Staff Development , Planning and Evaluation

- improvement of the knowledge and skills of employees within
an organization by providing them with training:

Local government is showing an increased commitment to staff development.

Five reasons why staff development in the workplace is important

Staff training and development isn’t just important to any company, it is vital.
1. Efficiency

Professional development can help to ensure that you and your staff maintain and enhance
the knowledge and skills needed to deliver a professional service to your colleagues,
customer and the community. Enabling staff to advance in their career and move into new
positions where you can lead, manage, influence, and mentor others.
2. Consistency

A structured training and development programme can help to ensure all employees have a
consistent level of experience and knowledge, and allows you the confidence of knowing your
staff all have the same set of skills required. Allowing you flexibility with your workforce
planning.
3. Compliant

Training and development can help to ensure that your knowledge is relevant and up to date.
Ensuring that you and your staff are compliant with the latest regulations.
4. Address weaknesses

Even the best of employees have some weaknesses when it comes to their workplace skills.

An ongoing training and development program allows you to find and address any
weaknesses, helping your employees to be more all-rounded and better skilled at every factor
of their job.
5. Confidence

Training and development can help to increase employees confidence within their role.
Investment in training and development helps to show employees they are appreciated which
can help them to feel a greater level of job satisfaction.
 Staff development

Staff development refers to the processes, programs and activities through which every
organization develops, enhances and improves the skills, competencies and overall
performance of its employees and workers.
A process consisting of orientation, in-service education and continuing education for the
people of promoting the development of personnel within any employment setting, consistent
with the goals and responsibilities of the employment.( ANA) • Personal and Professional
Development (CPPD) is the new name for the Staff Development.

TYPES OF STAFF DEVELOPMENT

Induction training Job orientation Continuing education In-service education Training for
special function
1.  INDUCTION TRAINING
NEED OF INDUCTION TRAINING
• Increased retention of newly hire employees
• Improved employee morale
• Increased productivity.
STEPS IN INDUCTION
1. Tour of facilities
2. Introduction to the other employees, superiors and subordinates.
3. Description of organizational functions.
4. Departmental visit
5. Orientation to philosophy goals and objectives
6. Administration policies and procedures
FORMS OF INDUCTION
• Internship • Preceptorship • Mentorship
2. JOB ORIENTATION
• The process of creating awareness with an individual of his/her roles, responsibilities
and relationships in the new work situation.
IN-SERVICE EDUCATION • In service education is a planned educational experience
provided in the job setting and closely identified with services in order to help person
perform more effectively as a person and as a worker.
TYPES OF IN-SERVICE EDUCATION
Centralized in-service education
Decentralized in-service education
Combined in-service education

STEPS IN IN-SERVICE EDUCATION

• Assessment: Pinpoint needs, prioritize needs, set training objectives, and develop criteria
• Implementation: Climatic check, actual conduction of training with ongoing monitoring
STEPS IN IN-SERVICE EDUCATION
• Evaluation: Establishment of criteria, pre test to the participants, post test following completion
of the training or program. Observation on transfer of learning to the job, follow up studies for
assessment of extent of retention of learning.

3.  CONTINUING EDUCATION
• “Continuing education is all the learning activities that occur after an individual has
completed his/her basic education.” (COOPER) • “The education which builds on previous
education.” (SHANON)
 TRAINING FOR SPECIFIC FUNCTION
• This is concerned with developing expert technical or manual skills, communication and
helps the personnel to perform their functions effectively.
TYPES OF SKILLS • • • • • • Psychomotor skill Cognitive skill Teaching skills Affective skill
Communication skill Supervisory skills
GUIDELINES FOR SKILL TRAINING
1.Set the stage, using equipment similar to that provided for the worker in the work situation.
2.Create in worker a learning attitude
3.Give reasons why the procedure is carried out in this way in this agency 4.Break the
activities in to logical steps, necessary to carry out the procedure. Demonstrate step by step.
GUIDELINES FOR SKILL TRAINING
5.Make certain that the person has learnt by requiring a return demonstration 6. Provide
written out lines for references.
7. Arrange for follow up

METHODS OF DELIVERING STAFF DEVELOPMENT PROGRAM INDUCTION JOB

ORIENTATION IN-SERVICE EDUCATION CONTINUING EDUCATION TRAINING FOR
SPECIFIC FUNCTION Physical tour of the facilities Group discussion Seminar Handbook
and pamphlet Orientation Seminar Discussion Hand out or book and pamphlet Orientation
Skill training Continuing education Leadership training Lecture Demonstration Seminar
Debate Journal club Book review Correspondenc e course Formal course Clinical research
Demonstration Discussion Role-play method
PLANNING

NEED FOR STAFF DEVELOPMENT – Being necessary to fill gap in the past performance –
To change or correct long-held attitudes of employee – Need to increase the productivity
and quality of the work. – To motivate employees and to promote employee loyalty – Fast
growing organizations.

GOALS • Assist each employee (nurse) to improve performance in his/her position. • Assist
each employee (nurse) to acquire personal and professional abilities that maximize the
possibility of career advancement.

OBJECTIVES
• To increase employee productivity.
• To ensure safe and effective patient care by nurses.
• To ensure satisfactory job performance by personnel
• To orient the personnel to care objectives, job duties, personnel policies, and agency
regulations.
• To help employees cope with new practice role.
• To help nurses to close the gap between present abilities and the scientific basis for
nursing practice that is broadening through research.

ORGANIZING
FUNCTION OF STAFF DEVELOPMENT
• Provide educational activities for all nurses employed by the health care agency directed
towards change behavior related to role expectations.
• It concerned with growth and development of personnel from their initial contact with a
healthcare agency until termination of service
Staff Development Program, Healthcare Organization Model
 IMPLEMENTING

STEPS IN STAFF DEVELOPMENT

• Assess the educational needs of all staff members
• Set priority
• Develop general objectives for the staff development program
• Determine the resources needed to reach the desired objectives
STEPS IN STAFF DEVELOPMENT
• Develop a master calendar for an entire year
• Develop and maintain staff development record system
• Establish files on major educational topics • Regularly evaluate the staff development
program

Professional Development Plan

Forms to Create a Professional Development Plan

 Performance Evaluation and Planning Form (Campus)

 DUHS Performance Planning and Review Form
 Self-Assessment Form

A professional development plan documents the goals, required skill and competency
development, and objectives a staff member will need to accomplish in order to support
continuous improvement and career development. A professional development plan is created
by the manager working closely with the staff member to identify the necessary skills and
resources to support the staff member's career goals and the organization's business needs.

Professional development for staff members begins when a new member joins your team. In
addition, all staff members should have a "living" professional development plan in place.
Planning should not take place only after an staff member is identified as needing improvement.
Professional development plans should be reviewed on an on-going basis throughout the year,
with at least one interim review discussion between the staff member and supervisor prior to the
end of the yearly performance review period.

Professional Development Planning Steps

Use the following steps to create a professional development plan with your employee. Feel free
to use the example professional development plans (listed above) to assist you in the process.

 Step One: Request a self-assessment from the staff member

 Step Two: Develop your assessment of the individual's skill level
 Step Three: Assess the department and organization's needs
 Step Four: Explore development opportunities with the staff member
 Step Five: Record and analyze the staff member's progress
Step One: Request a self-assessment from the staff member
Have the staff member complete a self-assessment of their interests, skills, values, and
personality. Use the sample performance planning and self-assessment forms listed to the right
to assist in the process. When evaluating the staff member's responses, keep these questions
in mind:

 What skills, career opportunities, technologies interest the individual?

 Do those skills/interests/goals support the organization's needs and goals?
 What are the short and long term steps to get there?

Step Two: Develop your assessment of the individual's skill level

Based on the staff member's self-assessment, their work record, and your own observations,
determine the staff member's skill level in the following categories:

 Technical skills: skills needed to get the job done.

 Social skills: how do they work with others?
 Aptitudes: natural talents; special abilities for doing, or learning to do, certain kinds of
things.
  Attitude: outlook, feelings, mind-set, way of thinking, and point of view.

Step Three: Assess the department and organization's needs

In order for professional development to be successful, the staff member's needs and interests
must be applied to address organizational objectives. The staff member's career path must align
with the organization's workforce needs. In creating a professional development plan, consider
the following goals:

 Big Duke" goals

 Departmental goals
 Team goals
 Individual goals

Step Four: Explore development opportunities with the staff member

Explore the professional development opportunities available at Duke with your staff member.
Some examples include:

 Professional Development Academy - The Professional Development Academy is a

center dedicated to providing professional development training programs and resources
for staff that supports identified staffing needs across Duke. The Academy offers long-
term training programs with a tailored curriculum designed to develop skills and
capabilities needed to fill identified job opportunities across Duke.
 New Projects & Responsibilities - Explore what new projects and responsibilities the staff
member can assist with in their own department. Staff members can use such
opportunities to develop new skills such as web design, business writing, and project
management.
  Workshops & Seminars - Learning & Organizational Development offers a variety of
workshops and seminars that help an staff member develop their work and computer
technology skills
 Educational Opportunities - There are a variety of educational opportunities available at
Duke and in the Durham area. For a list of available resources, please refer to Training.
 Volunteer Opportunities - Volunteer opportunities can present a unique way for an staff
member to develop certain professional skills.  Search the Duke Today web site for a list
of volunteer opportunities at Duke (look under the "Volunteer Opportunities" tab).
 Mentorship - Interested staff can be paired with mentors for a variety of activities
including information interviews, shadowing, tutorials, etc. For more mentoring
resources, please visit the Mentoring @ Duke web site. The Professional Development
Academy can also provide assistance with determining professional goals before you
seek a mentoring relationship.

Step Five: Record and analyze the staff member's progress

Collect feedback from the staff member about their development progress to assist in identifying
what the staff member is doing well, build on their skills, correct any problems that may arise,
and help them develop new abilities that will improve personal performance as well as
organizational outcomes.

Use a Performance Log for tracking, recording and providing feedback from the staff member.
Record dates, events, expectations, and the impact of action steps on their development. Make
sure to record:

 Observations of enhanced skills or knowledge and how they were applied.

 Progress towards goals and objectives.
 Observations where skills / knowledge could be applied - use for future discussion.