system can be modelled after. The “base” of a staff training system – or the “basic needs” of staff train- ing – represent all the job duties in a clinic that are necessary to keep the clinic doors open. Duties may include booking patients, billing, answering the phone, basic insurance protocols, the “trainer” to provide it. Chiropractic health assistants at this level need in- depth support, feedback, modification and reinforcement. As staff begin to master the “procedures” at the “basic need” level, the next level of training can begin. This level of performance A staff training system needs to take into account the levels of mastery a chiropractic health assistant needs to accomplish prior to moving to another performance level. cash protocols, fi le management, pro- cessing patients and fl ow. This basic level doesn’t require the staff member to know much about chiropractic, and could in fact be fi lled by a temporary re- ceptionist if the procedures are written out. This, by no means, minimizes the importance of this level, as this is the “basic needs” of training. This level of the pyramid represents the largest level with the greatest amount of training needed and level of involvement from training involves higher purpose activities in the clinic. It may in- clude things like making the staff re- sponsible for marketing strategies, explaining the philosophy of chiro- practic, participation in internal and external events, specific duties with patients, performing objective findings, reviewing policies with patients, being responsible for fi nances, etc. This level of the training pyramid is still a large part of the training continuum and heavily reliant on teaching and feed- back from the doctor. Once the CHA has shown mastery on the fi rst two levels of the pyramid, room for advancement should be con- sidered. The CHA is probably in a po- sition wherein they can train someone on these two levels and may be consid- ered as a “senior” CHA or office man- ager/administrator. At this level, more self-governance is observable in staff members. They require less doctor-led training, and may become responsible for learning more skills on their own. At this level, they may be capable of giving “health and wellness” talks in the clinic or community. These CHAs may be holding staff training sessions for other CHAs in the clinic. In many clinics, the training pyramid may stop at this level, and some CHAs may be content to remain here for the reminder of their time at the clinic. I challenge CHAs to one further level, which moves staff onto the “self-actual- izing” part of the profession. This level requires CHAs to be completely self- directed, purposeful and active in the chiropractic profession. They can broaden their chiropractic networks with other clinics and doctors; they may mastermind with like-minded CHAs; and the philosophy and science of chiropractic becomes their mission, not just their job. Imagine the self-actualizing power in this position for the health paradigm of the general public! The benefi t of the staff training pyra- mid is threefold: 1. It provides a mechanism to clearly defi ne roles, titles, job duties and fair compensation. 2. It allows staff to continually en- gage in their personal learning which leads to greater retention of staff. 3. It allows the doctor to systemize training so that the “I didn’t know that” or “ I wasn’t trained properly” is a thing of the past! The training pyramid, although heavy on involvement from the “train- er” or doctor, early on, pays off with personal growth for the CHA through- out their time in a chiropractic clinic. Personal growth and empowerment are the keys to true activism. And true activism advances chiropractic.• 22 • CANADIAN CHIROPRACTOR |FEBRUARY 2008 www.canadianchiropractor.ca
Chiropractic + Naturopathic Doctor March 20008: Page 22
