Training Strategy and Planning

Background
A large Midwestern hospital network with over 14,000 employees implemented a shared human resources service center. The service center was staffed with internal resources as well as new hires. Due to time constraints, training provided to the staff was informal and ad hoc. As a result, employees were self-reportedly identifying the need for cross training and more formal documentation and training to boost morale, improve performance, and allow them to work more efficiently and effectively.

Challenge
Based on the results from a Compression Planning session with the service center team and meetings with the Service Center Director, it was apparent that the service center needed two formal, documented training programs • one program for each job type in the service center. These programs needed to serve the new hire training needs as well as training for existing staff. In addition, due to the changing nature of the work and workforce in the service center, training needed to be flexible, up-to-date, and consist of blended learning methods so the programs could easily be administered and delivered.

Solution
Findley Davies utilized the ADDIE (Analysis, Design, Develop, Implement, and Evaluate) instructional design approach and Langevin Instructional Design templates to design the two programs. The project was broken into three phases:

Phase I: Analysis
Findley Davies met with the service center team to:
• Collect, document, and validate tasks associated with both jobs.
• Prioritize tasks based on frequency, level of difficulty, importance, and entering behavior.

Phase II:
In Phase II, the information collected in Phase I was used to accomplish the following:
• Identify appropriate delivery methods, including set-up in client's learning management system.
• Define training modules and create learning objectives.
• Create evaluation and learning strategies.
• Create a lesson plan to incorporate adult learning principles and adhere to the "1/3rd- 2/3rd" rule (1/3rd information, 2/3rd application).

Phase III: Transfer to Client's Training Department for Development
Findley Davies compiled a recommended training program design, consisting of the deliverables from Phase I and II, for both Specialists and Representatives. Findley Davies also facilitated a project transition meeting with the client's Training Department, who will develop, implement, and evaluate the courses.

Results
Findley Davies delivered two customized, blended method training plans to meet the unique needs of the HR service center. In addition, the training plans incorporated the clients' existing resources, including a knowledge base and learning management system, to enhance the transfer of training.
The process of designing the training plans engaged all employees in the service center. This boosted morale and allowed Findley Davies to leverage resident subject matter experts.

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