1. Stepping Stone Clubhouse BUILDING STRONG STAFF What To Do When Staff Are Not Working Out.

2. What is the basic premise that Clubhouses need to look for when hiring and training a new staff person? The desire to want to help others within the Clubhouse framework and a belief in the concept of a community

3. There can often be key concerns that need to be addressed with new staff – religion, disruptive behavior, anxiety. The Clubhouse supervisors, staff and members can often try to articulate and demonstrate the roles and responsibilities for a new staff person. But what if all the structure, information and modeling are not helping?

4. Wherever possible any difficulties should be resolved at the professional level in a spirit of ‘partnership’. Aim to at all times obtain an improvement in a member of staff’s performance It is important to note that problems may not occur in the first few months of tenure but often become more evident as employment continues

5. Things to be mindful of when training a new staff member: Being part of the Clubhouse community i.e. eating lunch with the Clubhouse Participation in meetings – having more important things to do Disengagement from the unit responsibilities– relationships are suffering and members are not receiving support Engage only with staff on a humanistic basis whilst taking a more generic/clinical/medical approach to members – using psychiatric models, terminology and trying to integrate them within the Clubhouse Development of a ‘click’/ not connecting with all (favorites) Issues

6. Having own space and equipment that is not shared – laptops, pictures, enforced rules. Have own agenda Believe themselves to be specialists – counterproductive to relationships and staff dynamics Not demonstrate equality Over enthusiasm – some members cannot relate and can feel more isolated, not seem real. Issues

7. Cathartic therapy – some new staff may feel that they have been on their own journey of recovery and they need to drive this as a model of rehabilitation for others and themselves. Communication – Clinical terminology v/s non-clinical or directives v/s consensus Role modeling – smoking, appearance, values, conflict. Socialization – e.g. members choices, support Issues

8. What can we do to ensure that we offer appropriate opportunities for staff development and promote positive workplace relations without compromising the Clubhouse community and the dynamics therein? Concern

9. Use your contracts – possibility of developing a 3 month conditional/unconditional contract. Much can be articulated in this including goals, supervision, etc. Can offer a more permanent contract upon the attainment of an expected standard but allows the Clubhouse to feel secure. Some conditions may include engagement and demonstration of competencies within the work units; facilitating meetings with members they have developed a relationship with; obtain car license; no TEP support until there is confidence that there is an adherence to the model of support and connection expected. Contracts

10. Supervision Regular supervision – weekly catch-up’s with new staff - use staff checklist Discuss performance with the staff and members who either work in the unit or have started to form relationships with said new staff. Discuss future professional and personal development opportunities so as to offer some inspiration and motivation.

11. Ensure full documentation of all supervision sessions and any incidents to date. If they involved a member or staff then try to encourage them to also do a report. Possibility here of presenting a letter of concern/warning. Provide at the end of every session a list of goals for the new staff to work towards. Include any positive events that have occurred or skills developed or demonstrated. This gives the staff feedback within a positive structure. Try to develop a timeframe around goals to be reached. Providing external supervision that addresses any personal or work concerns. Supervision

12. End of the 3 months - initiate formalized appraisal process (4 individual appraisals from supervisor, senior staff, two unit members. Try to ensure objectivity. Partnership. Staff person also to provide an appraisal on how they believe they are progressing. Ensure we are able to evaluate progression and development involving a representation from all stakeholders as well as ensure objectivity in appraisals. Appraisals

13. Extra Ideas Maintain regular observation – if you are unable to then brief the staff interview and development team on what to look for – use staff check lists. Supervision session that includes members on the Clubhouse standards and the principles of psycho-social rehabilitation. Give concrete examples of how this needs to occur and be applied throughout the work ordered day. Discuss articles in the staff induction manual and ask for feedback. If a training base – ensure new staff attend discussions if possible.

14. Long Term Sickness/Absence Sympathetic consideration Regular contact – determine length of absence Medical examination and report required Confidential Consent authority needs to be obtained In relation to the report action may need to be taken

15. Long Term Sickness/Absence From the report action may need to be taken: Return to work program – casual/part-time/reduced TEP’s Continued monitoring and communication Job re-structuring – move to different unit Re-training/re-energize through additional training/education

16. Substance Abuse If a member of staff is suffering from substance abuse issues need to determine if it should be treated as a: Medical matter Professional support Disciplinary procedure