A 3-tiered approach to training and retaining new staff.

 The department was small  Then we grew  The challenges of an expanding staff

 We had developed a comprehensive student program  Why not do the same for new staff?  The Handbook is born

 The Handbook proved to be overwhelming  Need for a human touch  Working More Efficiently

 The Orientation Notebook was born  New staff members were paired with members of the WME committee  Quick orientation, then passed off to PLT

 Time to reassess  Orientation then PLT – do we need to do more?  How do we know when someone is ready to fly on their own?

 How do we provide support and accountability to OTs who are struggling?  The coaching program is born  Plus/Delta

 3-Tiered approach to OT support; Orientation Mentoring Coaching

 Purpose: to orient therapists new to WCPSS, including former contractors, to both procedural and clinical aspects of the job  Targeted Personnel: new OT hires  Duration: about 1 month  Time Commitment: the mentor and new employee will have meetings over a 1 month duration that will likely encompass several hours

 Purpose: to provide support for occupational therapists new to WCPSS throughout their first year of employment; to insure that new hires are following department policies and meeting job expectations.  Targeted Personnel: new OT hires  Duration: one full year from date of hire

 Procedure: Once orientation is complete, a mentoring relationship begins. The mentor and mentee will meet weekly to review essential components of the job to insure compliance and competency.  Assessment: At the end of the one year period, if the mentee is meeting job expectations, they are released from mentoring. If they are not, they move to Tier 3.

 Purpose: to provide close supervision to therapists struggling with one or more aspects of their job.  Targeted Personnel: OTs with specific area(s) of concern identified during the mentoring process or in the performance evaluation.  Procedure: goals and plan are established and implemented. If progress is not made in a timely manner, an action plan is created in conjunction with Human Resources.