HRM 635 Prior to developing your training programs, you must analyze your organizational needs, identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

HRM 635 Prior to developing your training programs, you must analyze your organizational needs, identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

HRM 635 Prior to developing your training programs, you must analyze your organizational needs, identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

When developing training programs for a specific group of learners using a variety of tactics can help aid in the retention, understanding, knowledge, and comfort level for the learner (Dessler, 2017).  It is essential to know the skills and personality of the learner prior to training to help aid in the most successful training for the learner within the organization.  Organizations within the United States in 2015, spent an average of $1,252 per employee on training, which has led to the importance of retaining employees through adequate training programs (Lacerenza et al., 2017).  As a medical/surgical/orthopedic nurse preceptor at my organization, I have helped train many nurses (some new grads and many multi-year experienced nurses) with a variety of personalities and learning styles. According to Cheng et al., (2014) many hospitals have developed training programs to help guide new graduate nurses within their first year of employment to reduce high turnover rates.  Being able to pair personalities together with preceptors helps training programs be more successful, builds stronger team member bonds through communication, and encourages questions easier. New graduate nurses are the future of nursing, and it is essential to provide them with the education, skills, experience, and comfort level needed to succeed within the organization (Doughty et al., 2018). My organization also utilizes simulation labs and exposes new graduate nurses to all units within our hospital for exposure and to help aid in finding the best unit for the new graduate nurse within our training program.


Cheng, C. Y., Tsai, H. M., Chang, C. H., & Liou, S. R. (2014). New graduate nurses’ clinical competence, clinical stress, and intention to leave: a longitudinal study in Taiwan. Scientific World Journal.

Dessler, G. (2017). Human resource management (15th ed.). Pearson.

Doughty, L., McKillop, A., Dixon, R., & Sinnema, C. (2018). Educating new graduate nurses in their first year of practice: The perspective and experiences of the new graduate nurses and the director of nursing. Nurse Education in Practice, 30, 101-105.

Lacerenza, C. N., Reyes, D. L., Marlow, S.L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 107(12), 1686-1718.

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS HRM 635 Prior to developing your training programs, you must analyze your organizational needs, identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning:

Onboarding is the processes in which new hires are integrated into the organization. It includes activities that allow new employees to complete an initial new-hire orientation process, as well as the opportunity for them to learn about the organization and its structure, culture, vision, mission, and core values (Dessler, G. 2016).

At my organization, there is not a lot of difference between orientation and onboarding, orientation is a part of the onboarding process. Selecting the rightful candidates does not mean they will perform their job effectively if they do not know what and how to do it. New employee orientation and onboarding is very necessary and important in the hiring process.

On the first day of a new employee at my organization is a long day, they get welcomed at the entrance, we make a tour of the building, showing fire exists, break rooms, rest areas, etc., we take them to the training room, and they are seated. They are given their computer logins and passwords are created. A trainer of manager comes and walk them through the action plan of the entire training, organization culture, expectations, and routines. A new hire class training at my organizations lasts for six weeks, and that entire time it is all about getting situated within the organization. At the end of the training, the new hires are brought on the floor and introduced to their actual workstation and the onboarding continues, these complete a series of online courses designed by the organization’s HR department.

This process is effective because it gives the new hires the opportunity to spend more time learning about the organization and properly been trained in the tasks they are to perform.

If I were to recommend a change, I would suggest that the onboarding and training process be rearranged, I think the new hires should spend one week in the training center, and the next week be spent on the floor interacting with experience team members working actual cases and then go back in training to perfect what they have learned and experienced.

 It is easy to confuse onboarding with orientation, though orientation is necessary for completing paperwork and other routine tasks, onboarding is a comprehensive process involving management and other employees and can last longer depending on the organization (Understanding Employee Onboarding, 2022)

(Dessler, G. 2016). Human Resource Management, 15/e (15th ed.). Pearson Education.

SHRM. 2022. Understanding Employee Onboarding. <>

Organizations are composed of human beings, which are the essential resource. The better the quality of that resource the better off the organization is as a whole. Having Human resource management is the management of this resource. A main focus for training and development programs is equipping and improving employees with specific skills, but these programs have additional far-reaching benefits. Training and development programs help improve employee satisfaction, which increases employee retention and employee engagement. It also helps fill gaps in the organization created by the mass exodus of the baby boomers through the internal development of talent. This makes training and development programs crucial for the short- and long-term health of an organization both in ability and motivation, which leads to increased productivity. Being a small family. owned business still carries the same importance of employee development. Some case even more so. As a small business resources are limited. For our small business company as a HR development is important, therefore it was recognized that each and every employee will attend the Safe Serv Food Handler Training Certificate

HRM 635 Prior to developing your training programs, you must analyze your organizational needs,
HRM 635 Prior to developing your training programs, you must analyze your organizational needs,

As the premier provider of educational resources, materials, and programs to help attract and develop a strong industry workforce, ServSafe has been the restaurant industry’s leading association since 1919 and, together with the National Restaurant Association Education Foundation, goal is to lead America’s restaurant industry into a new era of prosperity, prominence, & participation, enhancing the quality of life for all we serve.  This program is self-paced with the standardized learning modules with a certificate at completions. It also provides for the ability for employees to maintain competency with updates to the industry changes. Utilizing the SafeServ program allows for increased productivity through the development of employee skills, employee engagement and resulting in employee retention. This training program is essential to employee development but vital to the short term  and long term growth of the small business. 


Dessler, G. (2017). Human resource management (15th ed.). Pearson.

Home. ServSafe. (n.d.). Retrieved May 2, 2022, from

Evidence based practice (EBP) is not a new practice, yet it is an underused practice and has recently come into commonality in the nursing world. When EBP became a recognized part of nursing practice many models were developed in the 1990s to promote the culture of practice passed on practice-based evidence (Hagle et al., 2020) Encouraging nurses to systematically approach nursing practice that is based in current evidence has shown quality improvement and innovation in patient care.  An organization or education plan which supports and grows nurses to be taught in the use of EBP is one that encourages a culture of excellence. In training nursing students to the most tenured nurse in EPB practices not only improves the competencies of the nurse it improves the quality of care an organization can offer the patient decreasing cost of health care.  Professional performance competencies can be incorporated on a model which teaches EBP of inquiry, improvement, and innovation (Hagle et al., 2020). These standards are supported by the American nurses association to provide competence in improving professional practice.  I applaud you and your organization to encouraged and EPB program and continued use of the training in patient care, EPB holds a great opportunity to advance nursing techniques. 

Hagle, M., Dwyer, D., Gettrust, L., Lusk, D., Peterson, K., & Tennies, S. (2020). Development and implementation of a model for research, evidence-based practice, quality improvement, and innovation. Journal of Nursing Care Quality35(2), 102–107.

I think an Evidence-Based Practice (EBP) training program for nurses is an excellent idea! EBP is a problem-solving approach to patient care that incorporates the best evidence from research studies, clinicians’ clinical judgement and expertise, patient assessments, and patients’ own preferences and values (Jordan et al., 2016). Numerous studies have demonstrated that implementation of evidence-based practice results in improved patient outcomes, quality patient care, increased patient satisfaction, and decreased health care costs. Therefore, it is imperative that nurses commit to providing competent, patient-centered evidence-based care. 

Although it is important that nurses render care utilizing EBP, it is also equally important that healthcare organizations create an organizational culture that prepares and support EBP. Furthermore, leadership must foster an environment of learning and positive attitudes towards EBP. Wilson et al. (2016) identified strategies that promote EBP such as providing sufficient time for nurses to learn and practice EBP, support from leadership, promotion, and integration of EBP principles and processes by all disciplines, effective communication and role modeling, and easily accessible sources of evidence. 


Jordan, P. J., Bowers, C. A., & Morton, D. (2016). Barriers to implementing evidence-based practice in a private intensive care unit in the Eastern Cape. Southern African Journal of Critical Care, 32(2), 50.

Wilson, L., Acharya, R., Karki, S., Budhwani, H., Shrestha, P., Chalise, P., Shrestha, U., & Gautam, K. (2016). Evidence-based practice models to maximize nursing’s contributions to global health. Asian Journal of Nursing Education and Research, 6(1), 41.

Dressler (2017) wrote that even the best of employees cannot do a good job if they do not know how to do it. In most organizations the human resource (HR) department is in charge of designing the training program and supervisors do most of the actual training (Dressler, 2017). The training process gives the new employee the skills they need to do their job right (Dressler, 2017). So it is important that the organization ensures that there is a proper training process in place to foster success (Dressler, 2017). The ADDIE training model is a process that has been used and considered the gold standard (Dressler, 2017). A-is for analyze the training, D is to design the training program, D is to develop the coarse, I is to implement the training, and E is to evaluate the success of the program (Dressler, 2017). 

In an organization it is important to know your learner prior to training and understand how they learn, and any gaps in skills that may need to be addressed (Bahm, 2020). In any organization I feel this may be most important in the learning process. While we have a certain training program the organization also needs to address the learning needs of the employee. So it may be beneficial to pair them up with someone for training that can meet those needs. In healthcare, it is important to have a great training program in place to assist training new nurses to be successful, especially in the ICU. The training program used at my organization is more of a hands on learning. Use to the new nurses would go through two weeks or more during their training time to do classroom type learning, This found to not be successful as many had just graduated and earned their degree. Now that has been condensed to two days and a SIMS lab simulation where they can practice skills prior to performing them on patients. Then the rest of the 10 to 12 week training is competency based so that if the entire time is not needed for training they new hire could potentially get off orientation early and the same if someone is behind in the training process. This way the new graduates can get out on the floor and learn those skills needed. 


Bahm, H. (2020). Design Learner-Centric Development Programs. Talent Development.

Dressler, G. (2017). Human Resource Management (15th ed.). Pearson.

The purpose of orientation and training is to make sure employees know what is needed to do job duties as well as how to do the job. Basic resources and training are usually covered in onboarding new employees the first day of orientation to an organization, this includes computer access, organizational rules, and basic human resource needs such as insurance and other benefits. With this initial engagement, the employee begins an investment in the organization. It is the responsibility of the manager to conduct or oversee the day-to-day orientation of the employee to job duties and requirements (Dessler, 2017). 

Employees must realize that an organization needs them to be successful in their role within the organization. Twenty-two percent of employee turnover happens in the initial 45 days of work. For any organization, training and developing of staff is an investment in everything put toward the organizations success and will pay off in time. Training and development that does not connect with new hires can detrimentally affect the organization through lower worker profitability, high turnover, and lower consumer loyalty (Shift, 2020). Resourceful and impactful training courses must be created for the organization through examining current training methods and search for areas to improve. What appears to be natural to some may not be to another (Bhuyan, 2020). 

The Retail Industry is a fast-paced, high-tech environment, with that, training needs necessary for learning to occur for employees, both new hire, and current staff, is committed, knowledgeable preceptors for each surgical team, hands-on training, and computer-based simulations. The preceptors must be aligned with the values, mission, and goals of the organization as well as a working knowledge of the job roles and the ability to teach others through written, verbal, and visual communication methods for actively teaching adult learners. Computer-based simulations must show ease of use and contain relevant content to the practice area. 

Succession training identifies, assesses, and develops future leadership within an organization. Employees that demonstrate leadership skills are encouraged to reach higher to attain successful leadership transitions when necessary. Leadership training and development is fostered through in- house training, experience in many areas within and outside of an organization, and previous experiences (Dessler, 2017). 


Bhuyan, S. N., (2016, April 30). Why is Engaging New Hire Training Important? [BlogPost].

Dessler, G. (2017). Employee Testing and Selection, Ch. 8, In Human Resource Management 15th Ed., Pearson. management_15e.php 

Shift. (2020, December 18). The true cost of not providing employee training. [BlogPost].