The challenge to have a trained and skilled workforce is the ultimate competitive advantage for any hospital organization (Cowling & Mailer, 1998). Riverside State Hospital’s rapidly expanding base of new information and technologies affects every one in the hospital, especially in the top to bottom communication structure that Riverside State Hospital has. No matter how capable or successful a staff in Riverside is, if staff training and communication is overlooked, there will still be problems in the organization. The challenge is to get the best value for the work spent by choosing training that suits the needs of the Riverside State Hospital and least impacts the bottom line (Storey & Sisson, 1993).
In order to meet the challenge, comprehensive approach to employee and hospital staff development can be adopted. Upper management of the hospital should set goals and reach them, identifying the needs, developing the right intervention, and delivering a practical, results-oriented solution. Interactive training is designed for the adult learner, requiring involvement in the learning process which could also be applicable for the hospital’s case. Handle specialized workplace challenges with customized group training. Handle challenges specific to the organization.
The communication training delivery in the Riverside State Hospital is participative which simulates real scenarios. One concrete solution to the communication breakdown on the hospital will be a workshop type of training. Experiential learning should be employed in the training components of the hospital’s human resources planning program aimed at maintaining work effectiveness, retaining employees and create organizational success where employee communication is critical especially because Riverside is a hospital.
The communication option to be used in the delivery of training for Riverside State Hospital should be simple yet effective. This type of training program will fit the workforce of the Riverside State Hospital to refine their training skills. Also, this training program will provide comprehensive information and techniques to develop critical competencies. Training activities will focus on the design and approach to facilitate effective delivery of functions and responsibilities.
Workforce Retention and Motivation
Motivating a hospital employee to do his or her best for Riverside State Hospital and making him to stay long with the organization is one of the major concerns of HR. A group who specialize in management of labor in medical organization has observed that the average stay of most medical professionals in a company is less than three years (. It has been observed also that companies, who are on a constant search and use of new technologies, send their employees to seminars and trainings to acquire new knowledge and exposing their people in a challenging environment are better ways to retain people than giving of higher salaries. Although, some Riverside State Hospital managers may believe that salary and career satisfaction are the key to retention, money is a prime motivator only for ‘starters’. Those who have gone to three or more jobs know the importance of being in a position highly valued by the company (Gupta 2006).
We will focus on different ideas, tips and strategies that can help Riverside State Hospital cope up with the up-and-coming problem in the human resources industry. As much as we know that many current employees are getting out of their jobs voluntarily not because that they were fired by their superiors but because they want to meet their expectations and good opportunities with other medical institutions. Despite the fact that the most mentioned reason for leaving is financial, other important aspect is a factor that motivates them to gave up their jobs to look for other jobs elsewhere (IOMA, 2005). According to Paul J. Sarvadi (Sarvadi, 2005), the reality behind why Riverside State Hospital employees gave up their jobs lies not only to monetary issues but goes deeper into the human consciousness that their actions and characters concerning work will be appreciated and makes them feel secured and successful. He suggested that sound retention strategies should be focused to four key elements - performance, communication, loyalty and competitive advantage. Let us start on the first key element which is performance, most companies undergo evaluations and performance metrics that will likely sum up Riverside State Hospital staff’s overall accomplishment either annually, quarterly or monthly. It is important that it must not rely solely on quantitative evaluation or assessment but most of all the qualitative measurement should also be considered. The intense craving for an attention to speak their opinions and make it a part of the Riverside State Hospital objectives is a very significant factor that is fulfilling to human beings, when they felt that their actions, talents and capabilities are brought into play that makes a difference to the hospital, a sense of belonging and the feeling of they are at home is beginning to develop (Meyers, 2006).
Sarvadi (2005) also added that communication process with employees is an essential part of developing a relationship with them in Riverside State Hospital. Not just a simple communication that involves deadlines, submissions and technical aspects but they must use a two-way transmission of ideas and opinions. It is better to hold regular meetings to properly channel all comments and suggestions, give feedbacks and share what the company has been going through the years, and listen to what they aspire and suggestions. This would follow Maslow’s Theory of Needs that Riverside State Hospital should meet in addressing the situation in the hospital. Surveys are good indicators of assessing the performance of the company though not dependable, it can contribute insights from the employees on what is giving them motivation and morale. On the other hand, loyalty to Riverside State Hospital is a great tool in winning employee retention strategy, it is measured in terms of how committed and loyal the employee is, it is not an imposed requirement but an earned reaction to the trust, respect and commitment shown to the individuals in a company (Sarvadi, 2005). The success of an employee – growth and development, and their contributions to the company’s wellness is an essential part of commitment and loyalty and both should work together. The last element of Sarvadi’s strategy is competitive advantage, people in Riverside State Hospital is expecting excitement, new adventures, and competitions. Winning and losing are the key words for competitive advantage, employees wanted to know unique competitive products in the marketplace and they wanted to be part of these exciting race.
IOMA (2005) Employee Retention Strategies Best Practices to Reduce Turnover and Cut Costs. Vol. XI. Pp 50-59
MEYERS, J. (2006) Employee retention: value and strategy. McGraw-Hill. New York. Pp 51-98
SARVADI, P. J. (2005). Key Elements of a Winning Employee Retention Strategy. Oxford University Press. Pp 216-235