support to feel confident and happy about the job . According to a
CNBC survey about workplace happiness , more than 9 in 10 workers ( 91 percent ) who have a mentor are satisfied with their jobs , including more than half ( 57 percent ) who are very satisfied . For those workers who don ’ t have a mentor , the satisfaction levels dropped by double digits . Implementing a mentorship program can lead to more significant benefits , as the survey shows . Workers for companies who provided a mentor were more likely to say that they are well paid ( 79 percent versus 69 percent ) and believe that their colleagues ’ contributions are valued ( 89 percent versus 75 percent ).
Why is it essential for SPDs to have happy workers ? It ’ s not only a question of employee retention . Employee satisfaction is vital because we are here to ensure that every surgical instrument taken to the OR is accurate , complete , and in perfect condition . Ultimately , our goal is to ensure that there are no delays in the process and that we do everything to support the OR so they can serve our patients and our surgeons .
Benefits to the hospital
●Staff retention and engagement : When people are learning and feel happy , they want to stay at the company and take ownership of the process .
●Productive teams : Our goal is to supply the OR with everything they need — the right tray in the right condition at the right time . We cannot achieve this goal if our team members are not producing the trays without error for the procedures needed .
●Confident knowledgeable teams : When people have more self-confidence , they are more willing to learn . When they are competent , they feel better about themselves and are productive .
●Loyal employees : People leave their jobs when they cannot use their skills or develop their careers . Give people long term career advancement opportunities , and they will become loyal to the organization .
●Strong team synergy : People who are confident and knowledgeable about their job develop an excellent sense of commitment to quality . Team synergy is one of the components of excellent outcomes .
●Job satisfaction : Satisfied employees speak well of the organization and are more likely to remain at the organization .
●Tangible outcomes : Focus on excellent customer service and excellent quality products to prevent patient injury .
How to keep technicians engaged
●Mentors should provide continuous feedback and offer regular check-ins to technicians . Offer technicians the opportunity to rotate through OR services and observe surgical procedures to learn surgical instruments better . Bring them to the OR when there are instrument problems to see the OR ’ s struggle when there are errors in trays .
●Create tangible team goals aligned with individual goals for growth and development . Create tasks or projects that can develop the team skills . For instance , someone who wants to be a supervisor can help create assignments or the monthly staff schedule .
●Promote an environment of continuous learning . Implement a continuing education schedule on a weekly basis . Ask the team for input on what they ’ d like to learn .
●Encourage peer-to-peer learning . Have team members speak about a topic that they read or study . Perhaps someone attended a chapter meeting or an online webinar , and they can share what they learned .
Implement a mentorship program where experienced individuals from the operating room ( OR ) help guide new technicians and serve as role models . The relationship with that mentor can provide the technician motivation , guidance , and support to feel confident and happy about the job .”
The managers ’ role
●Never stop learning yourself : You cannot teach your team if your knowledge is not enhanced . Attend national or local conferences and continuously read professional journals . Achieve a higher education degree and professional certifications .
●Be a role model : Lead by example and your team will follow . Always be on time and fulfill your commitments . Manage by walking and practice assembling trays . It will make a difference when they see you participating in the process .
●Tune in to your team ’ s needs : Not every staff member will learn with the same methods . Some people learn by reading , some by hearing , some by seeing a demonstration and others by practicing what you are teaching . Incorporate all these methods in your teaching program and make learning fun !
●Provide guidance : Do not wait until the performance review time to provide feedback and guidance to the team member . Check their work , provide immediate feedback , and listen to their feedback to draft your teaching lesson .
How can you , as an SPD professional , help ? Start by extending your hand to a new or experienced technician , such as those you meet at national or local conferences . You can also offer technicians 1:1 mentoring , either in-person or virtually , to help them realize their professional goals . Curious about the best way to find a technician to mentor ? Contact your local chapter or perhaps the Healthcare Sterile Processing Association ( HSPA ) and tell them you would like to mentor an SPD professional . They will help match you to someone .
In summary , let ’ s explore what our technicians need and how SPDs can implement training and development programs to enhance their skills . First , it is essential to develop programs that utilize the most effective teaching methods based on the unique learning needs of each department . Although some of these measures may require financial allocation , implementing a mentorship program requires the commitment of mentors . Still , the benefits can translate into greater employee satisfaction and retention . Next , develop a budget with supporting documentation listing the benefits of a training program and pitch the need and benefits of an SPD educator to your leadership . The foundation of a successful SPD is education . You cannot build a strong foundation if the building blocks — the technicians — do not have adequate training and knowledge to perform tasks successfully .
Mary Olivera , MHA , CRCST , CHL , FCS , has actively participated in the monitoring , surveying and training interdepartmental staff in the proper cleaning , decontamination and sterilization practices and has been highly committed to the standardization of interdepartmental processes . Currently , she is the president and CEO for OSPECS Consulting , LLC . a company dedicated to facilitating process re-engineering in healthcare organizations .
www . healthcarehygienemagazine . com • june 2022
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