Learning and development process for General physician clinics: building skills in a small team
In a small clinic nobody has time for training, so skills stay where they were on the day people joined. A short, regular plan makes the team more useful and gives them a reason to stay.
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Share your requirementsWhy learning and development process matters in general physician clinics
A nurse or assistant joins a clinic with the skills she has. After that, she learns what the work asks: nothing more unless someone makes time. The doctor is busy and does not teach. The owner values the person, but has no plan for her growth. Within two years she asks for a raise or leaves, and the only thing she can point to is that she has been there a long time.
A learning process lists the skills each role should have, finds who has them and plans how others will learn. It uses the quiet hour in the afternoon, short sessions with the doctor or a senior and occasional outside courses. It ties new skills to responsibility and pay, so learning leads somewhere.
How to set it up
1. List skills per role
For nurse, assistant, dispenser and receptionist, write ten skills that make a person useful. Include the soft skills of patient handling.
2. Mark who has what
Tick each skill against each person. Gaps show where to teach and who can teach.
3. Pick two skills for each person
Choose skills that help the clinic soonest, such as the lab collection routine or the billing system. Give a date.
4. Use short sessions
Twenty minutes in the afternoon lull, led by the doctor or a senior person. Rotate topics and keep notes.
5. Link to pay and role
When someone learns a skill and shows it, change her duties and review pay. See the learning and development process.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask each staff member what they would like to learn.
- List the skills only one person in the clinic holds.
- Check when the last training session took place.
- See whether any skill gained has led to more responsibility or pay.
GullyHR can do this with you. Read how we approach learning and development process in general, or share your requirements and we will tell you where to start.
Questions owners ask
Use the quiet hour after the morning session and keep each topic short. Twenty minutes weekly adds up. Do not wait for a perfect time that never comes.
The doctor for clinical routines within the team's role, a senior staff member for desk tasks and outside providers for courses. Let people teach what they do well.
Sometimes, for specific skills. Ask what the person will do differently afterwards and review it after a month. A course without follow-up is a day off.