Running Head: Training Program Plan 1

Running Head: Training Program Plan 1

Training Program Plan

Eric Coleman

AET/570

March 16, 2015

Instructor: Randy Howell

Training Program Plan

Part I: Training Course: Sunrise Onboarding and Retention

Sunrise uses a blended learning approach to enable team members to learn in a variety of ways, including online, classroom, and on-the-job. Our comprehensive onboarding experience is designed to acclimate new team members with the community and culture. Items covered in the training course are Sunrise Principles of Service, Care Basics, Skills needed to be successful in their roles and Responsibilities each team member has to residents and their family members. This training module outlines the core competencies and desired behaviors each team member must be aware of in order to fully comply with company standards and provide optimum care for senior citizens. This training module will go in depth in regards to each employees standardized job description, which is the initial observation and evaluation to see if job description captures the full expectation of applicants and newly on boarded team members. Community orientation measures the aptitude and addresses questions that are passed out after most training classes.

In conjunction to our onboarding training modules, our orientation will be done online and in the classroom. Once orientation commences it will be Indicative of acclimation and not performance capabilities. This level will show what team members are expected to learn with Sunrise and what they will be exposed too in the environment. Critical Information about Sunrise will perform checkpoints and or benchmarks to track retention. All online and face to face modules are geared toward all positions available with Sunrise. Participant’s attitudes are evaluated and NRT is utilized. The learning process includes checkpoints and ends with summative feedback to enhance the information in the training. Question to ask; what information was learned and was it given in a way that was received? We desire to make sure knowledge is retained and enhance the process of each section in training. Measures are put used to validate objectives. Evaluation of learning asks what information was acquired.

Part II: Need and Gap Analysis

The Needs and Gap Analysis comes into play when you actually validate the learners concerns. This is to say what is desired from the stand point of the training team and what are the desires that of the learners involved. With the gathering of this information, we will be able to build a bridge from where we are and to where we desire to be. During the training session there should be room for formative feedback. Many trainings revolve around what the instructor wants to share and not think about the needs that of the attendees. Prepares of the training (Sunrise Onboarding), strives to reach out to their counterparts and probe targeted markets to see what the analyze needs, design an accurate training program based on findings of the analysis, develop material that is fitting to the course, implement the training and always revisit in summative feedback for revision.

Evaluation / Testing Capabilities, skill based performance, Sign off Sheets for shadowing. End of training surveys and results of employees in the community. Report informs training developers of potential ROI.
Types of Testing / Formal (Written, oral, presentation) Informal (Observation and On the job training
Formative and Summative Questionnaire / Are Team members using the information given in the Sunrise Modules?
Did the new hires like and embrace the training?
Did the learner understand what was taught and comprehend it?
Did the learners used the information and was the community supportive in cultivation and does it have a culture of following standards?
Did we reach our desired goal of training new hires and onboarding?
What is the potential Return on Investment? Answer: productive and informed staff
Performance / Behavior that is evaluated by senior or training personal. How are the training modules being monitored and evaluated as being effective for new hires?
Purpose of Training / Using the information that is taught. How is this measured and evaluated? When employees are on the job, how do we know besides an annual review that the information given is used properly and regularly reviewed? A result is the measurement of the onboard training effectiveness. What impact has the training achieved for the learner and not just the records of Sunrise Senior Living?

Part III: Budget

The Society for Human Resource Management recommends that a training budget include the costs for training staff salaries, appropriate learning facilities, training materials, hardware and the cost of outside consultants. Businesses may find it more effective to outsource certain training needs to vendors or benefit from advances in learning technologies to reduce training costs. It is important that the training budget adequately covers the realistic costs associated with the training methods your business employs. Assess the training needs of your business before you begin planning your budget. Businesses may initially need to spend money on discovering or researching which skill deficit is hindering productivity and performance. The true training need may be overlooked if care is not taken to identify it. Ask for feedback on training needs from all stakeholders. A good training budget is designed to address the real issues by spending money on the actual needs of the business and its employees. Prioritize the training needs within your company. Address those that are both important and urgent first.

Other high-priority training topics include compliance training, business procedures, supervision skills and technical skills. Determine your company's priorities by conducting a needs analysis, researching those needs identified by stakeholders such as customers, employees and supervisorsThe Learning and Development trainers/educators must possess and/or be willing to do the following: Excellent presentation skills, Demonstrates energy, enthusiasm and passion with the ability to inspire others, Ability to accommodate different learning styles and engage the audience, Ability to form strong partnerships, Ability to train and coach various levels of employees, Ability to coach and develop one on one as well as in the classroom, Excellent written and oral communication skills required, Excellent time management, planning and organizational skills.

Resource / Equipment / Cost and Explanation
Group Workshops / Average annual expenditure allocated to each employee is $955 a year. In any given community we find that 80 staff members are on hand. $955.00x 80 ppl = $76,400
Trainers / Depending on the number of people in a community and how effective trainers are, we will consolidate training grounds to be cost effective.
Training Cost / U.S. Office of Personnel Management. (2000). A guide to strategically planning training and measuring results. Washington, DC:
Locations /facilities / Locations are in house which eliminates the need for renting venues
Food cost and accommodations / Formula: $10.00 PRD (Price per head) x learners / facilitators x Days of training (DOT). Ex: 10.00 x 8 ppl x 3 days = $240.00. This formula is used in the company to charge back using Unit Codes
Training Materials / Provided by corporate office. No cost to learner and Facilitators. Corporate training budget see Sunrise annual training budget
Satellite Learning / Online modules are in place.

Part IV: Staffing Plan

1.)All Stakeholders: “To champion quality of life for all seniors”

2.)Line Staff: Be innovative enhancing quality of life for senior citizens.

3.)Senior Management: Be the standard in Senior Health Care and set bench marking

4.)Directors / Supervisors: In order to champion the quality of life for seniors we must include line staff in training procedures and empower them to be change setters in our communities (facilities)

5.)Directors / Line Staff: Adhering to the mission propels us to incorporate different learning and training styles that is inclusive to all demographic and cultural backgrounds

6.)All Stake Holders: Soliciting ideas from team members (all cultures) will help us understand from in-house what seniors are looking for in continuous care.

7.)Directors: Collaborative team and develop relationships that promote freedom of speech

8.)Line Staff: Concepts of General and Applied Knowledge (“About” and “How”)

9.)All Stakeholders: Involvement of family and friends incorporates first and second hand collaboration. Listed below are areas of consideration that we will account for in the process of training and hiring compatible team members.

Competencies for Hiring facilitators and Employees

a.)Joy in Service: Pride and empowerment

b.)Stewardship: Responsibility and delegated authority

c.)Respect: honors each position, task, employee and resident

d.)Trust: barriers are non-existent. Sound in what the company stands for

e.)Multicultural: Diverse collaboration

Part V: Stakeholders and Goals

University of Phoenix Material

Stakeholders and Goals

Complete the following chart by identifying the stakeholders or business partners, goals, and methods of building support for your learning program.

Stakeholders (minimum of five) / Partnership goal / Ways to build support
Family Members / 1.)Create family nights, information forums, seminars and printed literature / 1.)One on one sessions
2.)Informational forums
Residents / 1.)Understand big picture
2.)Create open communication for discussion and collaboration / 1.)Care Plan meetings
2.)Develop boards and panels so that residents are involved and have a voice in forward movement
Line Staff / 1.)strategic partnership created between executive leadership and line staff / 1.)that HR work begins with the business
2.)With inherent values in place, employees will possess essential competencies for leadership development.
3.)Best-practice organizations begin the leadership development effort by ensuring that employees understand and embody the company’s values
Owners / 1.)Corporate Partners are the “best practice partners” and the Sponsor Organizations are the firms that paid to sponsor the study1 / 1.)business to business networking
Senior Management / 1.)strategic partnership created between executive leadership, employees and other stakeholders
2.)Achieved on purpose usually as the result of some need or business driver that prompts the organization to take deliberate action to satisfy that need / 1.)Strategy formulation and implementation is as serious as does a line manager

Part VI: Marketing Plan

Encourage cross-functional work and creating opportunity for networking and collaboration.Shift in leadership is from power held by clinicians / senior leadership and is contemporary with empowerment of the employees’.Healthcare Leadership currently in the industry will train its rising employees.

“Champions of Learning”

Champion quality of life for all seniors”. Be innovative enhancing quality of life for senior citizens. Be the standard in Senior Health Care and set bench marking. In order to champion the quality of life for seniors we must include line staff in training procedures and empower them to be change setters in our communities (facilities). Adhering to the mission propels us to incorporate different learning and training styles that is inclusive to all demographic and cultural backgrounds. Soliciting ideas from team members (all cultures) will help us understand from in-house what seniors are looking for in continuous care. There is great benefit in coming together as a collaborative team and developing relationships that promote freedom of speech. Concepts of General and Applied Knowledge (“About” and “How”). Involvement of family and friends incorporates first hand and second hand information collaboration. Encouragement of Independence for residents must start with the cultivation of team members to embrace this idea.

Nurturing SpiritPreserving Dignity amongst each other will trickle over into the care of the residents. When associates know they are valued they will perform to optimum. Building a strategic marketing plan increases strength in policy, procedure, standards and effectual training. Passion: Desire for excellence and merit to what each associate does Joy in Service: Pride and empowermentStewardship: Responsibility and delegated authorityRespect: honors each position, task, employee and residentTrust: barriers are non-existent. Sound in what the company stands forMulticultural: Diverse collaboration

Promotional

Channels

Part VII: Program Evaluation

The Learning and Development Consultant implements and supports the organization's training and development programs. This role facilitates workshops such as customer service, computer training, sales techniques, leadership, coaching, financial literacy, team building, change management, goal setting, diversity, etc. The Consultant also assists with onboarding and assimilating new employees to the company and their jobs.
Essential duties and responsibilities, shown below, will vary accordingly based on assignment.

Part VII: Evaluation

The last phase of the ADDIE model of instructional design, or systematic training, is evaluation. However, the evaluation really should have started even during the previous phase -- the implementation phase -- because the evaluation is of both the activities of the trainer as they are being implemented and of the results of the training as it nears an end or is finished. Evaluation includes getting ongoing feedback, e.g., from the learner, trainer and learner's supervisor, to improve the quality of the training and identify if the learner achieved the goals of the training.Here are some Return on investment for training and the Summative/Formative evaluation component. Evaluation is often looked at from four different levels (the "Kirkpatrick levels")

1.)Reaction - What does the learner feel about the training?

2.)Learning - What facts, knowledge, etc., did the learner gain?

3.)Behaviors - What skills did the learner develop, that is, what new information is the learner using on the job?

4.)Results or effectiveness - What results occurred, that is, did the learner apply the new skills to the necessary tasks in the organization and, if so, what results were achieved?Evaluating results and effectiveness, is the most desired result from training, it's usually the most difficult to accomplish. Evaluating effectiveness often involves the use of key performance measures that are faster and more reliable after the operator has been trained.