NHS training courses

Nelson Training actors act a scene at an NHS training course on absence management
Nelson Training actors Betty Coltrane and Rob Joiner at an NHS training course on absence management

Our courses are aimed at making the NHS workforce more customer centred, more productive, more motivated and more professional.

We have had major success with these three NHS training programmes with proven results. Contact us now for more information

 

Managing performance and behaviour for NHS and healthcare managers (6 hours certified CPD)

“Very happy to have been given the opportunity to attend. Learnt a wealth of new tools to give me renewed confidence in the workplace”
Rachel Wines, ASM, ABMU, Wales NHS

“Excellent training. It will empower my staff instead of me solving their problems for them”
Andrea Evans, Child Health Manager, ABMU, Wales NHS

Objectives

  • Identify areas in delegates’ teams where performance and behaviour needs to be improved
  • Give feedback in a constructive manner.
  • Use a variety of tools to inspire, coach and motivate team members
  • Set measurable goals and take action when these are not met
  • Identify which policies and procedures are relevant and how HR can help
  • Create a high performance culture within the teams

Programme

  • Where do you need help?
  • Why is this such an important issue?
  • The effects of doing ‘nothing’.
  • Group activity – What are the biggest areas where our staff are underperforming at work? What are our chief concerns about addressing underperformance? What do we currently do to motivate our staff? What do we think are the causes of poor performance within our teams? What are the benefits and pitfalls of having SMART objectives?
  • Relevant policies and procedures and who can help from HR
  • What does your performance management process look like?
  • The Do’s and Don’ts of carrying out a performance management meeting. Generic guidelines
  • First interactive sketch based on the problems identified by delegates
  • Hot Seat (actor faces the group to get feedback     ..remaining in character)
  • Introduction to the learning conversation              
  • Good Practice – We see ‘the manager’ attempt to ‘manage’ the staff member by using some of the Learning Conversation concepts           
  • Delegates try out the Learning Conversation.
  • Feedback on what went well? – what ‘results’? actions?
  • Recap – Key learning points
  • The toolkit activity – Which ‘tools’ in the toolkit do they favour and why?
  • Explanation and demonstration of status difference going on within in any conversation         
  • Small group workshops                  
  • Feedback from workshops – What went well? What can they share with the other groups?
  • What can we do to create high performance cultures within our teams? (5 mins) Which ideas are your favourites and why? Feedback and earmark best suggestions.
  • Summary – What is everyone going to do as a result of today?

Managing attendance for NHS and healthcare managers (6 hours certified CPD)

“Found the whole day very useful. Time for reflection on my managing skills. I found the scenario discussions very interesting. A really useful and interesting day”
Melanie Simmons, Directorate Performance Manager, ABMU HB, Wales NHS

“Very good interaction. Practical examples. Knowledgeable facilitators. Lots of fun too!”
Helen Mills, Worcestershire Acute NHS Trust

Objectives

  • To identify the patterns and rate of absence in their own work area
  • To explore the reasons for absence
  • To familiarise delegates with their own organisations policies. procedures and guidelines on sickness and absence
  • To address the fears of management when confronting and challenging absence
  • To assist managers with creating an attendance culture
  • To give managers the confidence and skills to carry out effective return to work interviews

Programme 

  • What do we want out of this session?
  • What is our current experience in dealing with absence
  • What are the causes of absence in our work areas?
  • Are there any patterns of absence?
  • What are your major fears about carrying out a return to work interview?
  • What are the key objectives of a return to work interview?
  • Statistics and facts about absence – what do we think?
  • What are our targets? How are we doing?
  • Responsibilities of manager/employee regarding absence
  • The legal framework and the role of occupational health
  • What are our own policies?
  • The return to work interview interactive sketch
  • Small group workshops                  
  • Feedback from workshops – What went well? What can they share with the other groups?
  • RTW activity including planning and preparation exercise
  • What can we do to create an attendance culture within our teams? (5 mins) Which ideas are your favourites and why? Feedback and earmark best suggestions.
  • Summary – What is everyone going to do as a result of today?

Managing complaints for NHS and healthcare staff (6 hours certified CPD)

A one day session which can:

  • Change your outlook on complaints
  • Reduce complaints
  • Lower escalated complaints and
  • Improve the complaint handling skills and culture in your work area
  • Inspire you to treat complaints as an opportunity to reflect, review, and improve

Programme objectives

At the end of this training day, the delegates will:

  • Have explored the benefits of complaints
  • Have identified how we can turn complaints into a positive for the health authority
  • Be able to define a ‘complaint’ – when exactly does a complaint become a complaint?
  • Have highlighted what the majority of complaints are about in our own work area. Is there a pattern?
  • Have explored why people complain and why the majority don’t!
  • Have reviewed our own practices regarding complaint handling
  • Have revised our knowledge of the complaints procedure paying particular attention to the timescales
  • Be able to manage complaints in a professional way that stops them escalating
  • Be able to review and self assess on core interpersonal skills needed to handle particular difficult cases professionally and diplomatically
  • Be able to reply to a complaint in writing in accordance with the recommended guidelines and be able to self assess our own standards
  • Have explored the current targets on complaints
  • Be able to manage the really angry ones diplomatically and professionally
  • Be aware of the ‘hot spots’ where conflict and complaints are most likely to arise
  • Have explored ways of getting teams to deal with complaints effectively and efficiently– getting the teams on board with the complaint handling culture change

Content/topics

  • What are most of our complaints about?
  • Why do people complain?/ Why don’t people sometimes complain?
  • What makes us angry when we are customers? Why do we complain?
  • What are the time scales and targets? What do our procedures say?
  • Responding well to complaints – why bother – what’s the point?
  • What type of complaining customer are we least likely to want to help?
  • Making the customer ‘feel good’
  • What’s in it for us? How can we view complaints as something positive and useful?
  • How can we use complaints as an opportunity to `shine` and improve?
  • What do our customers expect?
  • Why do complaints sometimes seem ‘over the top’ and an over-reaction?
  • Using our core skills effectively
  • Replying in writing- making it conform to our standards, grammatically correct, and user-friendly,
  • Disarming anger positively
  • Strategies to adopt for short and long term
  • Getting teams on board ..creating a positive culture for handling complaints

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