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Train and Gain: Are SPD Professionals Learning Most Effectively?

By Tony Thurmond, CRCST, CIS, CHL, FCS

Sterile processing (SP) professionals are in surging demand today because of a mix of retirement and pandemic-related resignations. Still, a critical fact remains: work in the SP department (SPD) is still there, and the need for quality, dedicated and well-trained technicians is as essential as ever.   

In the shifting employment market, many health care organizations are having to fill more full- and part-time positions with inexperienced technicians. This presents less of a drawback and more of an opportunity. After all, there are many people who want to work and contribute effectively. Some may lack experience (and some may not have even heard of SP), they can become crucial contributors as long as they receive proper training and possess a strong desire to learn and flourish. 

Some facilities pair inexperienced new hires with more senior technicians for training. Other departments instead slowly introduce new hires into the fold in the hopes that they will eventually understand and learn the various roles and responsibilities. Beyond that, some elect to introduce new employees to one departmental area but then fail to complete dedicated training in other areas of the SPD. None of these approaches to new employee training are ideal, however. Focused, deliberate training is necessary to ensure employees have the knowledge and skill sets needed to function productively, safely, consistently and in accordance with the latest standards, best practices, instructions for use, and internal policies and procedures. 

Even if an SPD lacks a dedicated educator, the department will still need a developed, focused SP training program that consists of orientation, initial evaluation, probation period evaluation, competencies, continued education and annual reviews. It also includes proper documentation at each of these intervals (training without documentation will not provide proof of proper training). What follows are more details about each stage of employee training:

Orientation 

New employee orientation covers all tasks performed in the SP area(s). This includes an orientation of the department and review of organizational policies and procedures regarding infection prevention, safety, proper attire, personal hygiene, and compliance with state and federal regulations. Orientation also affords an opportunity to set training expectations and desired outcomes.

Initial evaluation

An initial evaluation of one’s skills should be performed within the first week of an employee’s start date. The initial evaluation allows the SP leader or educator to document a starting point and allow for the development of a training program to familiarize the new employee with departmental and facility processes.

Probation period evaluation

With any orientation period, new employees have a period where they are given ample time to show they are learning the processes and retaining the information. The new technician should not immediately be expected to perform on their own or be independent in all tasks. During the probation period evaluation, however, the tasks they can perform well should be documented along with the tasks that require further training or additional experience. Proper and thorough documentation is required and must be filed with the employee’s training records. 

Competencies

Competencies are documented records that demonstrate employees’ skills and knowledge, and some competencies are required to comply with federal regulations or accreditation agency requirements. Individual competencies are designed to be renewed periodically to assure knowledge (with the intent of reducing or preventing errors). They may also be used to document whether training was successful and to track performance and growth. Competencies can be evaluated by demonstration, written assessment, verbal interview and observation (both announced and unannounced). Most departments perform competencies once a year or more frequently, as needed. Competencies must be retained in an employee’s record for a minimum of three years, although some organizations require that they be kept longer. 

Continuing education

Departments must regularly provide educational opportunities to staff for continued growth and development. Mandatory education (such as bloodborne pathogens and fire safety) must be completed without delay, and updates to regulations and standards must be delivered as soon as an update is released. Collaborating with another department on an educational inservice may facilitate a closer interdepartmental working relationship. 

Annual reviews 

Skills attained during an employee’s training period will be reflected in their evaluation. Did the employee complete their education in a timely manner? Were there tasks that were successful in competencies but errors that still occurred during the evaluation period? Annual reviews can help pinpoint areas for improvement; therefore, improvement areas should be identified and addressed as they happen instead of solely during the annual review. 

Conclusion 

The ever-evolving, fast-paced SP discipline demands that leaders and educators provide all employees with high-quality, focused training and continuing education opportunities in order to keep up with changes, standards and best practices. SP leaders must develop comprehensive training and education for all staff members and best prepare their departments for any challenges that may arise. Such efforts will help foster better outcomes for the department, health care customers and patients.   

-Tony Thurmond, CRCST, CIS, CHL, FCS, serves as Central Service Manager at Dayton Children’s Hospital. He is an HSPA Past-President and current member of the Board of Directors and has served as an HSPA columnist since 2016.

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