OGL 481 Pro-Seminar I:

PCA-Human Resource Frame Worksheet

Worksheet Objectives:
1. Describe the human resource frame
2. Apply the human resource frame to your personal case situation

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

1) Briefly restate your situation from Module 1 and your role.

The intuition, Intermountain, is counseling organization that provides services to those who
require medical care, behavioral health care, and specialized education service to children,
adults, and families (Intermountain, 2024).

The situation is that our organization is suffering from high turnover. A new training that was
developed to reduce the high turnover. I am one of four trainers that can conduct this training.
The training is two days long for each new higher. This takes time from our adolescent patients
that require our attention. We convinced to corporate to conduct this training in one central
location for all new hires and to have a dedicated trainer for this training. We had received
complaints from new hires the trainer is unengaged and is not interested in the training materials.
This training that was designed to mitigate high turnover has cause our organization to lose new
hires because they felt overwhelmed and lost.

2) Describe how the human resources of the organization influenced the situation.

Regarding the training that corporate hired, the expectancy theory seems to fit this
description as per the feedback that we received from new hires. Most of the company is on
salary, and one would expect that your performance an effort has no extrinsic value until your
annual review. The expectancy theory is a perspective on work and motivation that is based on
performance, effort, and reward (Bolman, 2017). The trainer hired for this two-day turnover
mitigation training has been described as lackluster, not engaging, and bloated with information.
The assumption is that this trainer will not work any harder or put any more effort than they must
as there is no immediate reward.

The crux of the situation is that new hires are dealing with a challenge trying to acclimate to
their job amidst the high workload, long training, and the amount of paperwork that comes with
completing a session with their clients. The inadequacies of training and support for new

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employees can result them in feeling extremely overwhelmed and lead to them also feeling like
they are not skilled enough for the job. The communication between the corporate managers and
our director down to me takes time and changes are slow.

3) Recommend how you would use the human resources for an alternative course of
action regarding your case.

To address the high turnover and dissatisfaction of our new hires, I would begin by changing
our strategic approach which leverages our training for more effective and supportive manner for
our new hires. To begin with, there needs to be a reevaluation the training program and measure
it with our current metrics to see that it aligns with the needs and requirements for counseling.
Instead of requiring a lengthy two-day long training, we could possibly break it up into two
smaller sessions by location. For example, I as a trainer can handle the initial scheduled training
for all new hires and another trainer can handle the back end. I believe that this approach to
smaller increments of training can be more digestible for incoming personnel.

The second aspect of this approach is that we could prioritize on the job training with the
most important aspects of the training process. Prioritizing this kind of mentorship with an
experienced counselor can be essential for mitigating high turnover and the feeling of being
overwhelmed for incoming personnel. This mentorship can provide individualized guidance,
necessary feedback, and encouragement for new personnel as they acclimate to their roles. I
believe this kind of mentorship helps new hires feel that they are being supported by the safety
net of experienced counselors and allows them the room to feel a sense of belonging within our
organization. Through this kind of support, Intermountain Can lessen the gap between training
requirements and practice, giving oncoming personnel the environment necessary to succeed
with the hope of mitigating turnover.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

I believe I would like to place greater importance on acquiring feedback from other
employees, experienced and new hires, to gain knowledge of their experiences and the
challenges they have faced as they have onboard. Taking the active listening approach, I can gain
new perspectives and information so that I can incorporate the knowledge acquired and input it
into my decision-making process for training. Together, with my supervision and the other
trainers, we can come up with more effective solutions to improve employee satisfaction across
the board. Understanding the impact of workload and effective training, the advocation of more
flexible scheduling would allow ask the adaptability to curate training for individual styles of
learning. Also, we could explore alternatives for peer-to-peer training and mentoring allowing
incoming personnel to share their experiences and challenges that they have faced so far and how
to overcome them.

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 Reflectively, I think I would like to take a more proactive approach to monitoring the
effectiveness of our training and collaborating for solutions, alternative strategies, and
interventions. This can be done by creating a metric in which we can evaluate the effectiveness
of our training for new hires, take that data and create feedback sessions to assess their feelings
and effectiveness on the job. Based on this, we as an organization can address these challenges
and create a supportive and positive work environment which can mitigate the turnover rate as a
byproduct.

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 References

BOLMAN, L. G. (2017). Reframing organizations. JOHN WILEY & Sons.

Who we are. Intermountain Centers. (2024, February 5).

https://www.intermountaincenters.org/who-we-are#anchor-goals