Case Application 8-A TRAINING FOR KINDNESS Kindness House Hospice is a 30-bed facility that provides care for Last week we had a nurses' aid that quit on her first day. She just patients nearing the end of their life. Recent surveys of patient walked out during her lunch break and sent us a text that she family members have indicated that perception of the quality of couldn't handle it and wasn't coming back care at Kindness House is declining prompting the board of direc Kim Larson, HR Director, backed up Meisne's sessment add- tors to ask the medical staff to re-evaluate procedures and training ing that "tumover for hospice workers sveriges 25-30 percent a year. Director of Nursing Kenya Meisner, reported to the board that the Ours is nearly 60 percent" Kim added that "The disruptions in care due medical staff was performing to the best of their ability, but several to turnover reduce the quality of care and cause even more stress. She factors were preventing the quality of care from meeting the board's went to explain that constantly recruiting, hiring, orienting and high expectations. "Stress, declared Kenya. "Stress, pure and training new medical staff was expensive and time consuming for her simple. Hospice care requires different skills than other types of and the HR assistant. Little time remained to train the new stail nursing. Our patients won't recover. They and their families need When the directors quizzed Larson why the supervisors compassion. New nurses and nurse aids need training in how to weren't assisting in the new employee training process, Meisner provide the right type of care and support, but because of our staff and Larson revealed that the supervisor position had high turnover ing problems, we just throw them right into patient care. It's diff- as well and the inexperienced supervisors weren't always capable cult work and without proper training they don't know how to of handling their paperwork and personnel supervision duties ade. handle the stress and leave. We're chronically understaffed and quately, so they hadn't received training in how to participate in the patient care suffers when we have a revolving door of medical staff. training of new employees. 104 Chapter 8 Onboarding, Training, and Developing Employees Lanson explained that she and Meisner felt that a more effec- tive onboarding process might help. "If we could hire some temps to else the staffing problem, we could do a proper orientation and training for our new and recent hires so they understand the role of Kindness House and have the skills to handle the stress. Studies show that if we can improve the overall culture through better onboarding, we can significantly reduce turnover." Chris Liang, the CEO exclaimed that it was a great idea. "The CEO of Central Pediatrics Group just developed an onboarding program for their medical staff and I'm sure we can just use their materials. Of course we would change the name to Kindness House. I'll call him right after our meeting and have his HR Director send their materials to Kim." Questions: 1. How should Kim Larson handle the suggestion to use the onboarding program from Central Pediatrics? What onboarding socialization, and orientation practions would be appropriate for new medical staff at Kindness House (LO 1.2.3.4) 2. Using the ADDIE model of training design, design an employee development program for the supervisors. (LO 5. 6,7) 3. Identify the best training methods for teaching the medical staff at Kindness House how to relate to patients, how to han dle stress.correct completion of paperwork, and proper safety procedures. Explain why you selected each training method. (LO 5,6,7) 4. Research: Find examples of how improved onboarding and training been used to improve culture, reduce turn- over, and increase efficiency in healthcare or other indus- tries. Summarize your results and include your sources. (LO 1.2.7) am wil