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Training is often looked upon as a short-term investment form many organizations or human resource teams. The trend for training has been changing from a short-term focus to include a long-term emphasis.
Using Welder Library E-Resources of Google Scholar find a peer-reviewed article within the last 10 years on the topic of organizational and/or employee training regarding the positive or negative effects on organizations and/or employees.
The “like” feature will be enabled. You are encouraged to “like” the articles you find interesting.
Training can be very beneficial for organizations and their employees. In the article, “Do organizations spend wisely on employees? Effects of training and development investment on learning and innovation in organizations” by Sun Young Sung and Jin Nam Choi, development of innovation directly related to the amount of investments on training made by an organization. The study suggested that learning practices may also be a mediating mechanism affecting innovative performance. The climate of an organization may also be linked to an increase in innovation for an organization.
A conceptual framework was used in this study. Organizational training and investment is the focus of this study. By investing in training, organizations develop a strong, motivated, and capable pool of resources. Organizational learning practices can increase innovative performance for an organization. Organizations have an opportunity to promote and foster this innovation by offering corporate training to employees.
The article also examines how organizations offering tuition assistance to employees seeking higher education could potentially have a negative effect overall because it can be seen as favoritisms by other employees. Policies should be put in place to help protect an organization from this potential issue.
Module 03: Training Assignment
The background to this article references a hospital that was observe for 3 years. By the end of the third year, HR department and management were able to track turn over rate and retention rates monthly. The discovered turn over for Registered Nurses (RN), was greater than 19% within the 3 years and 30% within their first year, with a turnover rate of 40% on the medical surgical floor (Maryniak, 2017). Information was collected by means of employee satisfaction surveys and exit interview data to discover the reasons for the turnover which included: poor communication, workload, recognition, and onboarding. The average cost for turn over ranges from $37,700 to $58,400 (Maryniak, 2017).
Once this information was collected, the nurse leaders and HR department came together to create a standardized orientation process that was meant to improve efficiencies of onboarding and orientation in hopes to increase retention of new nurses. The program had new graduate nurses spend 5 weeks in a specialized unit created to stimulate real life. The new nurses completed simulations and online learning. Classes included diabetic management training, critical thinking, practicing assessments, pain management and working on communication. There were also education stations for IV starts and wound care. The individual nurse had to complete the course prior to moving on their new home unit they were hired for. At the end of the first year of the program, it was estimated that the overall cost savings from nurse retention was almost $3 million dollars and the retention rate exceeded 88.8%. Maryniak (2017), illustrates on the med-surg unit nursing retention was 100% in the first year for this department.
I have worked on the med-surg floor at my previous job for several years and I believe the turnover ratio at our hospital was close to this 40%. Med-surg is a hard floor that gets a variety of patient types and loads. However, it is the starting point for most in patient jobs to kind of get your feet wet type unit. I think this new training course could be helpful for certain education tips and tricks but wound care and IV should have been a skill learned in school.
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