Chapter 26 - Continuing Education
Supervisor Education Takes Two Forms
-An orientation program for NEW supervisors -Management development programs to be accessed periodically THROUGH employment
In addition to management development programs...
-Books, journals, and other publications -OUTSIDE PROGRAMS- college courses, professional seminars, etc. -Self-study audio and video programs -Correspondence courses and professional society EDUCATION
Commitment to Education
-Continuing education requires RESOURCES- but before resources, it requires COMMITMENT
Why Continuing Education
-Required by ACCREDITING or strongly encouraged (JCAHO) -Health Departments -Some just because it is required -Also for CROSS-TRAINING and managerial staff
Continuing Education
-There is no standing still -Continuing education is necessary for staying even with changing times - the person who tries to stand in place is actually sliding BACKWARD -Health care continual changes; in some areas different techniques; new technologies -Many areas need to continually change and update- nursing, medical records
In most departments you want to have cross-training.
. Cross-training is having employees able to do multiple jobs in a department. This is very important in the real world; realistically people get sick or leave and if you have cross-trained you have someone else who can do the job. Today we are talking about multi-skill specialists. These are often for technician types of positions but it is just what it states; the employees is able to do a variety of tasks and as a result the person has more flexibility. We are seeing this in professional roles as well. Look at pharmacists; they now give shots- expanding their role.
The teaching process is really 3 steps:
1. Motivate the attendees; let them know why they should want to learn 2. Tell and demonstrate; showing adds clarity to telling 3. Check for understanding; ask questions and stimulate discussion 4. Let them try it (primarily for skill training); doing logically follows hearing it and seeing it done.
Skills Inventory
Assessment of employee's skills and capabilities for the purpose of: Determining training NEEDS Knowing what skills are available when needed
Presentation Approaches
Combine INSTRUCTIONAL methods when possible- APPEAL to as many of the senses as possible Use MULTIPLE presentation modes- mix up lecture, discussion, transparencies, videos, etc. Remember that these people are workers, not students- they still have jobs and job problems on their mind Accept the fact that you will rarely get through to everyone- the occasional person just won't get it o won't want to get it Always remember that teaching is itself a valuable form of learning
Necessity of Education
Continuing Education of employees is ongoing job made NECESSARY by PROMOTIONS, transfer, replacements, and technological CHANGE
No Money for Education?
Cross-training, if possible Individual construction Appraisal and counseling sessions Pertinent reading Staff-meeting activity
The Supervisor's Approach to Continuing Education
Departmental orientation for NEW EMPLOYEES ON-THE-JOB TRAINING where applicable A program of cross-training The development of MULTI-SKILL SPECIALISTS
Supervisor as teacher
In departmental continuing education, the supervisor may be the PRIMARY TEACHER-though senior employees an various skilled individuals can be used as teachers as well
Continuing education is a necessity especially in healthcare. This is because employees are promoted and need continual training as well as transfers, replacements and technology changes.
In order to assess what needs to be addresses it is helpful to do an assessment of the skills and capabilities of your employees. By doing this can better determine training needs and you have a better idea of what skills your employees have. In many situations it is the supervisor who is the trainer. But this may be a great opportunity to empower senior employees to do this.
Program Options
Informational programs- going to SCHOOL to absorb information Skill programs- to learn how to perform SPECIFIC TASKS Concept programs- to receive ideas, theories, and CONCEPTS for later translation into ACTION
Overall Teaching Process
MOTIVATE the attendees; let the know why they should want to learn Tell and demonstrate; showing adds clarity to telling Check for understanding; ask questions and stimulate discussion Let them try it (primarily for SKILL TRAINING); doing logically follows hearing it and seeing it done
JCAHO and continuing education departments
Much of the continuing education is mandated. JCAHO requires accreditation in some areas and strongly encourages it in others. City and state health departments have requirements as well. Cross-training is very important so it makes a great deal of sense in this environment. However, continuing education does cost money. So there must be a commitment to both resources and money.
As a new supervisor hopefully you will have some training. This is ideal many times it is just sink or swim.
There are management development programs so if available you should take advantage of these. As a supervisor when you hire new employees you should provide some type of orientation. Often part of this is with HR and some with the supervisor. Many times you provide on-the-job training for the employees so they see what happens on a daily basis.
There are many resources available for you to continue your education on your own
There are many books and journal articles available. You might want to take a college course or get an advanced degree. Many professions have seminars and workshops that are excellent. And today we have more and more available through distance education. You are fortunate that you can choose what works best for you. The last slides address some ways to expand your skills even if there is not any money available. There are lots of possibilities. Make sure you share this desire with your supervisor so he knows you are interested in advancing.
Healthcare is continually changing environment...
We need to always change and update our skills. In healthcare we have continuing education which helps us to keep change under control. In dietetics we must have 75 hours of continuing education every 5 years. With this we are able to keep up with new developments. This also helps us to reinforce information. Hand-washing is so very critical in today. We are able to improve employee's capabilities and improve effectiveness.
As the trainer you need to decide what approach will work best. It is usually best to use a number of different presentation modes: lecture, discussion, videos.
You do need to remember that these people are not students and may be thinking about their jobs and what needs to get done. You may want to consider paying employees to stay for additional time for the training so they are able to get the most out of it, but this will cost you money so you need to weigh the pros and cons. Unfortunately you may not get through to all of your employees but do try your best. You will actually learn lots from teaching!
Continuing Education affords a ....
significant means of bringing change under control, of making change work for you rather than against you *Means of keeping up with NEW -DEVELOPMENTS *means of reinforcing refresher information *Ex: Refresher= food safety, hand washing, compliance Increase the employee's capabilities *improve effectiveness
There are different types of program options that might be used:
• Informational programs- going to school/classes to get this knowledge • Skill programs - actually performing specific skills. Today we are seeing many "sim" simulations labs. Hartford Hospital has a building for this. • Concept programs - receiving ideas, theories, concepts
There are different types of program options that might be used:
•Informational programs- going to school/classes to get this knowledge •Skill programs - actually performing specific skills. Today we are seeing many "sim" simulations labs. Hartford Hospital has a building for this. •Concept programs - receiving ideas, theories, concepts
