1.
Work ethics and employee rights and responsibilities
· Workplace
Providing
massage or fitness for all clients regardless of gender, race, soclo-economic
status or religion (justice)
Working
towards a beneficial outcome with your client (beneficence)
· Appropriate
behaviour in the professional setting: being friendly within the role is essential
but is different to connecting in a personal and intimate manner.
· Practice
within the limitations of profession-related knowledge and skill.
· Self-disclosure:
not to discuss the personal life and be careful about objectivity in the
questions you ask a client. Ask therapeutic questions not the curious asking
· Right
to refuse to provide treatment if the client is unable to respect the
professional boundaries.
· Legal/ethical
guidelines including: access (contact) and equity (justice),
anti-discrimination, child protection, infection control
work health and safety (WHS) and duty of care
Infection control aims to prevent pathogens from
coming into contact with a person in the first place.
To assume that everyone is potentially infectious.
Proper procedures have to be followed at all times.
Every workplace should have an appropriate first
aid kit, with at least one staff member trained in first aid. Equipment such as
gloves, gowns, eye goggles and face shields should be provided if necessary.
· Policies
and procedures
A Policy is a statement that clearly and
unambiguously sets out an organisation’s guiding principles and views about a
particular matter.
A Procedure is a clear step-by-step method for
implementing an organisation’s policy or responsibility.
Procedures can described by
· written
steps of the process
· Flowcharts
· Checklists
or
· Transport
used items and equipment to the cleaning area according to organisation
policies and procedures
Notes:
A policy is a principle or protocol to guide
decisions and achieve rational outcomes.
A policy is a statement of intent, and is
implemented as a procedure or protocol.
Policies are generally adopted by management
within an organiation whereas procedures or protocols would be developed and
adopted by senior management
Policies can assist in both subjective and objective
decision making. Policies to assist in subjective decision making would usually
assist senior management with decisions that must consider the relative merits
of a number of factors before making decisions and as a result are often hard
to objectively test
In contrast policies to assist in objective
decision making are usually operational in nature and can be objectively
tested.
Policy content – Policy documents often come
with the endorsement or signature of the executive powers within an organization
to legitimize the policy and demonstrate that it is considered in force
Such documents often have standard formats that
are particular to the organization issuing the policy. While such formats
differ in form, policy documents usually contain certain standard components
including:
HLTHIR301C
· Awards
· Client
confidentiality
Rules or Promises limits access Or Places
restrictions on information
Not reveal clients information to a third party
without the clients’ consent i.e. Bank account information or medical record
should never be revealed
· Cultural
diversity
: Cultural diversity refers to the many
different cultures that make up
a society.
o
Being aware of cultural diversity when working with
others
o
Making sure all clients and staff are treated
equally
o
Using cultural understanding when dealing with
people
· Workplace
and environment sustainability
Work ethic - the principle that hard work is
intrinsically virtuous or worthy of reward.
Workplace health and safety
legislation requires employers to ensure that workplaces are both physically
and mentally healthy for all employees. This means steps must be taken to
ensure that the working environment does not harm mental wellbeing or aggravate
an existing condition.
·
Anti-discrimination - in selecting or
rejecting employees for promotion, transfer and training
What are my responsibilities?
WH&S laws protect your right to a
safe workplace, but you also have responsibilities under the same legislation.
You must take care of yourself and others and cooperate with your employer in
matters of health and safety. This applies to all workers, whether they have a
disability or not.
As well as this, under the Disability
Discrimination Act 1992 (Cth) your ability to work safely
is an 'inherent' or essential requirement of any job. If your disability could
reasonably be seen to create a health and safety risk for other people at work,
then your failure to tell anyone about that risk could be a breach of your
obligations under WH&S legislation.
>>>
The policies
and procedures were explained in detail to each employee during their
first week of employment with the company.
21 people found this helpful
Every
company has different policies and procedures. Your first day you
will be given a packet that outlines what the company expects as far as dress
code, behaviors, time off and holidays. It is good to keep it on hand to
reference when questions arise about what the company allows and doesn�t
allow.
18 people found this helpful
After
reviewing his handbook, Peter realized that the policies and procedures did
indeed ban the use of personal computers and cell phones at work and that
several of his employees were in violation.
http://www.businessdictionary.com/definition/policies-and-procedures.html
http://www.businessdictionary.com/definition/policies-and-procedures.html
>>>
Awards - The Fair Work Commission has announced
a 2.4% increase to minimum wages. The increase will apply from 1 July 2016.
>>>
Client confidentiality is the principle that an
institution or individual should not reveal information about their clients to a third party without the consent
of the clientor a clear
legal reason. This concept is commonly provided for in law in most countries.
>>>
In our workplaces, most of us would accept cultural diversity as
part of everyday life. If we were to think though about why embracing or
being explicit about celebrating diversity matters, I think we can put it in
the following terms: it is about capturing talent, it is about boosting innovation,
it is about encouraging productivity. Let’s think about what the future
Australian workforce is going to look like. If we are talking about a
country that still takes in a significant number of immigrants every year,
where almost half that population is first or second generation, then this
diversity isn’t likely to diminish in any way. If you think of the source
countries of our migration at the moment, the two biggest source countries are
now India and China. Diversity will endure.
There’s a negative case too – if we can call it that – for
thinking about cultural diversity in the workplace. Where an organisation
is able to manage its cultural diversity and be inclusive, it is more likely to
reduce the cost of staff turnover, more likely to minimise legal and compliance
risks, more likely to negotiate any negative publicity that may arise from
mismanaging a case involving diversity. There are some interesting
statistics from America, which illustrate that share prices for publicly listed
companies can drop significantly within 24 hours when a diversity related
complaint becomes public.
There’s also a positive case. Economists from Stanford University
and the University of Chicago recently finalised some research looking at
labour productivity in the United States from 1960 to 2008 and they found that
20% of productivity growth over that time can be attributed to a reduction in
racial discrimination. Other research shows that companies with high
executive and board diversity had returns on equity that were on average 53%
higher than those with low levels of diversity. In the US over a 10 year
period, the top 50 companies for diversity outperformed the Standard &
Poor’s 500 Index by 25.8% and the NASDAQ by 28%. In the Financial Times,
there was a report about a study by the American Sociological Association which
found that every 1% rise in gender ethnic diversity results in a 3-9% rise in
the sales revenue. So the numbers look pretty convincing and compelling
when you aggregate all of that. The picture’s pretty clear.
So how then do we embrace diversity in the workplace? What does
this practically look like? We can reduce it to a question: is it about
festivals or fairness? I’m sure we all here love our Harmony Day lunches on 21
March. Many of you would have had delicious lunches in your workplace; you
might have might have encouraged workers to dress up in their ancestral
costumes or do something to express their cultural heritage.
>>>
Workplace and environmental sustainability
>>>
2. Employee professional
requirements
·
Purpose of
organisation goals and objectives and aiming to achieve them
·
How to conform with
all relevant accreditation standards whilst working
·
The need to
participate in discussions on how to improve workplace procedures and promote
good health
·
How to embrace all
changes with optimism
·
Reporting requirements
including levels of authority
·
What quality
improvement practice and why it is important
·
What is client centred
health care
·
Patient safety is of
upmost importance in the health care industry, how do we ensure this?
1.
they provide guidance and direction,
2.
facilitate planning,
3.
motivate and inspire employees,
4.
and help organizations evaluate and
control performance.
How to conform with all relevant
accreditation standards whilst working
The need to participate in
discussions on how to improve
3. Employee
personal hygiene requirements
·
The link between personal hygiene PPE
Refers to protective clothing, helmets, goggles, other garments or protect
body from injury equipment include: physical, electrical, heat, chemicals,
biohazards, airborne particulate matter.
and
risks contamination (pollution)
Hands become contaminated through contact with respiratory secretions
when coughing or sneezing or by touch
and
Infection (dirt) in the health environment
Coughs/sneezes/spread
to food or objects by dirty hands, sharing personal items, clothings..
·
Correct disposal (throwing away) of infectious and
/or hazardous waste material
Wear disposable
powder-free latex or vinyl gloves, and a plastic apron if necessary
For blood and body fluid
spills, absorb the bulk of the spill with disposable materials such as paper
towels. Special care should be taken if waste contains sharp material such as
broken glass. Use sturdy tongs, and wrap sharps securely in several layers of
newspaper or put into a puncture-resistant rigid-walled container such as a
sharps container
Clean the spill with
warm water and detergent
After cleaning, disinfect the
area with a freshly prepared solution of 1:50 diluted 5% household bleach* **
and leave to dry. For small spills (e.g. spots of blood on vinyl floor) an
alcohol wipe may be sufficient
Cleaning equipment such
as mops and buckets should be cleaned with warm water and detergent and stored
dry
Remove and dispose of gloves
and other waste such as paper towels into a sealable plastic bag. Refer to the
pictorial Removal of Gloves Technique. Dispose of the sealed plastic bag in
general waste. Wash hands thoroughly with soap, water and dry with paper
towels. Refer to the pictorial Hand Washing Technique
If the spill is on
carpet, clean with a neutral detergent and arrange for the carpet to be cleaned
with an industrial cleaner as soon as possible
Granular formulations that
produce high available chlorine concentrations can be used to contain the spill
and prevent airborne contaminants
If staff or students
find potentially infectious waste items, such as used needles and syringes in
school/TAFE grounds, they should immediately advise relevant staff. Where
possible, a responsible person should remain with the item while another
retrieves appropriate handling and disposal equipment. No attempt should be
made to recap, break or bend the needle as this is a common cause of injury.
The department has developed a fact sheet relating to appropriate handling and
disposal of used syringes Safe Handling and Disposal of Needles and Syringes
If a Needle-stick or other
injury involving exposure to blood or body fluids occurs, the person should be
medically assessed as soon as possible.
·
Action to be taken if a hazard or probable hazard
is identified
·
Eliminate - remove the hazard
completely from the workplace e.g. removing trip hazards on the floor or
disposing of unwanted chemicals. This is the most effective control measure and
must always be considered before anything else.
·
Substitute - substitute or replace
the hazard with a less hazardous work practice e.g. replace solvent-based
paints with water-based paints.
·
Isolate - as much as possible,
separate the hazard or hazardous work practice from people by distance or using
barriers e.g. placing guards around moving parts of machinery.
·
Engineering controls - these are
physical control measures e.g. use a trolley to lift heavy loads.
·
Administrative controls - these
should only be considered when other higher order control measures are not
practicable. These are work methods or procedures that are designed to minimise
the exposure to a hazard e.g. developing a procedure on how to operate
machinery safely or use signs to warn people of a hazard.
·
Personal protective equipment (PPE) -
this should be the last option. PPE, such as ear muffs, hard hats, gloves and
protective eyewear, relies on the proper fit and use of the PPE, but does
nothing to change the hazard itself.
4. Employer
professional development requirements
· How to
recognise and prioritise work goals
Recognise work goals.
Career – What level do you want to
reach in your career, or what do you want to achieve?
Financial – How much do you want to
earn, by what stage? How is this related to your career goals?
Education – Is there any knowledge
you want to acquire in particular? What information and skills will you need to
have in order to achieve other goals?
Family – Do you want to be a parent?
If so, how are you going to be a good parent? How do you want to be seen by a
partner or by members of your extended family?
Artistic – Do you want to achieve any
artistic goals?
Attitude – Is any part of your
mindset holding you back? Is there any part of the way that you behave that
upsets you? (If so, set a goal to improve your behavior or find a solution to
the problem.)
Physical – Are there any athletic
goals that you want to achieve, or do you want good health deep into old age?
What steps are you going to take to achieve this?
Pleasure – How do you want to enjoy
yourself? (You should ensure that some of your life is for you!)
Public Service – Do you want to make
the world a better place? If so, how?
>>
How to Prioritize Work Goals
1. Which goal(s) do I think about the
most?
2. Which goal(s) would give me the
most energy if I could commit to it now?
3. What accomplishments would make me
feel the most proud of myself?
4. Which accomplishments can I take
with me forever, and/or which accomplishments would seem the most permanent to
me? Is this important to me?
5. In ten years from now, how
important will the goal be to me?
6. Which goals are in line with my
true values?
7. Which goals are fully within my
control, and not too dependent on other people or circumstances?
8. Is this goal an external ‘should’
or an internal desire?
9. What do I have a sense of urgency
to get on with right away?
10. If I could take action in spite
of my fear, what might I want for myself right now?
11. Which goals give me a heavy or
lethargic sensation when I think about them, and which goals give me a positive
“rush” of endorphins when I think of them?
12. Which goals and their required
efforts best fit into the “flow” or pace of my life? Which fit best within my
current life context and/or circumstances?
>>
How to Prioritize My Work Goals
Limited Time
Big goals=Big efforts
Great Achievements Require Knowing
Your Strengths
Do you Love it Enough to Risk a Lot?
>>>
· How to identify
areas requiring knowledge and skills growth (personal reflection and supervisor
feedback)
the goalposts in the workplace keep
moving. because of new technology, customer demand, legislation or simply
because there is a new chief executive with a different vision. So if you want
to protect your employablity, you need to take charge of your personal
development.
o Enhancing your
performance
o Benchmarking the
job market
o Knowledge updating
o Softer skills
o Different routes
to personal development
Here are some other professional
development ideas:
• Reading professional journals,
books, research papers, articles etc
• Coaching, mentoring, training
courses, academic study, conferences and webinars
• Voluntary work, fundraising and
event management
• Research activities, blogging and
publishing articles
• Training others and giving
presentations or speaking at a conference
• Spending time with other
departments, customers, suppliers, trade bodies or stakeholders
• Joining committees, professional
associations, campaign groups and participating in industry forums
• Apprenticeships, internships, work
shadowing and secondments
• Applying for industry awards or
scholarships
· What options
are available to address skill/knowledge shortages
·
Train and develop
employees on the job. On-the-job training allows
employees to learn while actual work gets done. And, it can be a highly
effective way to transfer implicit knowledge between employees.
·
Give employees the
tools to share knowledge. Knowledge
sharing and cross-functional collaboration provide employees with learning
materials and experiences. Coaching, mentoring, wikis, expertise location
databases, and communities of practice can be time and cost-effective ways for
employees to share knowledge.
·
Use technology to
manage and deliver learning. Technology
can automate and streamline learning. Advanced databases can collect and
organize training records, career trajectories, and performance reviews. This
information can be used to prioritize the learning experiences that employees
need most and ensure that employee learning hours are used effectively.
·
Offer career paths and career planning tools to
guide employee learning. Empower employees
to direct their own development. Offer self-service career planning tools, such
as online career development portals that detail competency requirements for
different roles and offer suggestions for ways that employees can build
proficiency outside of the classroom—through on-the-job experiences, mentoring
relationships, and informal training, for example.
· Participate in
skill/knowledge training or maintenance activities
5. Ramifications
(difficulty) of not following standard procedures
6. How to
successfully communication in a health setting
·
Recognising cultural differences, respect and how
to modify communication effectively to suit diversity (variety) and different
levels of authority
·
meeting the communication needs of people from
different cultures
·
creative methods to overcome language barriers
·
using interpreters to assist with communication.
·
Self-evaluation of own personal communication
skills to identify strengths and weaknesses
Strengths
o What
advantages do you have that others don't have (for example, skills,
certifications, education, or connections)?
o What do you do
better than anyone else?
o What personal
resources can you access?
o What do other
people (and your boss, in particular) see as your strengths?
o Which of your
achievements are you most proud of?
o What values do
you believe in that others fail to exhibit?
o Are you part
of a network that no one else is involved in? If so, what connections do you
have with influential people?
Weaknesses
·
What tasks do you usually avoid
because you don't feel confident doing them?
·
What will the people around you see
as your weaknesses?
·
Are you completely confident in your
education and skills training? If not, where are you weakest?
·
What are your negative work habits
(for example, are you often late, are you disorganized, do you have a short
temper, or are you poor at handling stress)?
·
Do you have personality traits that
hold you back in your field? For instance, if you have to conduct meetings on a
regular basis, a fear of public speaking would be a major weakness.
·
How to respond to patient and colleague enquiries
following workplace and procedures
Respond to customer complaints
positively, sensitively and politely
workers and colleagues as cultural
brokers as required to meet duty of care.
engage in meaningful ethical
discussions
·
Engage in proper communication with clients and
colleagues that is consistent with promoting a good health care environment.
7. Dealing with conflict
·
How to recognise, evade(avoid) and handle conflicts
of interest
The ‘sniff test’ – does this ‘smell’
right? (recognise)
Handle conflicts of interest
Policies and procedures
Well designed policies and procedures
will help boards and their members identify and deal with conflicts of
interest. These can provide clear guidelines for simple and predictable
situations and establish a process for dealing with the more difficult ones.
The seriousness of some situations will be a question of degree or materiality
and not easily managed by a ‘hard and fast’ rule. For example, sometimes the existence of a
conflict of interest will not outweigh the value of an, at least, partial
contribution by the conflicted individual to the board’s deliberations.
Determination of the desired board
culture
There is value in a board engaging
explicitly in the deliberate development of a desired board culture. An
effective governance culture is likely to be based on characteristics such as
professionalism, capability, accountability, independence, trust, diligence and
candour. Candour and trust are
particular characteristics of the context within which conflicts of interest
need to be handled.
Induction
The effective induction of new board
members is an important adjunct to the development of appropriate policies and
procedures. New board members must be
under no misunderstanding about the organisation’s expectations of how its governors
will behave when their personal interests may conflict with those of the
organisation. Ideally, an existing conflict or potential for a conflict of
interest should be declared and the ramifications discussed prior to election
or appointment to the board. In some cases the appointment should not proceed.
Ongoing Training and Development
It is also important for existing board
members to have an opportunity to update their knowledge and understanding of
matters like the handling of conflicts of interest. Thinking about the best way
to handle conflicts of interests is constantly changing as a consequence of
public controversies, judicial decisions and statements of best practice
released by regulators and professional associations.
Disclosure and recording
Having an effective process of disclosure
is central to any board’s ability to continuously assess the seriousness of an
actual or potential conflict of interest. Each board should have an interests
register, updated at least annually and as necessary (as a result of changes in
directors’ circumstances) during the year. Depending on the agenda to be
covered at each board meeting directors should make further declarations about
possible conflicts that might arise during the meeting. A potential conflict may also arise between
meetings. The director concerned should raise this with an appropriate person
(often the chairman, or possibly the chief executive) as soon as the risk is
identified.
The onus of declaration is on the
individual. It is invariably awkward and embarrassing when a board has to
‘call’ one of its members on a failure to declare an interest. A declaration
should be made as long as possible before the matter in which a director has an
interest, is discussed. If any doubt remains, the matter should be treated as a
conflict. If necessary, legal advice should be taken and all disclosures should
be recorded in writing. Disclosure should be thorough enough to allow the board
to make an informed decision when assessing an actual or perceived conflict of
interest.
·
Methods of how to resolve conflict and individual
differences in the work environment
Increased understanding:
The discussion needed to resolve
conflict expands people's awareness of the situation, giving them an insight
into how they can achieve their own goals without undermining those of other
people;
Increased group cohesion:
When conflict is resolved
effectively, team members can develop stronger mutual respect and a renewed
faith in their ability to work together; and
Improved self-knowledge:
Conflict pushes individuals to
examine their goals in close detail, helping them understand the things that
are most important to them, sharpening their focus and enhancing their
effectiveness.
8. Promote a positive approach to
health
·
Clarify components of own role that contribute to
maintaining an effective and client-centred approach to health
What is your role as a sterilising
technician?
As a sterilising technician, you will be
trained in areas that will equip you with the skills and knowledge to:
o read theatre lists
and prepare priority processing for the day.
o prepare and pack
instruments
o sterilise
instruments
o distribute sterile
stock
o communicate with
clients from other wards and hospitals
o communicate and
work in with theatres.
Our service to our clients goes beyond
what is listed above, however. We are not there just to sterilise and prepare
instrumentation. We are also there to promote a positive approach to health. We
are to:
o Promote an
approach in which clients are included in shared decision-making as partners in
health care, where appropriate
o Contribute to a
workplace culture of promoting good health by sharing health information in
line with organisational policy
o Focus on
preventing ill-health and minimising risk in the workplace.
·
Promote an approach in which clients are included
in shared decision-making as partners in health care where appropriate
Client safety: Safety is everyone’s
business
Reducing adverse events and improving the
quality of health care for the community can be achieved with well-prepared
health care workers who have the intention to and are ready to work safely.
Health care workers who are educated and
trained to work together can reduce risks to patients/clients, themselves and
their colleagues when they manage incidents proactively and maximise
opportunities to learn from adverse events and near misses. Organisations also
have an opportunity to provide the appropriate systems and support to enable
their workforce to learn and apply the skills and knowledge required for
patient/client safety.
Being client-centred
Clients need to be at the centre of care,
not at the receiving end of care. All health care workers, need to put patient/client
interests first. They need :
o to seek and
provide them with full information
o to be respectful
of their cultural and religious differences
o to seek permission
to treat and work with them
o to be honest when
things go wrong or the care is suboptimal
o to focus health
care services on prevention and minimisation of risk or harm.
The consumer perspective
Consumer perspectives on health care
include care over the individuals lifecycle —staying healthy, getting better
and living with illness. These are reflected in the changing health care
environment including:
o a shift from acute
to chronic care
o the need to handle
a continually expanding evidence base and technological innovations
o complex delivery
arrangements
o more care in teams
o changing provider
– patient relationships.
All this has created new demands on the
health care workforce.
Emphasising the importance of quality
health care
If there is good quality health care then
patient/client safety is enhanced. The key dimensions of quality health care
are:
o safety
o effectiveness
o appropriateness
o efficiency
o access.
Key aspects of client safety
·
Contribute to a workplace culture of promoting good
health by sharing health information in line with organisation policy
o include
clients in shared decision-making as partners in health care
o share health
information with clients.
Case1:
One of your clients is a Dr Jones
from a private clinic who has come to the SSD (Solid State Drive) to have new
equipment sterilised. His clinic has just opened and he has come to you for
advice on the best way to set this all up. SSD is to provide an ongoing service
to his clinic. You check that the equipment is not single use only and is
appropriate for sterilisation.
Case2:
Both you and Dr Jones agree that he
needs a transport trolley to carry the equipment across to the SSD. The
question is what type of transport trolley?
o Automated trolleys
o Washing collection
trolleys
o and
o Collection bins/containers
o The containers and
trolleys should be made of metal or plastic material and be capable to
cleaning.
How would you explain to Dr Jones,
your client, the differences in the various transport trolleys? Again take into
account your role to promote a client-centred approach. Can you think of
various ways (apart from speech) that you can use to share your information?
·
How to reduce risk and prevent poor health in the
workplace environment
·
put clear policies in place regarding personal
hygiene and cleanliness in the workplace, including properly washing hands;
·
keep all areas of the office clean;
·
ensure the fridge and kitchen cupboards are cleaned
out frequently and dispose of any items that have passed their used-by date;
·
disinfect shared work items between uses;
·
send home any worker who is obviously unwell;
·
provide flu vaccinations to workers;
·
provide health checks to workers;
·
if necessary, create procedures to deal with
employees returning from zones in the world with high disease risks; and
·
encourage workers to take personal leave if they
feel unwell, particularly if they have flu-like symptoms.
Whatever system is used, any sharps, body
fluids or disposable products, should already have been removed by the user
prior to the instruments and equipment arriving in the SSD.
9. Work effectively within the health
care system
·
Demonstrate respect for workers from different
sectors and levels of the industry
Developing a sense of belonging is one of
the main aims that workers within community services organisations, including
workers in the sterilising services, need to attain for clients, and staff.
Without this sense of belonging, it is difficult for individuals to feel
respected and valued.
When a person feels as though they belong
to a group or team, it is then that they feel valued and are able to form
trusting working relationships to cooperate with the completion of duties and
collaborate in the development of the team.
Effective communication skills, both
verbal and non-verbal, affect an individual’s ability to develop a sense of
belonging to a group. Therefore, to develop good work relations within
community services organisations it is essential that our communication skills
convey respect, understanding and a value for individual differences and
diversity. Knowledge of each individual team member’s role and
responsibilities, expertise and skills support the development of respectful
and cooperative workplace relations.
·
Work with awareness of the roles of various
organisations in the health care system in Australia
·
Maintain awareness of current issues influencing
health care, including health issues for indigenous Australians
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