We just wanted to take a moment and thank all of you who attended our FCS International “How To Make Learning a Hoot!” event on Friday! The event was a lot of fun and we’re so happy you all could be a part of it!
Here are some pictures from the day:
(to see more pictures click on continue reading)
I’ve had the opportunity to approach learning in the health care industry from many angles; as a Manager (Director of Care; Executive Director), a facilitator and trainer of face-to-face learning content, and as a staff member (Floor Charge Nurse).
Each position presented me with a different interpretation and perception of workplace training goals and outcomes. Here’s what I’ve found:
In terms of the workplace, the word “accessibility” or “accessible” has generally denoted an “open-door policy” or a method of movement for those with disabilities – basically, a way to access someone or something. The evolution of the workforce and the diversity of its employees, environment and demands have expanded the definition of accessibility to include the application of the word to relationships, work space options and technologies. Using accessibility as a measurement for flexible work solutions can be one of the best quality assurance steps a health care company can make.
The concept of ‘accessible work’ forces partners with our commitment to offer choices to their clients, residents and patients. If we as employers expect our employees to offer choices and flexibility as part of care and services, we must also offer the same accessible choices to employees. This is not to suggest that we enable a workforce that is without boundaries, but consider the following options:
Our business of caring is based on exceptional customer service where excellence requires strong relationships and staff who understand their role in promoting positive interactions. And they must combine that nurturing and empathetic spirit with remarkable time-management and organizational ability. Staff members often find multi-tasking a dance of deadlines. All departments must work in unison. If one part of the machine is not as efficient or organized, the whole may be affected.
We’ve all had experiences when we get caught up in blaming each other for our bad day, and conflict rears its ugly head. The challenge is to resolve the issue instead of attacking the person. Conflict in the workplace usually surfaces as criticism about another staff person, resulting in subjective interpretation, gossip and innuendo, all of which fracture relationships. A good day is determined by “who is working with whom” rather than by everyone working together so that every day is a good day for everybody.
Why is it so difficult to maintain harmonious relationships in an industry that prides itself on caring for the frail?