Spring 2001 Presentation Summary:

Many offices, especially small ones, do not book time for training, or if they do, they lack a training sequence backed up by a training manual with supportive materials such as appliance samples, training videos, and working models.

Lori’s presentation started at the interview where she gives a prospective new employee a job description. This includes a personnel manual that covers topics such as a dress code and personal use of office equipment. She gives the manual to all new employees even if they have had previous experience in another orthodontic office. She wants the prospective employee to understand all the office rules and regulations before accepting the position.

Before the new employee’s first day at work, Lori suggests sending a card signed by all the employees, including the doctor, welcoming the new person to the office.

On the first day, set time aside to greet the new employee and make introductions. A staff lunch on the first day, and perhaps a gift (serious or humorous), also add to the welcome.

Assign an office trainer to the new employee for the first two to five days. The assigned trainer should have time to answer any questions about the job description and to go over the office rules and regulations.

In the case of a clinical assistant, allocate a chair for training that can be used during non-patient or light-appointment days. Teamwork by all staff members is important.

Give the new employee a training manual that he or she can take home so the trainee can highlight any sections and make personal notes. Enlist the trainee’s feedback on how to improve the manual. Divide the manual into modules, starting with simple tasks and graduating to more complex procedures.

During the first few days, assign simple tasks, assisting the trainer while working on patients. Reverse their roles as the new person gains confidence.

Try to understand the new person’s learning style. Some people learn by feeling, some by watching, some by thinking and some by doing.

Ms. Garland-Parker suggests training modules on sterilization, instrument recognition, storage of instruments and supplies, tray set-up, archwires, bonding, separators, banding, and patient communication and education.

The archwire module might start with placing and removing archwires on a typodont. A bonding module might include placing brackets on an Essix retainer worn by a fellow staff person.

Supportive materials could include scripting for informing patients of procedures, written appliance instructions, and an essay that explains how to handle difficult situations.

The trainee should understand that there is a maximum allotted time for each procedure. Use quizzes at the end of each module to confirm the training. Evaluations are much easier to complete if there are performance standards, such as how one knows when a band fit well.

A salary increase is a good incentive for completing the intial training sequence. The trainee will need to know that training is a continuous process throughout the term of employment.

Lori assured us that when a training plan and manual are in place, you will enjoy the following three benefits:

1. New employees feel welcome.

2. They know what is expected in work, behavior, and dress.

3. They will adopt your practice mission and properly care for your patients.

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