Yangon University of Economics
Department of Management Studies
MBA Programme
EMBA 20th Batch (Online)
First Year, First Quarter, Final Examination, September 2023
Name
Roll Number
Class
Module ID
Course Name
Exam
Date
Time
Ma Phyo Wai Khin
EMBA I - 29
First Year, First Semester EMBA 20th Batch (Online)
MBA-134
Human Resource Management
Final Examination
29th Sep 2023
6:00 PM to 9:00 PM
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
I.
If you are in charge of training and development, which training option or options—such
as on-the-job training, cross-training, classroom, podcasting, mentoring—would you be likely to
choose for your company’s production line manager, a customer service representative, an entrylevel accountant? Explain briefly.
Training options for employees will differ based on different roles of employees. Differ in job
tasks and responsibilities , skill needed to performance their roles will need to give different
training.
According to performance analysis results and competency profile of each person , training
needs will be different from each other .
Training options for Production Line manager , is considered as follows .
While considering the training program for Production Line manager , there is task analysis ,
performance analysis , and conducting competency profile of the manager is needed to be done .
As training program should arrange to fill the actual need of the trainee , the actual condition and
skill need should be accurate . To give the effective training programme for improving line
manager’s performance , the right training program design is crucial . If the line manager has
deficiencies in competencies and performance , specific training programs are needed to be
arranged.
If I were the person in charge of training and development, I will utilize employee competency
profiles for future development programs, To create the learning path to help rectify any jobrelated skill gaps for production line manager , I will choose training options as follows.
Training Programs for Improving Performance:
Lean Manufacturing: This training program focuses on optimizing production processes,
reducing waste, and improving efficiency. It can provide production line managers with tools
and techniques to analyze workflows, identify areas for improvement, and implement lean
practices in their operations.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
Leadership and Team Management: Training programs that enhance leadership and team
management skills can help production line managers effectively lead their teams, inspire
collaboration, and maximize productivity. These programs may cover topics such as effective
communication, conflict resolution, and employee motivation.
Problem-solving and Decision-making: Training programs that focus on problem-solving
techniques and decision-making tools can equip production line managers with the skills to
address production challenges systematically. These programs may cover methodologies such as
root cause analysis, critical thinking, and data-driven decision-making.
Technical Training: Depending on the specific industry and production processes, providing
technical training to production line managers can enhance their technical competence. This may
include training on specific machinery, equipment, software, or quality control standards related
to their production line.
Continuous Improvement and Innovation: Training programs focused on continuous
improvement methodologies, such as Six Sigma or Kaizen, can help production line managers
develop a mindset of continuous learning and improvement. These programs can provide tools
and techniques for systematic problem-solving and encourage innovation in production
processes.
Training options for Customer service representative is considered as follows .
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
Training options for an entry-level accountant is considered as follows .
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
II.
How do you think the growing use of telecommuters, temporary and part-time workers,
and virtual teams affect human resource management? If you are owner of a hotel, how can you
improve recruiting and selection of these employees?
(10 Marks)
In today's evolving work environment, the growing use of telecommuters, temporary and parttime workers, and virtual teams has significantly impacted human resource management. This
essay will explore the effects of these flexible work arrangements on HRM practices, specifically
within the context of the hospitality industry. Additionally, as an owner of a hotel, strategies to
enhance the recruitment and selection of these employees will be examined.
Impact of Flexible Work Arrangements on HRM
The rise in telecommuters, temporary and part-time workers, and virtual teams has brought about
notable changes in human resource management practices. These flexible work arrangements
offer both advantages and challenges for HRM.
Firstly, telecommuters and virtual teams present HRM with the task of managing remote
employees effectively. HR departments must ensure that telecommuters still feel connected to the
organization and have the necessary resources and support to carry out their tasks efficiently.
This may require the implementation of technology platforms and communication tools to
facilitate seamless collaboration and engagement.
Secondly, the use of temporary and part-time workers necessitates a shift in HRM's approach
towards recruitment and training. HR professionals need to focus on effectively identifying and
selecting candidates who possess the necessary skills and adaptability to fit into these nontraditional work arrangements. Providing targeted training and onboarding programs that cater to
the unique needs of these workers is crucial.
Recruiting and Selecting Flexible Workers in the Hospitality Industry
As an owner of a hotel, improving recruitment and selection processes for telecommuters,
temporary and part-time workers, and virtual teams is vital for maintaining a competitive edge.
The following strategies can be implemented:
1. Developing targeted job descriptions: Ensure that job descriptions accurately depict the
requirements and expectations for flexible roles. Highlight the importance of self-motivation,
time management, and communication skills to attract candidates who can thrive in nontraditional work arrangements.
2. Utilizing online platforms: Leverage online job boards, social media, and professional
networks to reach a wider pool of potential candidates for flexible positions. Advertising
vacancies through specialized platforms catering to freelancers, temporary workers, and virtual
teams can yield better results.
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3. Implementing competency-based assessments: Move away from traditional application
processes and incorporate competency-based assessments. These assessments can help evaluate
candidates' ability to work independently, adapt to change, and effectively use technology.
Additionally, conducting virtual interviews can be useful for assessing communication and
collaboration skills.
4. Providing comprehensive orientation and training: Develop targeted orientation and training
programs that address the unique challenges faced by flexible workers. These programs should
emphasize the organization's culture, expectations, and provide remote workers with the
necessary tools and resources for successful performance.
The growing use of telecommuters, temporary and part-time workers, and virtual teams has
greatly influenced human resource management practices. The hospitality industry, as an
example, must adapt its recruitment and selection processes to attract and retain flexible workers.
By developing targeted job descriptions, utilizing online platforms, implementing competencybased assessments, and providing comprehensive orientation and training, hotel owners can
enhance their ability to recruit and select suitable employees for these non-traditional work
arrangements. Successfully managing the recruitment and selection of flexible workers will
ultimately contribute to the overall success of the organization.
……………………
III.
Which selection criteria (personal interview, employment test, assessment center) do you
think would be most valuable for predicting effective job performance for a college professor? For
an assembly-line worker in a manufacturing plant? Discuss.
(10 Marks)
Selecting the right employees for specific roles is crucial for organizational success. To identify
the most valuable selection criteria for predicting effective job performance, this essay will
compare the efficacy of personal interviews, employment tests, and assessment centers for two
distinct job roles: college professors and assembly-line workers in manufacturing plants. By
examining the unique requirements of each position, we can determine which selection criterion
is most suitable in each case.
Selection Criteria for College Professors
In the field of academia, the selection process for college professors requires a comprehensive
evaluation of various skills and attributes. The following selection criteria can be considered
when predicting effective job performance:
Personal interviews provide an opportunity to assess a candidate's communication skills,
teaching style, and enthusiasm for the subject matter. Through face-to-face interactions,
interviewers can gauge a candidate's ability to engage students, handle challenging situations,
and demonstrate subject matter expertise. However, interviews may not effectively measure a
candidate's actual teaching abilities or their ability to adapt to different pedagogical approaches.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
Employment tests, such as written examinations or demonstrations of teaching abilities, can help
assess a candidate's knowledge, critical thinking skills, and teaching aptitude. These tests can
provide objective measures of a candidate's subject matter expertise and their ability to convey
information effectively. However, they may not capture a candidate's ability to build strong
relationships with students or handle the dynamic nature of a classroom environment.
An assessment center can provide a more comprehensive evaluation of a college professor's
skills and attributes. This may include simulations of teaching scenarios, group discussions, and
presentations. Assessment centers assess a candidate's teaching competencies, interpersonal
skills, and their ability to collaborate with colleagues. This criterion offers a holistic view of a
candidate's potential performance in various aspects of their role, but it may be time-consuming
and resource-intensive.
Selection Criteria for Assembly-Line Workers
The role of assembly-line workers in manufacturing plants differs significantly from that of
college professors. Therefore, the selection criteria must be tailored accordingly:
Personal interviews for assembly-line workers can provide insights into a candidate's motivation,
work ethic, and ability to work in a team. Interpersonal skills, problem-solving ability, and
adaptability could also be assessed. However, personal interviews alone may not effectively
measure a candidate's technical skills or their ability to perform repetitive tasks efficiently.
Employment tests, such as technical skill assessments or cognitive ability tests, provide an
objective measure of a candidate's proficiency in areas such as manual dexterity, attention to
detail, and ability to follow instructions. These tests can predict how quickly and accurately a
candidate can perform specific tasks on an assembly line. However, they may not consider other
important attributes like teamwork or adaptability.
For assembly-line workers, the use of assessment centers may not be as relevant since many of
their tasks involve repetitive, physical work rather than complex decision-making or managerial
skills. Hence, the use of assessment centers may be less valuable and may not provide additional
insights beyond the scope of personal interviews and employment tests.
To predict effective job performance, the selection criteria for college professors and assemblyline workers must be tailored to the unique requirements of each role. For college professors, a
combination of personal interviews, employment tests, and assessment centers can provide a
comprehensive evaluation of teaching skills, subject matter expertise, and interpersonal
competencies. Regarding assembly-line workers, personal interviews and employment tests,
which evaluate technical skills and general work attributes, may be the most valuable selection
criteria. However, the effectiveness of these criteria may vary based on the specific needs and
context of an organization. Thus, organizations should carefully consider the job requirements
and the strengths of individual selection criteria when making hiring decisions.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
IV.
As a HR manager, you have been asked by the organization for which you are working to
discuss approaches to HR planning. Critically assess the challenges of HR planning with a range
of views and examples to support your discussion.
HR planning is a crucial aspect of strategic management that involves forecasting and aligning human
resources with an organization's goals and objectives. However, despite its significance, HR planning is
faced with numerous challenges. This essay will critically assess the challenges of HR planning by
presenting a range of perspectives and examples to support the discussion. By discussing these
challenges, organizations and HR managers can gain valuable insights to navigate the complexities of HR
planning more effectively.
Organizational Perspective
Organizations often encounter various challenges when it comes to HR planning. Some of the key
challenges include: uncertain economic environment , technological advancements and skill gaps,
changing demographics and diversity.
In dynamic business environments, economic fluctuations, industry disruptions, and global uncertainties
can significantly impact HR planning. Organizations need to adapt their workforce planning strategies to
these external factors to ensure alignment with business goals.
Rapid technological advancements create a demand for new skillsets, resulting in skill gaps within the
workforce. HR planning must address the challenge of identifying future skill requirements and
implementing effective training and development programs to bridge those gaps.
Demographic changes, such as an aging workforce or increased workforce diversity, pose challenges for
HR planning. Addressing the needs and expectations of diverse employee groups, while ensuring a fair
and inclusive workplace, requires careful consideration in workforce planning efforts.
Employee Perspective
Employees also play a significant role in HR planning challenges. Understanding their perspectives is
crucial for effective workforce planning. Some challenges from an employee perspective include:
,workforce flexibility and work-life balance , talent acquisition and retention , changing career
expectations:
Increasingly, employees seek flexibility in terms of work hours and location to achieve a better work-life
balance. HR planning must address these demands with flexible work arrangements and policies to attract
and retain top talent.
In a competitive job market, attracting and retaining skilled employees is a constant challenge. HR
planning needs to focus on developing comprehensive recruitment strategies, establishing attractive
compensation and benefits programs, and providing career development opportunities to retain highperforming employees.
Today's workforce seeks meaningful and fulfilling careers. HR planning must consider career progression
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opportunities, professional development programs, and employee engagement initiatives to align
individual aspirations with organizational goals.
HR Manager Perspective
HR managers face specific challenges in the process of HR planning. Some of these challenges include:
Strategic Alignment , Data Analysis and Forecasting, Change Management
,
HR managers must ensure that HR planning aligns with the organization's strategic goals. This requires a
deep understanding of the business environment, industry trends, and the ability to translate
organizational objectives into HR initiatives.
HR planning relies on accurate data analysis and forecasting. The challenge lies in collecting, organizing,
and analyzing data to make informed decisions about workforce requirements. HR managers should
leverage HR analytics tools and technologies to enhance the accuracy of their forecasting efforts.
Introducing new HR strategies and initiatives may face resistance from employees or stakeholders.
Effective HR planning requires HR managers to navigate the change management process, gaining buy-in
from key stakeholders, and addressing resistance to ensure successful implementation.
HR planning is a complex process that requires organizations and HR managers to navigate various
challenges. Understanding and addressing these challenges is essential for effective HR planning. By
considering the organizational, employee, and HR manager perspectives, organizations can develop
strategies to address economic uncertainties, skill gaps, changing demographics, flexibility demands,
talent acquisition and retention, and strategic alignment. Overcoming these challenges will help
organizations implement robust HR planning practices that align human resources with strategic
objectives and promote organizational success in an ever-evolving business landscape.
……………….
V (1.)
To make recruiting more effective, the Honolulu Police Department (HPD) could have implemented
additional internal and external recruitment methods. The following suggestions will be supportive
solution for Honolulu Police Department (HPD).
Internal Recruitment
_ Promote career advancement is crucial to pursue . HPD could establish clear career paths and provide
opportunities for officers to advance within the department including specialized units, leadership
training programs, and mentorship initiatives.
_ Employee referral program should implement through a program that incentivizes current officers to
refer potential candidates. Offering bonuses or rewards for successful referrals can encourage officers to
actively participate in the recruitment process.
_ Internal job postings are also required .Advertise job openings within the department to give existing
officers the opportunity to transfer or apply for specialized positions which will help to retain experienced
officers who may be seeking a change or looking to develop new skills.
External Recruitment
External recruitment practices should be done as follows.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
Partnerships with local colleges and universities are effective . HPD could establish partnerships with
local educational institutions to promote careers in law enforcement. This could include internships, guest
lectures, career fairs, and collaboration on research projects related to policing.
Another practices should practice is implementing community outreach programs. Engage with the
community through outreach programs that promote the positive aspects of law enforcement. Such
practices can help build trust and relationships with potential recruits. Examples : hosting community
events, participating in youth mentorship programs, and organizing neighborhood watch initiatives.
Military recruitment can be considered. Leverage the presence of military bases in Hawaii by actively
recruiting military personnel transitioning into civilian life. Military backgrounds often provide relevant
skills and discipline that can be valuable in law enforcement.
…….
V.(2)
Branding is crucial for law enforcement agencies, including the Honolulu Police Department, as it helps
shape their image and attract potential recruits. There are some ways an effective employment brand can
benefit recruiting efforts : attracting the right candidates , differentiation from competitors , building trust
and credibility , employee retention program.

A strong brand can help attract individuals who align with the agency's values, culture,
and mission. It allows the agency to showcase its unique qualities, such as the close-knit
and service-oriented culture of HPD. By effectively communicating the agency's identity,
it can attract candidates who are genuinely interested in being part of the organization.

Law enforcement agencies often face competition from other agencies when recruiting.
An effective employment brand can set an agency apart from its competitors by
highlighting its unique strengths, benefits, and opportunities for growth. Such practice
can help create a distinct appeal for potential recruits.

A well-established brand can enhance the agency's reputation and credibility within the
community. This can foster trust among potential candidates, making them more likely to
consider a career with the agency. A positive perception of the agency's brand can also
influence candidates who are familiar with the agency through personal connections or
media exposure.

An employment brand that accurately represents the agency's values, work environment,
and development opportunities can contribute to employee satisfaction and retention.
When officers feel connected to the agency's brand and mission, they are more likely to
stay with the organization long-term, reducing the need for continuous recruitment
efforts.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
V.(3)
Designing a social media strategy to reach potential applicants for the Honolulu Police Department (HPD)
requires a tailored approach that takes into account the unique characteristics of the Hawaiian Islands and
the cultural values associated with the concept of ohana. To differentiate the strategy from mainland law
enforcement agencies, the focus should be on showcasing the distinct benefits and opportunities of
joining HPD while aligning with the local culture and values. The following steps are a proposed social
media recruiting strategy for HPD:
1. Establish an Authentic Voice: Create a consistent and authentic brand voice that reflects the Hawaiian
culture and values. Use language that resonates with the local community and emphasizes the importance
of ohana, unity, and service to others. This will help differentiate HPD from mainland agencies and appeal
to individuals who value these cultural aspects.
2. Highlight Unique Opportunities: Showcase the unique opportunities and experiences that come with
serving as an officer in Hawaii. Highlight the diversity of assignments, such as beach patrols, community
events, and cultural celebrations. Emphasize the chance to work in a beautiful environment with a
welcoming community and the opportunity to protect and serve the local population.
3. Engage with Local Influencers: Collaborate with local influencers, community leaders, and
organizations to promote HPD on social media platforms. Engaging with influencers who are respected
within the Hawaiian community can help increase trust and credibility. These influencers can share their
positive experiences with HPD, promote recruitment events, and encourage their followers to consider a
career with the department.
4. Leverage Visual Content: Utilize visually appealing content, such as high-quality photos and videos, to
showcase the natural beauty of Hawaii and the wide range of activities that officers engage in. Feature
posts highlighting officers' participation in community events, cultural activities, and the positive impact
they make in people's lives. This visual content will help create an emotional connection with potential
applicants and attract their interest.
5. Tell Compelling Stories: Share inspiring stories of current officers who have had successful careers
with HPD. Highlight their personal journeys, accomplishments, and the positive impact they have made
on the community. These stories can be presented through videos, interviews, or written testimonials and
should emphasize the sense of ohana within the department.
6. Provide Transparent Recruitment Information: Ensure that the social media platforms provide clear and
comprehensive information about the recruitment process, requirements, benefits, and ongoing training
opportunities. Include links to the official HPD website where interested candidates can find more
detailed information and access the application process.
7. Encourage User-Generated Content: Encourage the community to share their positive experiences and
interactions with HPD. Create branded hashtags and encourage the use of these hashtags when individuals
post about their encounters with HPD officers. This user-generated content will help build trust, showcase
positive relationships between officers and the community, and provide social proof for potential
applicants.
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8. Engage in Direct Communication: Actively engage with individuals who express interest or ask
questions on social media platforms. Respond promptly, provide helpful information, and encourage them
to attend recruitment events or reach out directly to the recruitment team. This personalized approach will
demonstrate the department's commitment to building relationships and addressing potential applicants'
concerns.
By implementing this social media recruiting strategy, HPD can effectively reach potential applicants
while differentiating itself from mainland law enforcement agencies. Emphasizing the unique cultural
values, opportunities, and benefits of serving with HPD will attract individuals who are seeking a closeknit and service-oriented law enforcement environment.
…….
VI. (1)
In an effort to address employee stress and declining quality at Kindness House hospice, the HR director must
act swiftly and effectively. Adopting the onboarding program from Central Pediatrics is a prudent suggestion,
as it can provide valuable insights and strategies to improve the onboarding, socialization, and orientation
practices for new medical staff. This essay explores how the HR director should handle the suggestion, as well
as appropriate onboarding and socialization practices for new medical staff at Kindness House.
Handling the Suggestion
The HR director should approach the suggestion to use the onboarding program from Central Pediatrics with
an open mind and a focus on customization. While there may be valuable insights to gain from another
organization, it is essential to tailor the program specifically to Kindness House's unique needs and culture.
Key steps to consider include conduct a thorough needs assessment , evaluate the effectiveness of the
suggested onboarding program , adapt and customize the program.



The HR director should assess the current onboarding process at Kindness House, identify
pain points, and determine the specific areas where improvement is needed.
A critical analysis of the onboarding program offered by Central Pediatrics should be
conducted to identify its strengths and weaknesses. This evaluation will help customize the
program to fit Kindness House's requirements.
Based on the needs assessment and evaluation, the HR director should take a selective
approach and incorporate only the relevant components of the suggested program into
Kindness House's onboarding process. This customization will ensure alignment with the
hospice's mission, values, and unique challenges.
Appropriate Onboarding, Socialization, and Orientation Practices
To address employee stress and declining quality, the HR director should implement a comprehensive
onboarding, socialization, and orientation program that fosters a positive work environment. The following
practices are crucial:
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )
Pre-boarding:
Before the employees' first day, provide essential information, such as policies, procedures, and introductions
to key personnel. This helps alleviate anxiety and fosters a sense of inclusion and preparedness.
When the Orientation training is implemented , provide a structured orientation program that familiarizes new
employees with the organization's mission, vision, values, policies, procedures, and key departments. This
includes training on technology, electronic medical records systems, safety protocols, and compliance.
Mentorship and Buddy System should be taken place . Assigning new employees a mentor or buddy within
the organization can alleviate stress and facilitate a smoother transition. Mentors can offer guidance, answer
questions, and provide emotional support, helping new employees integrate into the team.
_ Job Shadowing and Cross-Training should be implemented . Encourage new employees to shadow
experienced staff in various roles to gain a comprehensive understanding of the hospice's operations. Crosstraining initiatives allow employees to acquire new skills, fostering team collaboration and flexibility.
_ Organize team-building activities to promote camaraderie and foster positive relationships among the
medical staff. This can include social events, group projects, and shared experiences to create a supportive
work environment.
_ Provide continuous training opportunities to enhance the skills and knowledge of the medical staff. This can
include workshops, conferences, and access to online resources to support their professional growth.
_ Establish structured feedback mechanisms, such as regular performance reviews and surveys, to gather
feedback from new employees. This enables the identification of areas for improvement and ensures their
voices are heard.
To combat employee stress and declining quality at Kindness House, the HR director should carefully handle
the suggestion to use the Central Pediatrics' onboarding program. By customizing and implementing
appropriate onboarding, socialization, and orientation practices, Kindness House can create a supportive and
inclusive environment that promotes employee well-being and enhances the quality of care provided.
VI. (2)
To address the challenges faced by supervisors at Kindness House hospice, it is imperative to
design an employee development program that aligns with their needs. The ADDIE (Analysis,
Design, Development, Implementation, and Evaluation) model provides a structured approach to
create an effective training program. This essay outlines an employee development program for
supervisors at Kindness House, focusing on their training needs and leveraging the ADDIE
model.
Analysis Phase
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

Identify Training Needs: Conduct a comprehensive needs assessment to determine the
specific areas where supervisors require training. Topics should be such as effective
communication, personnel supervision, performance management, and paperwork
management.
Analysis of Current Performance: Evaluate the current performance of supervisors to
identify gaps and areas in which improvement is needed. This analysis can be done
through performance appraisals, interviews, and feedback from other staff members.
Design Phase

Define Objectives: Based on the analysis, establish specific and measurable objectives for
the training program that address the identified needs. For example, objectives could
include improving communication skills, enhancing personnel supervision abilities, and
strengthening paperwork management skills.

Content Development: Develop training materials that cover the identified areas. These
materials can include instructional videos, presentations, case studies, interactive
workshops, and job aids. Engage subject matter experts (SMEs) to ensure the accuracy
and relevance of the content.
Structure the Program: Determine the optimal delivery method for the training. Mix
different approaches, such as in-person workshops, online modules, and on-the-job
training, to accommodate different learning styles and practical application.

Development Phase

Training Implementation: Conduct the training sessions using the developed materials
and delivery methods. Consider incorporating techniques like role-playing, simulations,
and group discussions to enhance the learning experience.

Facilitator Training: Provide training to facilitators who will deliver the program and
support them in utilizing the training materials effectively. These facilitators could be
internal HR staff or external trainers with expertise in the specific areas.

Performance Support Tools: Develop job aids, reference guides, and other tools that
supervisors can refer to during their day-to-day duties. These resources should provide
step-by-step instructions and tips for handling common challenges.
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Implementation Phase
Piloting: Before rolling out the program organization-wide, conduct a pilot program with a small
group of supervisors. Gather feedback and make necessary adjustments to ensure the program's
effectiveness.
Program Rollout: Launch the program across the organization, providing supervisors with
access to the training materials, resources, and ongoing support. Ensure clear communication and
encourage participation.
Evaluation Phase




Performance Assessments: Evaluate the performance of supervisors after the completion
of the training program. Use performance metrics, feedback from staff and stakeholders,
and self-assessment tools.
Feedback Collection: Gather feedback from supervisors regarding the program's
effectiveness, relevance, and areas for improvement. Conduct surveys, focus groups, or
one-on-one interviews to gather qualitative and quantitative data.Program Refinement:
Based on the evaluation and feedback collected, make necessary adjustments and
enhancements to the program to continuously improve its impact and address any
identified shortcomings.
By utilizing the ADDIE model, Kindness House can design and implement an effective
employee development program for supervisors. This program will address their specific
training needs, improve their performance in areas such as communication, personnel
supervision, and paperwork management. Continuous evaluation and refinement will
ensure the program's long-term success and support the development of skilled and
effective supervisors in the hospice environment.
VI. (3)
Training the medical staff at Kindness House effectively on patient interaction, stress management,
paperwork completion, and safety procedures is crucial for maintaining high standards of care. This essay
will identify and explain the best training methods for teaching these skills to the medical staff.
Training Method 1: Role-Playing
Role-playing is an effective training method for teaching medical staff how to relate to patients. It
involves creating scenarios that simulate real-life patient interactions, allowing staff members to practice
their communication and empathy skills in a safe and controlled environment. Role-playing benefits
include:
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1. Enhancing communication: Staff members can practice active listening, delivering empathetic
responses, and effectively addressing patient concerns or questions.
2. Improving empathy and bedside manner: Through role-playing, medical staff can better understand the
emotions and needs of patients, and develop appropriate responses to build trust and rapport.
Training Method 2: Simulation-Based Training
Simulation-based training is an ideal method for teaching medical staff how to handle stress and
emergency situations, as well as reinforcing proper safety procedures. Simulations provide realistic
scenarios, allowing staff to practice critical thinking, decision-making, and technical skills. Key benefits
include:
1. Stress management: Simulations replicate high-pressure situations and help staff develop strategies to
cope with stress and make sound decisions while providing patient care.
2. Hands-on experience: By engaging in realistic scenarios, medical staff can practice proper safety
procedures and gain confidence in managing emergencies, such as cardiac arrest or critical injuries.
Training Method 3: Workshops and Interactive Training
Workshops and interactive training sessions are effective for teaching medical staff the correct completion
of paperwork. These sessions involve group discussions, guided activities, and demonstrations to ensure
staff members understand the required documentation processes. Benefits of this method include:
1. Clear understanding of documentation requirements: Workshops allow staff members to review and
discuss the organization's documentation protocols, ensuring they are aware of the correct procedures to
follow.
2. Standardization of practices: Through interactive training, medical staff can learn how to complete
paperwork accurately and consistently, minimizing errors and promoting standardized documentation
practices.
Training Method 4: E-Learning and Online Modules
E-learning and online modules provide flexible and accessible training for medical staff. This method
allows staff members to learn at their own pace and access training materials anytime, anywhere. Key
reasons for selecting e-learning include:
1. Accessibility and convenience: Online modules can be accessed remotely, making it convenient for
medical staff to engage in training while balancing their clinical responsibilities.
2. Multimedia learning: E-learning modules can incorporate videos, interactive quizzes, and case studies
to enhance engagement and knowledge retention.
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3. Cost-effectiveness: E-learning eliminates the need for travel and venue costs typically associated with
traditional training methods, making it a cost-effective option for organizations.
In conclusion, selecting the appropriate training methods for medical staff at Kindness House is crucial to
ensure effective learning and skills development. Role-playing, simulation-based training, workshops, and
interactive sessions, as well as e-learning and online modules, offer valuable opportunities to teach patient
interaction, stress management, paperwork completion, and safety procedures. A combination of these
methods, tailored to the specific training needs and constraints of Kindness House, will result in a
comprehensive and engaging training program that benefits both staff and patients.
This document is submitted by Roll Number 29, Phyo Wai Khin EMBA 20th Batch -online ( First Year , First Quarter Final Examination )