Elmhurst Memorial
What is Elmhurst Memorial?
• Elmhurst Memorial Healthcare (EMHC) is a hospital located in Chicago’s western suburbs.
• They are a publicly owned entity that encompass a wide variety of departments and wards.
• Our contact within this organization will be Robert Blazek, the Director of Human Resources at EMHC.
What are we looking to do?
• EMHC is looking to combat a high turnover by creating a strategic group interviewing program.
• This group interviewing program will consist of 3 recruiters interviewing between 3-5 interviewees at one time.
• Each set of interviewers will contain 2 people from the recruiting department and 1 manager from each hospital ward.
What are our resources and who are our supporters?
• EMHC is a publicly owned entity and is limited to a federal budget.
• EMHC must also look to make sure that they are following more strict non-discriminatory training practices as a result of being federally funded.
• We will consult with the heads to the recruiting, financial departments.
• We will also consult with the heads of each department that will employ a strategic group interviewing.
Who are we looking to train?
• Our person analysis revealed that we will be looking to train individuals from the recruiting department as well as department heads or managers on how to interview multiple applicants within a group dynamic.
• We will train each individual how to perform and contribute effectively within a group.
KSAO’s
• We looked to O*net to grab relevant information of what KSAOs that recruiters in a group setting need to possess.
• We found some of our most relevant information through the HR Specialist job description.
• We were also able to grab information from our organizational contact Robert Blazek.
What are our KSAO’s?
• Knowledge: Personnel and Human Resources, English language, personal service and management, basic tasks for success in each department.
• Skills: Active listening, speaking, critical thinking, group coordination, judgment making, social perception.
• Abilities: Oral comprehension and expression, deductive reasoning, group functioning.
• Other: Maintaining relationships with group members, gathering information in a clear manner, group decision making
Training Objectives and Criteria
• Our training objectives are derived from our KSAOs.
• These objectives list all of the abilities that a trainee should have after going through training on how to become a strategic group interviewer.
• Our criteria is a threshold that will allow us to determine if our trainees are meeting our objectives.
Objective 1
• Knowledge of organizational fit/culture
• By the end of training all trainees should be able to use active listening to see if a candidate will jive with the culture after they are trained.
• Our criteria for this objective is to present a quiz that requires trainees to score a 90% or above on a test on the organizational culture
Objective 2
• How to properly function in a group dynamic
• By the end of training, all trainees should be able to perform in all roles within a group (discussion leader or contributor).
• Our criteria for this objective is going to be collected through all trainees gathering self report and peer reviews on an individuals ability to contribute and support conversation.
Objective 3
• Have a flowing discussion throughout the interview process with interviewees.
• By the end of training all trainees should be able to facilitate discussion effectively by utilizing a structured interview.
• The criteria for this objective is each interviewer will have a specific question they are designated to ask and facilitate discussion on.
Objective 4
• Make effective group decisions.
• By the end of training all trainees should be able to come to a common consensus, understand ones own ideas and challenge the thoughts of yourself and other.
• The criteria for this objective is to score a 90% or above on a test that identifies the best possible decision of a scenario.
Objective 5
• Ask and identify key answers
• By the end of training all trainees should be able to ask and identify the best possible answers to interviewing without alluding to a specific answer.
• The criteria for this objective is to identify all key terms within a scripted answer for 5 answers.
Objective 6
• Concept of time and its allocation.
• By the end of training all trainees should be able to allow each applicant a chance to respond to a question and distinguish responses from one another.
• The criteria for this objective is the interviewers ability to allow each interviewee approximately 2 minutes to answer a question.
Pre-Training Conditions
• One half of performance is motivation!
• We are looking to employ both expectancy theory and goal setting theory.
• Expectancy theory will motivate recruiters to do well in training because it is crucial to their job and their job is an integral part of the performance of the company.
• Goal setting theory will help to give recruiters specific goals on what they should achieve and thus will increase motivation.
Training Design: Gagne’s 9 Events
• Gain attention by informing why this is important
• Give overview of training objectives
• Ask informal question about previous interviewing experience
• Make objectives more approachable by giving concrete situations.
• Present info through a video
Training Design: Gagne’s 9 Events
• Have recruiters get into groups and practice interviewing in front of class and they will decide why it was good or why it was bad.
• Class will discuss the practice interviews all together.
• Present a situational question suvey with 4 options that they rank from most effective to least effective.
• Reiterate all they had presented, ask if they have any questions and provide materials to look over.
Structure
• We will do a massed a practice over 2 days
• This is the most cost effective.
• First day is going to be going over a formal training session with Gagne’s 9 events.
• Second day will be assessment of objectives and mock interviews.
The Group Dynamic
• Temporal Stability: Our membership is shifting dependent on the interview that is being done. Therefore it is not going to be effective to have a long spaced training program.
• Skill Differentiation: Two recruiters will be paired with a department head. There will be a need for cross training so the recruiters will be aware of the KSAOs that the department head would be seeking for selection.
• We should also look to at OUTCOME training
Team Performance Compilation
• We should look to move through the Kozlowski model to focus on team members roles and abilities.
Team Processes
We will need to train the team to function well as a unit by:
• Creating a supportive environment which allows different voices.
• Training on how to communicate with each other.
• Training on how to resolve conflict.
• We may need to employ team coaching down the road.
Delivery Methods of Training
• Traditional/formal education model
• Multimedia
• Job context
• We will incorporate all three of these methods in order to create an all encompassing training program.
Post-Training Conditions
• We will look to have positive transfer. Our needs assessment determines a high threshold for organizational support which will increase our transfer.
• We will utilize training through principles theory. The teams will learn a general process and apply it each time
• We will have large amount of support from the organization on utilizing knowledge.
• We will provide post training supplements like review quizzes and even meetings with team coaching.
Overview
• We will provide training on how to give a strategic group interview in groups with low temporal stability.
• Our training will utilize Gagne’s 9 and look to move through the Kozlowski model to create an effective team in a massed practice setting.
• Continued support and incorporation of a learning culture will foster the continual development of the group.