

changes and grows




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Strategic Benefits of T&DStrategic Benefits of T&D

Employee satisfaction

Improved morale Higher retention

Improved hiring

Better bottom line

Satisfied employees produce satisfiedcustomers


Learning OrganizationLearning Organization

Firms that recognize critical importance

of continuous performance-related

training and development and take

appropriate action

provided enriched jobs, promotions, and

compensation

Organizations with reputation of being

learning leader attract more and better

qualified employees


Factors Influencing T&DFactors Influencing T&D

Top management support

Technological advances

World complexity

Learning styles

Other human resource functions




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Learning GeneralizationsLearning Generalizations

Learners progress in

area of learning onlyas far as need toachieve purposes

Best time to learn iswhen learning canbe useful

Try to space outtraining sessions


Training Design ProcessTraining Design Process

Step 1: Analyze

Step 2:Step 5:es gn

Step 3:Develop

Step 4:Implement

va u a e

Fried & Fottler, Human Resources in Healthcare: Managing for Success, 3rd ed, 2008. Health Administration Press.


Step 1: Analyze

A systematic approach to addressing bona

fide needs must be undertaken

Conduct needs assessment Review organizational records

Supervisors’ evaluations & recommendations

Critical incident reports

Surveys, questionnaires

Literature search




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Step 2: Design

Define objectives and criteria for evaluation Determine the methods, the facilitator,

techni ues

Define how training will be coordinated and

tracked.

Establish time line

Give purpose of the training (WIIFM)



Step 3: Development

Develop the lesson and the learning

outcomes

Select a rou for feedback and dr run

(guinea pig)

Incorporate suggestions and revisions



Step 4: Implementation

Schedule training workshops

Ensure management support

different time slots




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Step 5: Evaluation

Conduct training evaluations Pretest vs. posttest evaluations

-

Analyze and interpret the results for future

trainings

Did you meet your objective?


Blended TrainingBlended Training

Organizations utilize a number of

methods for imparting knowledge

Usually more than one method,

called blended training, is used to

deliver the training


T&D MethodsT&D Methods

Training could be on-the-job or off-the-job

Instructor-Led

Behavior Modeling

Role Playing

On-the-Job Training

Job Rotation

Internships




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Instructor Instructor--LedLed

Continue to be

effective for manytypes of employee

Convey great deal of

information in

relatively short time


Virtual Instructor Virtual Instructor--LedLed

Enables students to do

practically anything they could

do in traditional classroom

Blackboard Learning System -

Software application for

delivering education online


Case StudyCase Study

T&D method in which

trainees study the

information provided

in the case and makedecisions based on it

Used in classroom

with instructor who

serves as facilitator




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Behavior ModelingBehavior Modeling

T&D method where person learns by copying or

replicating behaviors of others to show managers

how to handle various situations

Examples - Conducting performance appraisal

, ,

delegating work, improving safety habits, handling

discrimination complaints, overcoming resistance

to change, orienting new employees, and

mediating individuals or groups in conflict


Role PlayingRole Playing

T&D method where participants respond to specific

problems they encounter in jobs by acting out real-

world situations

Used to teach such skills as:

i ii i

performance appraisal reviews

conference leadership

team problem solving

communication


OnOn--thethe--Job TrainingJob Training

Informal T&D method that permits

employee to learn job tasks by

actually performing them

os common y use me o

Pairing a trainer with a trainee




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Job RotationJob Rotation

Employees move from one

job to another to broadenexperience

understand variety of jobs

Think of Medical resident

rotation


InternshipsInternships

Training approach where university

students divide time between attending

classes and working for organization

Excellent means of viewing potential

permanent employee at work

Students are enabled to integrate theory

with practice

Think of Capstone experience


Training & Development Delivery SystemsTraining & Development Delivery Systems

Corporate Universities

Colleges and Universities

Community Colleges

Online Higher Education Videoconferencing

Computer-Based Systems

Video Media

E-Learning

Simulation




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Corporate Universi tiesCorporate Universi ties

T&D delivery system provided

under umbrella of organization

Focus on creating organizational

change

Proactive and strategic

Growth attributed to universities’

flexibility


Colleges and Universi tiesColleges and Universi ties

Primary delivery

system for training

professional, technical,

and management

employees

Corporate training

programs often partner

with colleges and

universities


Community CollegesCommunity Colleges

Publicly funded higher education

establishments

Deliver vocational training and associate

Rapid technological changes and

corporate restructuring have created new

demand for community college resources




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Online Higher EducationOnline Higher Education

Educational opportunities including

degree and training programs deliveredeither entirely or partially, via Internet

Allows em lo ees to attend class at

lunchtime, during day or in the evening

Reduces commute to school


Types of Online Higher EducationTypes of Online Higher Education

Hybrid programs - Permits students to takesome classes online and some in traditionaluniversity setting

Online synchronized study - Offers studentsc o ce o s u y ng roug on ne por asystem; student is expected to appear formost classes on a real-time schedule

Asynchronous learning - Students haveseries of assignments that need to becompleted in certain time frame


Video MediaVideo Media

DVDs, videotapes, and

film clips continues to

be popular training

e very sys ems

Especially appealing to

small businesses




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EE--LearningLearning

Delivery system for

online instruction

Available anytime,

anyw ere n e

world, and in different

languages


SimulationsSimulations

Devices or programs that are located awayfrom the job site and replicate actual jobdemands

Learners are given fictitious situation and

accordingly

Example: training ER employees in disasterresponse and management

Standardized patients used to test medicalstudents

Management DevelopmentManagement Development

All learning experiences resulting in upgradingof skills and knowledge needed in current andfuture managerial positions

Imperative managers keep up with latesteve opmen s n e r e s w e manag ngever-changing workforce in dynamicenvironment

First-line supervisors, middle managers, andexecutives may all participate in managementdevelopment programs




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MentoringMentoring

Approach to advising, coaching, and

nurturing, for creating practical relationshipto enhance individual career, personal, and

professional growth and development

Mentor may be located elsewhere in

organization or in another organization

Relationship may be formal or informal


CoachingCoaching

Often considered

responsibility of

immediate boss

Specific objective

Provides assistance

Like mentoring but short-

term

OrientationOrientation

Initial T&D effort designed

for employees

Strives to inform themabout company, job, and

workgroup




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Purposes of OrientationPurposes of Orientation

Employment situation

Company policies and rules

Compensation and benefits

Corporate culture

Team membership

Employee development

Dealing with change

Socialization


Trends & Innovations: OnboardingTrends & Innovations: Onboarding

(Executive Orientation)(Executive Orientation)

Help new executives quickly learn

organization’s structure, culture,

an po t cs so t ey can start

making contributions to

organization as soon as possible


Special Training AreasSpecial Training Areas

Diversity - Develop sensitivity to createmore harmonious working environment

English as a Second Language - Help

employees in way that validates them andop m zes persona re a ons ps

Ethics - Develop corporate culture thatrewards ethical behavior

Telecommuter - Permit manager andemployee to define job responsibilities andset goals and expectations




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Special Training Areas (Cont.)Special Training Areas (Cont.)

Customer Service - Teaches employees

skills needed to meet and exceed customerexpectations

Conflict Resolution - Communication skills

needed to resolve gridlock

Teamwork - How to work in groups

Empowerment - How to make decisions

and accept responsibility


Special Training Areas (Cont.)Special Training Areas (Cont.)

Remedial - Basic literacy/mathematics

skills

Anger Management - Help

par c pan s a e con ro o angry

outbursts


Implementing Human ResourceImplementing Human Resource

Development ProgramsDevelopment Programs

Often difficult

Many managers are action oriented

Feel the are too bus to en a e in T&Defforts

Qualified trainers must be available

Requires high degree of creativity




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Metrics for Evaluating Training andMetrics for Evaluating Training and

DevelopmentDevelopment

Reaction/Participants’ Opinions

Extent of Learning

Results/Accomplishment of T&D

Objectives

Benchmarking

Training Program EvaluationTraining Program Evaluation

Reaction: Participants’ reaction to and

satisfaction with the training program

Trainee enjoyed the program?

ar c pan s wou recommen o o ers

Training material was helpful?

Use surveys, inexpensive and quick

feedback (might be biased)

Source: Based on Kirkpatrick, D.L. (1998) (2nd ed) Evaluating Training Programs: The Four Levels. Berrett-KoehlerPublishers


Learning: The extent to which participants

change attitudes, improve knowledge, and/or

increase skills as a result of attending the

Increased awareness of hazardous waste

disposal methods

Identify steps in patient room turnover process

Ability to describe patient confidentiality rules




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Behavior: The extent to which change in

behavior has occurred because participantsattended training program

Improved team functioning

Zero mistakes in patient admission process

Asks visitors or patients if they need help finding a

location in the healthcare facility



Results: The final results that occurred

because participants attended the program;

the impact of training on business activities

and processes

Increased productivity

Reduced patient errors or near misses

Reduced staff turnover

Improved employee satisfaction

Improved patient satisfaction


BenchmarkingBenchmarking

Process of monitoring and measuring theorganization’s internal processes, such asoperations, and then comparing data withinformation from companies that excel in

Focus on metrics such as: training costs, ratioof training staff to employees, and whethernew or more traditional delivery systems areused




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DiscussionDiscussion

Readings: Succession Planning

Readings: Succession Planning



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OrganizationalOrganizational

ChangeChange

Forces for ChangeForces for Change

People

Generation X, Gen Y

Aging Population

Workforce Diversity

eman s or eren ran ng, ene s

Workplace arrangements

Compensation systems

Nature of the Workforce

Greater diversity

Griffin & Moorhead, Organizational Behavior, 10th ed, 2012. Cengage.



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Technology

Computer communications

Telecommuting

Video conferencing

HER

CPOE

Tele-Health services

Griffin & Moorhead, Organizational Behavior, 10th ed, 2012. Cengage.


Economic

Recession

Do more with less workforce

ompe on

Lower costs

Healthcare quality

Robbins and Judge, Organizational Behavior, 14th ed, 2011. Prentice Hall.

Planned vs. Unplanned ChangePlanned vs. Unplanned Change

Change: Making things different

Planned Change

Activities that are proactive and purposeful: an intentional,

goal-oriented activity

Goals of planned change Improving the ability of the organization to adapt to changes

in its environment

Changing employee behavior

Unplanned Change

Reaction to an event (Economy, system breakdown, new

rules and regulations)




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Change AgentsChange Agents

Persons who act as catalysts and assume the

responsibility for managing change activities


The Politics of ChangeThe Politics of Change

Impetus for change is likely to come from outside

change agents, new employees, or managers

outside the main power structure.

Internal change agents are most threatened by

their loss of status in the organization.

Long-time power holders tend to implement

incremental but not radical change.

The outcomes of power struggles in the

organization will determine the speed and quality

of change.


Lewin’s ThreeLewin’s Three--Step Change ModelStep Change Model

Unfreezing

Change efforts to overcome the pressures of

both individual resistance and group conformity

Refreezing Stabilizing a change intervention by balancing

driving and restraining forces

Unfreeze Change Refreeze




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Lewin: Unfreezing the Status QuoLewin: Unfreezing the Status Quo

Driving Forces

Forces that direct behavior away from the statusquo

Restraining Forces

Forces that hinder movement from the existing

equilibrium


Kotter’s EightKotter’s Eight--Step PlanStep Plan

Builds on Lewin’s Model

To implement change:

1. Establish a sense of urgency

2. Form a coalition

i iUnfreezing

3. rea e a new vision

4. Communicate the vision

5. Empower others by removing barriers

6. Create and reward short-term “wins”

7. Consolidate, reassess, and adjust

8. Reinforce the changes

Movement

Refreezing


Resistance to ChangeResistance to Change

Resistance to change appears to be a natural

and positive state

Forms of Resistance to Change:

Overt and Immediate

Voicing complaints, engaging in job actions

Implicit and Deferred

Loss of employee loyalty and motivation, increased

errors or mistakes, increased absenteeism




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Sources of Resistance to ChangeSources of Resistance to Change


Sources of Resistance to ChangeSources of Resistance to Change


Tactics for Overcoming Resistance to ChangeTactics for Overcoming Resistance to Change

Education and Communication

Show those affected the logic behind the

change

Participation

resistance

Building Support and Commitment

Counseling, therapy, or new-skills training

Implementing Change Fairly

Be consistent and procedurally fair




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Tactics for Overcoming Resistance to ChangeTactics for Overcoming Resistance to Change

Manipulation and Cooptation

“Spinning” the message to gain cooperation

Selecting people who accept change

Hire people who enjoy change in the first

place

Coercion

Direct threats and force


Change Accelerating Process (CAP)Change Accelerating Process (CAP)

Change Accelerating Process (CAP)

GE Change Acceleration Process ModelGE Change Acceleration Process Model



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Action Research Action Research

A change process based on systematic collection ofdata and then selection of a change action basedon what the analyzed data indicates

Process steps:

1. Diagnosis

l i. l i

3. Feedback

4. Action

5. Evaluation

Action research benefits:

Problem-focused rather than solution-centered

Heavy employee involvement reduces resistance tochange


OrganizationalOrganizational

DevelopmentDevelopment

Organization Development (OD)Organization Development (OD)

Planned and systematic attempts tochange the organization, typically to morebehavioral environment

Designed to develop more open,pro uc ve, an compa e wor p a cedespite differences in personalities, culture,or technologies

Applies to entire system




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Organizational DevelopmentOrganizational Development

OD Values

Respect for people

Trust and support

Confrontation

Participation


ODOD TechniquesTechniques

1. Sensitivity Training

2. Survey Feedback Approach

3. Process Consultation (PC)

.

5. Team Building

6. Intergroup Development

7. Appreciative Inquiry


OD TechniquesOD Techniques

1. Sensitivity Training

Training groups (T-groups) that seek to change

behavior through unstructured group interaction

Provides increased awareness of others and

Increases empathy with others, listening skills,

openness, and tolerance for others

Participants learn about themselves and how

others perceive them

People learn through dialogue




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2. Survey Feedback Approach

The use of questionnaires to identifydiscrepancies among member perceptions

use of questionnaires, interviews, and other

o ec ve a a

discussion follows and remedies are suggested

Can create working environments that lead to

better working relationships, greater

productivity, and increased profitability



3. Process Consultation (PC)

A consultant gives a client insights into what is

going on around the client, within the client, and

between the client and other people; identifies

.



4. Quality Circles

Groups of employees who

voluntarily meet regularly with

supervisors to discuss problems

nves ga e causes

Recommend solutions




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5. Team Building

Conscious effort to develop effectiveworkgroups

Uses self-directed teams

Small group of employees responsible for entire

work process

Members work together to improve their

operation

High interaction among team members to

increase trust and openness



6. Intergroup Development

OD efforts to change the attitudes, stereotypes,

and perceptions that groups have of each other



7. Appreciative Inquiry

Seeks to identify the unique qualities and

special strengths of an organization, which can

then be built on to improve performance

i lli i iiscovery: ecalling e s reng s o e organiza ion

Dreaming: Speculation on the future of the

organization

Design: Finding a common vision

Destiny: Deciding how to fulfill the dream




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hrm week 9 2011.03.08 bb handouts

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