MGT3045 WK 3 Discussion

Orientation and Training © 2017 South University Orientation and Training

You've finally hired the person you feel is the right candidate for the job after numerous levels of tests and interviews! What do you do next? Or rather what happens to the new hire now? You wouldn't want the new recruit to be lost in the maze, would you? HR needs to come to his/her rescue by inducting the new hire into the system and helping him or her adapt through training. Training There are several aspects to training in the workplace. Training new hires is something every company undertakes. It is a costly endeavor but it can reduce indirect costs in many ways. Training new hires involves • Orientation: Introduces the new hire to the organization as a whole • Off-site training: Is less stressful and enables more depth of knowledge • On-the-job training: Is preferred to retain specific skills and actions Training current employees involves: • Retraining: Provides new skills to assimilate new technology and systems • Off-site training: Provides broader knowledge or information that can only be gained in

specific educational or industrial settings • Career development and educational assistance: Provides lifelong learning for employees

and increases the firm's internal store of knowledge and resources for training and internal recruitment

Let’s see how Training impacts the bottom line.

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Orientation and Training

HR HEADLINE: Training Impacts Bottom Line WakeMed health system in North Carolina is a shining example of how training can deliver mission-critical skills and positively impact the bottom line. The organization's four education departments provide over 160,000 hours of training annually, which represents an investment of over $2 million. This commitment starts with the board of directors, who specify learning needs during the annual strategic planning process. A critical business issue facing many health care providers has been the transition from paper to electronic patient records. At WakeMed, this involves over 230,000 patients in the emergency department, 7,700 babies delivered, and over 327,000 patients treated by specialty care physicians. This obviously creates an immense volume of records. To successfully transfer all the records required training for both clinical and nonclinical staff. The solution was to utilize multiple methods—including online modules, instructor-led classes, self-paced learning, and computer- based training—that were delivered 24/7 to accommodate workers' schedules. The system will go live in the near future, but WakeMed is confident that up-front training will ease the transition. In further pursuit of continuous improvement, WakeMed tackled a key patient care need— transporting critically ill heart patients from rural areas to city-based emergency centers. The training team created a simulation-based learning program that uses a patient simulator named Sam. Sam weighs 160 pounds and costs $75,000. He is capable of breathing, blinking, and dying, and he can be given a wide variety of treatments. During the simulation, the care team assesses Sam's condition based on over 1,000 data points. They order helicopter transport since it reduces the two-hour ambulance trip to a half hour. En route to the hospital, the simulator provides scenarios to which the care team must respond in order to stabilize and save Sam. During a post- simulation debrief, the care team identifies areas where additional education and training were needed to keep Sam alive.

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Human Resource Management

©2017 South University

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Orientation and Training

WakeMed's training initiatives have helped the health care system decrease patient mortality rates, prevent delays in care, and improve efficiency. They also address a business goal of increasing the number of cardiac patients who come to WakeMed for treatment. Now that's the way to show that training pays off.

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Human Resource Management

©2017 South University