With the hiring of the right person and taking measures that once in the position , the IP has the confidence that they are a vital component to the facility and to program , will strengthen the position and retention of the IP .
• witnessed , a pandemic . This could be implementing a new approach in using PPE , to suggesting that certain units be reserved for residents with specific infections such as COVID-19 .
The IP role calls for a strong communicator . There is a need for robust written and verbal communication skills . The IP must be able to provide concise and accurate information to the various stakeholders ( staff , residents , families , government agencies and organizational leaders ) on a timely basis . The messages and methods of communication must be in a manner that is appropriate for the different audiences . This can vary from how performance surveillance results are relayed through posters and graphs in the break room , to informing the different entities of the COVID-19 outbreak results during the pandemic . How and what is reported to government agencies would need to be communicated to the residents and families in a different style and message content . The IP uses these strong communication skills when encouraging the staff to assist in identifying and implementing infection prevention interventions to IP & C issues .
Educator is another role about which the IP must be passionate . When we think of the word educator , the role of teacher comes to mind . The IP is teaching all day long . The IP interacts with a variety of audiences such as staff , residents , families and visitors . Bearing in mind who the IP is talking to helps the IP adapt the message to fit the background and learning needs of the person being addressed . The IP should be constantly cognizant of adult-learning principles . They include providing why this message and content is important , providing it in a style conducive to learning ( visual , auditory and tactile ), allowing them to experience what they have learned , the training must occur when the student is ready to learn , and it must be done in a positive and encouraging manner . Whether the IP is teaching in a classroom , in a huddle on the unit or in a “ just-in-time ” situation , content must be delivered with these concepts in mind . Education was and continues to be a huge focus of the IP during the pandemic and going forward .
When considering the last role of the IP , collaborator , we must consider what a collaborator is . Merriam Webster defines collaborator as someone who works with another person or group . With that definition in mind , the IP is a natural selection to be the liaison within and outside of the facility . The IP works within the facility to build agreement and teams to support
the IP & C activities and goals . Outside of the facility , the IP builds relationships to bring support and resources to the facility ’ s IP & C program . This might include having the local health agency provide training to the facility staff on the need for PPE and its proper usage . Or inviting the pharmacist and medical director to work with a subcommittee to develop antibiotic standard orders based on the facility ’ s antibiogram .
When interviewing for an IP , keep in mind the different roles that the IP must fulfill . Tailor the interview questions to include these areas . Find out what the applicant believes their strengths and weaknesses are in these roles . Select your new IP knowing that you have these roles covered and provide the new IP with additional training if needed to ensure that you are meeting the Rules of Participation .
When incorporating these different roles of the IP into your selection process , the potential of a successful IP & C program and the retention of the IP increases . Both a win-win for your IP and your facility . But that is only the first step in reversing this turnover trend in IPs .
The following steps may assist in decreasing turnover as well :
● Making the IP a key position in the facility is extremely important to retaining this individual .
● Ensuring there is enough time dedicated to this role can ensure that the program gets the attention it deserves as well as an indication to the IP and the other staff that infection prevention is a priority for the facility .
● Providing clear direction regarding expectations of the role and how those expectations can be met within the timeframe allotted for the IP role .
● Lastly , ensuring those expectations are communicated to new leadership , should that occur , to provide consistency in the role .
With the hiring of the right person and taking measures that , once in the position , the IP has the confidence that they are a vital component to the facility and to program , will strengthen the position and retention of the IP .
Cindy Fronning , RN , GERO-BC , IP-BC , AS-BC , RAC-CT , CDONA , FACDONA , is a master trainer and director of education for the National Association of Directors of Nursing Administration in Long-Term Care ( NADONA ).