Tips for Staff Engagement in Training

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.