Explaining our innovative practices
We are looking at ways to innovate the ways to improve staff engagement in knowledge and training and ways in which staff can play a more prominent role and feel more involved in their own Professional Development.
The traditional model of online training has limitations, particularly that it is an isolated experience and does not encourage discussion and feedback.
We believe that a better model is reflective learning, where staff can read material, discuss issues with fellow staff, not just line managers, and adopt a path of self-responsibility and self-improvement.
Professional Standards Passport
We have introduced a system of 360º Workplace which enables staff to identify their own strengths and weaknesses, engage directly in discussions with other more experienced staff, and encourages them to explore and have an active say in their own learning requirements.
The principles behind the 360º Workplace approach are seen as the next stage in the development of the workforce in Primary Care Networks, and involves prominent advocates such as Professor James Kingsland, who introduced the concept on PCNs to the NHSE. This methodology is now being adopted by other Healthcare and Adult Care organisations.
This process starts with the simplification of regulations, policies and best practice requirements, distilled down to the key principles in plain English.
This content is now contained in a pocket-sized Professional Standards Passport, which is a personal tool and diary for each staff member, incorporating Knowledge, Training, Policies, Staff Appraisals, and Personal Development.
Peer experiences so far
We understand that forward looking practices and Primary Care Networks and Adult Care Groups have started adopting this with very positive results and experiences that we are keen to emulate.
Examples of comments and positive experiences with Providers:-
- Staff have been carrying the Passport with them as a personal reference manual, and reading the short and easy topics at every opportunity.
- We have seen renewed enthusiasm in what was increasingly being seen as a “boring subject”.
- The short and succinct presentation highlight the importance of the key principles, are hitting home, and staff realise the real-world application value of our policies.
- Staff feel involved in and in control of their own Personal Development, they can carry out reflective learning in their own space and time, instead of a hours long online “didactive” or teacher/student type of learning.
- The portability of this Passport has encouraged staff to take it with them into meetings and discussions, even over a coffee break.
- There is a real buzz around this that we haven’t seen before, staff are actually enjoying and exploring reading about policies and training.
- Training is no longer a memory test of what we just read two minutes ago, staff are forced to think about the topic with questions like “Do you know what to do if ……”. This elicits discussions and people are more likely to remember the outcome of this discussion.
- Our staff have taken this to heart and taken full charge of their own development, as a Manager, all I have to do is focus on areas of concern, weaknesses and topics we feel are of importance.
- There has been a real focus on issues of concern rather than the scatter gun approach of isolated online training.
- A member of staff was not able to answer how to deal with emails to outside organisation and raised the topic at a staff meeting. This would never have happened with online training, and we would never have been aware of a gap in training.