Clearly articulate the purpose and goals of the training initiative:

  • What are the patient care priorities driving the education initiative?
  • What are the desired clinical practice changes?
  • Which education gaps need to be filled?
  • Explain why specific training topics are encouraged by role.
  • Tie the initiative to available data:
    • Clinician-reported comfort level related to care of patients with serious illness
    • Patient satisfaction or experience scores
    • Clinical outcome measures

Use language that resonates with clinicians and aligns with their challenges, goals and practice styles. Topic- or solution-focused messaging (reducing suffering, goals of care, orientation) attracts engagement more than general messages. Emphasize:

  • Continuing education credits and maintenance of certification points
  • Job requirements, if applicable
  • Consider making course completion a requirement
  • Expected improvements in job satisfaction/competence
    • Encourage personal skill building as an intrinsic motivation

Make it as easy as possible for staff to take the online courses:

  • Provide pre-selected learning pathways with hyperlinks.
  • Share instructions for creating user accounts, and CAPC contact info for questions regularly.
  • If possible, create times during the work-day for staff to complete training.

Support and reinforce the training messages in group meetings and communications:

  • Schedule a “Lunch & Learn” so staff can learn as a group and discuss their responses.
  • Embed a case discussion based on the courses into standing team meetings.
  • Include the training initiative and its progress in:
    • Quality management progress reports
    • Team meetings
    • Newsletters/emails/flyers

Be transparent about progress, and recognize accomplishments:

  • Share training completion reports.
  • Create friendly competition with contests and prizes.
  • Celebrate the completion of required coursework and/or CAPC Designations. Explicit recognition of training creates a culture a continuous learning and development.
    • Create special recognition activities.
    • Distribute personal letters from an executive.
    • Keep training completions in personnel files.
    • Put announcements in newsletters and public postings.

Engage champions within the team/organization:

  • Identify the person/people whose goals will be furthered by the completion of the training, ideally with the authority to implement training innovation.
  • Identify those in the organization who are passionate about improving patient quality of life, and who have formal or informal authority in the organization.

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