Abstract
This research paper required students to choose an actual organization, and in this case, Cape Coral Hospital. Although the hospital has already implemented a team-based approach, there are several training issues that it has encountered. These issues include poor clarification and reinforcement of team concepts, technical competency level, and group dynamics and interpersonal skills. The organization should consider utilizing the following HRD practices in order to resolve the issues.
The practices include a potential appraisal, career planning and development, and reward and recognition. For instance, reward and recognition programs change how teams work: it ensures employees meet the company’s core values. Overall, the use of HRD practices will ensure the organization achieves its objective of reducing costs while at the same time providing high-quality care.
A Team-Based Approach
Many organizations around the globe are shifting their focus towards implementing a team-based approach with the aim of increasing productivity and reducing costs. Holdsworth et al. (2020) defined a team-based approach as a style of project management where every team member is held equally accountable for the success of the project. Every team member must acknowledge each other’s strengths and skills. Therefore, this research paper requires one to choose an actual organization that is either contemplating using and/or has already implemented the use of a team-based approach to increase productivity and reduce costs. The discussion will revolve around the training issues the organization would experience and how it could address them while utilizing accepted HRD practices.
Cape Coral Hospital
Cape Coral Hospital was chosen because it has already implemented the use of a team-based approach. The hospital, located on Del Prado Boulevard, currently has a bed capacity of 291 (Liu and Walsh, 2018). It is known for its high-quality services ranging from weight management to diabetes and chronic diseases: the services target the community. In addition to this, the hospital also acts as a home to a full-service Healthy Life Center. Cape Coral Hospital’s staff work hard daily to ensure they provide high-quality and safe patient care. The need for safety, prevention, low costs, and increased productivity compelled the management to implement a team-based approach. The hospital managed to organize its staff into teams and hold them accountable for high-quality results.
Training Issues
The training requirements linked with the implementation of a team-based approach were significant. It was imperative for the organization to train its employees as a way of facilitating the transition from independent to dependent. The hospital was more interested in having well-integrated and fully-functioning teams to ensure it meets its objectives of low costs and increased productivity. However, the training process was not without its complications, partly due to group behavior and dynamics. The paragraphs below discuss the training issues Cape Coral Hospital encountered while implementing a team-based approach.
The first training issue experienced was poor clarification and reinforcement of team concepts. Although the staff was allowed to serve as teams in different roles, the process was poorly coordinated. The training is aimed at providing employees with specific advice and guidance with regard to how they should interact and function as a team. In an extreme case, the training strived to show them how to intervene and resolve conflicts. Some of the team concepts targeted in the training program included respect, delegation, communication, and support.
The second training issue encountered by the team relates to the technical competency level. There was a need to ensure the staff received the proper training to bring them to the required technical competency level. According to Rosen et al. (2018), technical competency refers to an area of skill-set required for particular job responsibilities. It was necessary for the staff to develop the skills needed to work in teams. While the hospital adopted cross-training process, it failed to ensure team members perform multiple jobs. Cootes et al. (2021) emphasized the need to have “jacks of all trades” with the necessary knowledge and skills to efficiently perform the work of the team” in order to improve productivity. However, the training failed to ensure the members received the required skill set.
The third training issue witnessed related to exposure to group dynamics and interpersonal skills. This exposure, which was offered through training, aimed at ensuring the staff developed specific skills and convinced the management that they fully understand the importance of team actions in interactions. The only limitation was that the employees were not exposed to more advanced and evidence-based training. This implies that the staff did not develop the skills needed to identify team malfunction and address impending breakdown. Other training issues related to interpersonal skills include the risk of developing operational disconnections during interactions and failure to identify danger signs of poor teamwork.
Lastly, the process of implementing a team-based approach brings forth several training issues. They include training employees on how to effectively work through issues during the conflict. By resolving conflict, the teams will trust each other and work better. It also means providing forums and virtual teams to facilitate collaboration even without face-to-face communication. It is important to note that the process of adopting a team-based approach exposes employees to all the challenges that accompany it.
Accepted HRD Practices
Although the hospital has already implemented a team-based approach, it still faces most of the aforementioned training issues. However, there are several HRD practices, if utilized well, will help address the aforementioned issues. The first HRD practice for consideration is potential appraisal which looks at the possibility of an employee occupying or assuming higher positions. This practice exists to help staff know their strengths and weaknesses: this, in turn, motivates them to further develop their skills (Kura et al., 2019). Therefore, a potential appraisal will play a critical role in addressing the issue of technical competency level.
As discussed above, the hospital failed to ensure team members develop the necessary skills to perform multiple jobs. This practice would motivate employees to work in teams with the aim of improving team and individual performance. More importantly, a potential appraisal will ensure members identify hidden skills and talents suited to perform multiple jobs.
The second HRD practice is career planning and development geared towards helping employees manage the direction of their careers and the job skills and knowledge they may need. A case in point is Apple, whose focus, for many years now, has been to provide formal development opportunities (Itam et al., 2020). Similarly, the company promotes total self-ownership of their employee’s careers.
Employees are encouraged to constantly develop new skills and gather new experiences in the quest for new positions. Therefore, this practice will help the hospital address the issue of group dynamics and interpersonal skills. The staff will develop a clear understanding of why they should work through their differences. By developing interpersonal skills, the staff will not only improve productivity but also stand a chance for promotion.
The last accepted HRD practice for consideration is reward and recognition. According to Krishnaveni et al. (2019), reward and recognition programs change how teams work: it ensures employees meet the company’s core values. A good example of an organization that has utilized a reward program is GE Healthcare. The organization’s strategic recognition was part of a holistic change management plan whose aim was to ensure feel secure. Therefore, this practice will help the hospital address the first training issue and, in the process, ensure employees are able to interact and function as a team. More specifically, the hospital should adopt team-based rewards in order to foster collaboration and teamwork.
References
Cootes, H., Heinsch, M., & Brosnan, C. (2021). ‘Jack of all trades and master of none’? Exploring social work’s epistemic contribution to team-based health Care. The British Journal of Social Work. 8 (2), 23-99. Web.
Holdsworth, L. M., Safaeinili, N., Winget, M., Lorenz, K. A., Lough, M., Asch, S., & Malcolm, E. (2020). Adapting rapid assessment procedures for implementation research using a team-based approach to analysis: A case example of patient quality and safety interventions in the ICU. Implementation Science, 15(1), 1-12. Web.
Itam, U., Misra, S., & Anjum, H. (2020). HRD indicators and branding practices: A viewpoint on the employer brand building process. European Journal of Training and Development. 4(5), 34-100. Web.
Krishnaveni, R., & Monica, R. (2018). Factors influencing employee performance: The role of human resource management practices and work engagement. International Journal of Business Performance Management, 19(4), 450-475. Web.
Kura, K. M., Shamsudin, F. M., Umrani, W. A., & Salleh, N. M. (2019). Linking human resource development practices to counterproductive work behaviour: Does employee engagement matter. Journal of African Business, 20(4), 472-488. Web.
Liu, W., & Walsh, T. (2018). The Impact of implementation of a clinically integrated problem-based neonatal electronic health record on documentation metrics, provider satisfaction, and hospital reimbursement: A quality improvement project. JMIR Medical Informatics, 6(2), 97-176. Web.
Rosen, M. A., Diaz Granados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433-500. Web.
