Employee Management and Training Exercise

Subject: Employee Management
Pages: 4
Words: 1170
Reading time:
5 min
Study level: Master

Employee Performance

Employee performance is a crucial topic of discussion that cannot be ignored due to the presence of multiple dimensions containing the criteria for evaluating organizational successes and failures. Therefore, the training aimed at employee engagement might become a crucial tool in the process of determining how the management could enhance internal operations. The goal of the current training is to map the available assets and see how employees could contribute to organizational strength via engaging in team activities (King & Drake, 2018). This will be expected to affect the organization’s profitability while also helping staff members to recognize the importance of learning.

When minimal engagement is paired with poor training, it will most likely cause negative outcomes in both patients and staff members. To overcome this issue, the team will be required to alter its attitudes toward health services and provide clients with the opportunity to transform the environment as well.


The first objective of the training exercise is to empower employees and help them realize their worth in order to improve organizational performance and make workers more engaged. In a sense, the organization is going to deploy resources and training sessions that are going to motivate employees to perform better (Othman & Mahmood, 2019). Behaviors and attitudes will be altered as well, creating room for the sense of obligation that is going to move the team forward.

The second objective for the training exercise will be to work on employee motivation and see how it could alter the degree of engagement. An inadequately empowered individual may be much more prone to negative attitudes. Therefore, proper motivation should be included in the discussion in order to create value via a dedicated training program (Bernard & Oster, 2018). On a long-term scale, it might make employees way more committed and increase performance through the prism of engagement and vigor.

Changing Processes

The first process that is going to change is the culture of listening, which will most likely become much more fixated on internal communication. Since employees are going to be engaged more often, they will also get a chance to enhance patient-provider communication and provide enough feedback to improve on-site leadership (Bayoumy, 2019). This is an essential concept that has to be considered because the culture of listening could be helpful in addressing feedback and removing the majority of roadblocks on the way to innovation.

The second process that will be transformed is the interaction between the staff and the managers since all of them are going to recognize the importance of motivation and reducing turnover. Even though employee engagement does not precede performance, consistent recognition could have a larger impact on the organization (King & Drake, 2018). Employee experience matters the most when excellent performance is recognized by the management.


The first strategy that will be deployed is an engagement survey since consistent checkups are required if the team expects to point out the key strengths and limitations of their approach to training. A positive organizational culture is going to bring more engagement while also providing employees with a platform to share feedback and exchange experiences (Bernard & Oster, 2018). Engagement surveys are going to be representative due to the possibility of investigating shifting attitudes and demands within the team.

Another strategy will be to help employees engage in open communication more often so that they could share their motivations and frustrations not only with the management but the whole team. The diversification and an enabling dialog are going to cause multiple changes within the framework of organizational performance, as all opportunities will be customized in line with employee needs and aspirations (Acharya & Anand, 2020). Instead of assuming, the team should ask questions and address all the answers in order to prevent employee turnover and disengagement.

Possible Outcomes

After the training, employees may be expected to prioritize learning and professional development over other secondary values. Employee engagement and retention cannot be attained without proper opportunities linked to learning and career improvements (Othman & Mahmood, 2019). In a sense, an exceptionally strong learning culture could increase the organization’s chances of improved retention rates that will be protected together with the quality of healthcare provided by the given employees.

Also, the concept of mentorship will be perceived as a more in-depth approach to employee engagement, as staff members are going to learn to boost each other’s morale and participation rate. According to Bernard and Oster (2018), such positive experiences will help the organization retain employees and make sure that they are not hindering their relationships with the environment via incorrect communication and ineffective listening. Without mentorship and peer support, open communication and survey administration are not going to be effective because the program has to be improved consistently.

Program Focus

Improved employee performance and successful business results will be achieved only in the case where the team is going to align its operations against the organization’s primary mission and goals. The intrinsic motivation based on the idea of helping others is going to remain one of the key reasons why employees might perform better and communicate more clearer (Bayoumy, 2019). Nevertheless, only programs aimed at increasing employee engagement could drive commitment in employees and highlight the essential steps that have to be made on the path toward positive patient outcomes and higher organizational performance. The team should recurrently come back to examples of efficient employee engagement and provide high-quality patient care while supporting the connectedness between all the participants of the care provision process.

Addressing Employee Needs

To help the current employees recognize the significance of the proposed program, the management will be required to exert leadership based on optimism. It will be an efficient way of projecting positive attitudes and maintaining worker morale without putting too much pressure on them (Acharya & Anand, 2020). A professional tone in the organizational environment is going to motivate employees to perform better and see how their contributions alter the process of care delivery.

As for the new employees, the training is going to become the key source of a positive work environment and healthy relationships with other members of the team. Since work satisfaction is one of the few elements of the workplace that matter to the new employees the most, a welcoming environment would drive engagement and build up organizational trust (King & Drake, 2018). The sense of community is an irreplaceable concept that can be considered to ensure patient safety in the first place.

Measuring Performance

In order to confirm improved employee performance, the team will be required to introduce an engagement outcome survey and have all employees provide their feedback in a timely manner. As an output, the team is going to receive a knowledge base with the feelings and behaviors of new and existing employees being prioritized (Othman & Mahmood, 2019). The performance survey is going to aid the team in identifying the key areas where engagement either increased, decreased, or remained unchanged, such as value recognition, confidence in the future, trust, or teamwork.


Acharya, S., & Anand, G. (2020). A study on quality of work-life, motivation and employee engagement among nurses in private hospitals of Indore. International Journal of Public Sector Performance Management, 6(5), 676-686. Web.

Bayoumy, S. A. (2019). Relationship between job characteristics and work engagement among nursing staff. International Journal of Nursing Didactics, 9(01), 24-29. Web.

Bernard, N., & Oster, C. A. (2018). An evidence-based nursing career framework. Nurse Leader, 16(2), 127-133. Web.

King, L., & Drake, K. (2018). How to drive employee engagement through high-performance leadership. Nursing Management, 49(7), 7-8. Web.

Othman, S., & Mahmood, N. (2019). Linking employee engagement towards individual work performance through human resource management practice: From high potential employee’s perspectives. Management Science Letters, 9(7), 1083-1092. Web.