Creating a Successful Training Plan: Steps and Strategies for Implementation Research Paper

Prerequisites for a Successful Training Plan

To develop a successful training plan, it is important to incorporate the principles of leadership as a part of the implementation agenda. It is a general opinion that leadership is the process of leading in decision making in an organization. Involving proactive leadership will create a smooth transition to the desired changes in the process of implementation (Stephenson, 2013). It is crucial to explain the desired needs for accreditation and certification to ensure that the implementers are directly and proactively involved in the process of training. It can be achieved through teaching leadership traits needed for quality reporting and feedback tracking in the multifaceted healthcare environment.

Steps Involved in Educating Bedside Healthcare Providers

The first step involves constitution of offices or institutionalization of the entire training process for ease of information flow (Kulbok, Thatcher, Park, & Meszaros, 2014). In this scenario, it would be prudent to appoint an infection control unit to meet the set standards of control and prevention. The office can coordinate training, implementation, and follow-up of any event during and after training for optimal impact (Stephenson, 2013). The office will guarantee that the entire training program covers the topics of the plan to ensure success in the short and long-term time period. The office should participate in regulations and diverse reflections on the progress of the program.

Communication and Active Participation

There is a need to create a communication matrix for the plan to be authentic and pro-intentional. The matrix will ensure that the obstacles to effective assimilation of the training programs are identified and correctly dealt with (Hiatt, 2011). For instance, the infection prevention office may identify the key leadership figures to create a framework for the support and prevention program. In this scenario, it would be ideal to utilize the roles of the leader nurse, the bedside nurse, and the physician to lead the change process. The role of leadership in this scenario is to create a smooth transition at every stage of training. It also ensures discipline and control in a work environment since each stakeholder takes his or her role and responsibility.

Change Process Management Through Continuous Training

Since change is a dynamic process, there is a need to proactively manage any possible resistance. It is necessary to introduce all the stakeholders to the current practicing standards and their defects before introducing the improved practice standards. This is achievable through a continuous and participatory training process (Hiatt, 2011). It is important to encourage participation and brainstorming sessions for the change process to face minimal resistance. Once there is a general acceptance, it is advisable to document the training modules as a part of emphasis for optimal impact. The positive impact will ensure that the proposed training program is self-sustaining and effective.

Management Perspective in the Change Process

Once compliance is achieved, it is necessary to incorporate organization culture in the change process. Basically, compliance manages the negative energy that might arise from sharing past experiences or distractions arising from different standpoints. It is necessary to ensure that the change dynamics are positive and beneficial to the stakeholders and the healthcare institution (Hiatt, 2011). This process is achieved through highlighting the right values to obtain the attention of the stakeholders. For instance, catching compliance is achieved through a strategic and systematic decision-making process. The goal is to understand the needs of the stakeholders and align them with the change process.

Promoting Sense of Program Ownership and Responsibility

It is vital to encourage such traits as accountability and program ownership to ensure optimal compliance and change acceptance (Hiatt, 2011). For instance, it would be prudent to play teamwork games such as an interview on compliance perception. The questions could be framed on the acceptable infection disease control standards highlighted in the WHO safe injection and hygiene practices. Through such interaction, each stakeholder will be in a position to keep their counterpart accountable at the stage of implementation. The appointed office can act as a regulator for commitment and constructive observation to improve compliance (Hiatt, 2011). In the implementation process, the leadership offices will observe, note down, and adjust any training module that is challenging.

Logistical Needs in the Change Management Plan

It is important to create a friendly competitive environment for different departments that are a part of the training program. It will create a sense of belonging and being a part of the change process and implementation. There is a need to provide the stakeholders with the necessary equipment for meeting the set objectives. For instance, provision of a special instrument tray and a manual can make a very big difference (Hiatt, 2011). However, each tool must be compatible with the set objectives to save time and improve efficiency in managing infectious diseases for the provider (Michel, By, & Burnes, 2013). The tools should be aligned to the change process to make them more dynamic and adaptable to the objectives.

Preview of the Intentions of the Training Process

It is advisable to refresh the memory of the beside providers on the intention of the control and prevention and make the preview process people oriented since its intention is to benefit the patients. It is necessary because more than 70% of infections can be avoided through improvement of infection control practices (Hiatt, 2011). When implemented, many lives can be saved through decreased morbidity. The intentions must be well defined for ease of implementation and follow-up. It is also important to generate a tracking standard for each milestone.

References

Hiatt, C. (2011). 11 strategies to address physician and staff resistance to complying with infection control guidelines.Web.

Kulbok, P., Thatcher, E., Park, E., & Meszaros, P. (2014). Evolving public health nursing roles: Focus on community participatory health promotion and prevention. The Online Journal of the American Nurses Association, 17(2), 12-38.

Michel, A., By, R.T., & Burnes, B. (2013). The limitations of dispositional resistance in relation to organizational change. Management Decision, 51(4), 761-780.

Stephenson, M.O. (2013). Considering the relationship among social conflict, social imaginaries, resilience, and community-based organization leadership. Ecology and Society, 16(1), 1-3.