Training

In the ever-changing world of ophthalmic technology, keeping up with the latest in equipment, instruments and information technology represents a significant undertaking. Issues such as the implementation of EHR and the introduction of new-and-improved diagnostic and surgical equipment makes a successful staff training program imperative. Key to such programs is identifying and utilizing the proper resources, which include office personnel, online tools, sales representatives, societies and live events.

Selecting a Trainer

The first step in any program is to identify the person—or people—who will train the staff. In fact, the selection of the trainer or trainers can be the single most important decision a practice makes, says Jill Halvorson, MBA, director of clinical operations for Minnesota Eye Consultants.

“Training and/or teaching others is not intuitive to everyone,” she explains. “In order to train, the trainer value in the technology and what it brings to the practice while also having the ability to teach.”

Managing the Program

Ultimately, the lead or head technician—or the director of clinical services—should oversee the management of the training program. Donna Campbell, COMT, ophthalmic technology program lead and instructor at Mercy College of Ohio, says that lead individual then may elect to appoint other trainers to handle various segments of the training. Ms. Campbell says trainers should be staff members who:

▪ Feel comfortable with the device or program

▪ Are able to use it efficiently

▪ Can offer troubleshooting tips

▪ Have a desire to properly train co-workers

At See Clearly Vision, the role of lead technician rotates. “We alternate the lead tech so that we’re moving around that responsibility,” says Josef Tamory, BS, COA, ophthalmic technician and study coordinator at the practice. “If the lead tech isn’t there, someone else can easily fill in the role and the office still runs smoothly. When everyone shares the responsibility, you’re all in it together and helping one another out.”

The Teaching “Group”

The techs at See Clearly Vision with locations in Virginia, Maryland, and Washington, D.C., have also found success in teaching one another. “Some techs are good at some aspects of the job and not so good at others,” says Mr. Tamory. “We will host refreshers with one tech who really excels at an area as a matter of cross-training each other. For example, we recently hosted a hands-on A-Scan session. Repetition is great. You learn something new when you watch someone different do it.”

Variety: the Spice of Training

It’s important not to overlook any methods of training. Huddling in small groups for quick course correction, using in-house experts to lead organized meetings, online learning tools, Web and teleconferences with outside experts, and “good old-fashioned one-on-one training,” have all been effective ways to train techs on new technology, says Tony Reynolds, COT, director of clinical operations and refractive surgery at Drs. Fine, Hoffman & Sims, LLC in Eugene, Ore.

“The trainer must also see the value in the technology... while also having the ability to teach.”

— Jill Halvorson

“Resources come from the many different publications, including trade publications, as well as study resources from many different organizations including JCAHPO and consultants,” Mr. Reynolds adds.

Hiring an Expert

Few resources rival an in-house expert. As computer-based diagnostic equipment has swept St. Luke’s Cataract & Laser Institute in Tarpon Springs, Fla., Myra Cherchio, COMT, director of clinical operations, says having at least one expert in the field of computer technology has made the adoption process smoother. St. Luke’s hired an ophthalmic technician who had previously worked in computer sales and services. This “resident technology expert” has aided tremendously in technology training for the rest of the staff. He is available as a go-to person for both staff and the IT department, serving as a liaison between both groups. These opportunities become teaching moments and demonstrate how important it is to find the right people to do the training.

Don’t Forget: Use the Rep

Manufacturer representative visits have also been a valuable resource for the practices interviewed. Reps are often willing to go through extensive training processes with the technician team, Mr. Reynolds says. “This can be done in groups or even one-on-one to ensure complete understanding of how and why we utilize the new technology,” he continues. “I personally find this method the best way to ensure complete buy-in by technicians when it comes to new technology.”

Mr. Tamory adds manufacturers are invested in making sure the practice succeeds with their product, so they can serve as very effective teachers. “They are also a great source of educating a practice on what works and what doesn’t since they’ve been to so many other practices,” he says. “Sometimes knowing what failed at another practice can prevent you from making the same mistakes.”

Taking Advantage of Societies

Ms. Campbell also believes strongly in professional society involvement for additional training opportunities. She herself has served on the Board of the Michigan Ophthalmic Personnel Society for many years and believes these types of groups strive to provide a high-quality learning experience to benefit their attendees. They also present another opportunity to network and learn what works for other practices and technicians.

“Professional societies can provide access to others who have already gone through an implementation of new technology,” adds Ms. Halvorson. “The new users can learn from those who have already gone through the process. Most of the time, professional societies are where you share opinions and can find others using similar products.”

The Live Experience

Ms. Campbell says she also believes live education at professional meetings is helpful. “The interaction opportunity at live professional meetings is extremely important,” she says. “The ability to ask questions at a lecture or workshop and get instant feedback from both the speaker and other attendees is very valuable. The Annual Continuing Education Program sponsored by JCAHPO offers courses on every topic imaginable.”

One Size Does Not Fit All

Implementing an effective technology training program may also requires flexibility—technicians learn in different ways. Learning techniques which have worked smoothly for one practice may not apply so easily to another.

Ms. Cherchio says she doesn’t believe in the “see one, do one” approach to teaching equipment, as it de-emphasizes the analytical part of the role and teaches techs to just copycat the actions. She sees the tech’s role as more valuable than just going through the motions.

“I feel technicians are much more effective and invested in the process when they have been trained as ophthalmic technicians first, and have a first-hand appreciation of how they are impacting patient care,” she says.

Even the most advanced technology requires technicians with developed analytical skills. For example, St. Luke’s reports great efficiencies with its state-of-the-art refraction system. “However, it takes an experienced refracting technician to operate the equipment at the level that meets our surgeons’ expectations,” Ms. Cherchio explains.

“The tech needs to be able to identify and correlate refractive findings with acuity, the patient’s surgical target, and topographical findings. We try to identify our most analytical technicians. They need to be naturally curious and have a head for numbers and calculations. Most important, they must have a passion for accuracy and detail,” she says.

Following Up

Since learning is an ongoing process with new technology, follow-up training opportunities are always important. Monthly luncheons can be a casual way to keep staff informed of updates or procedure changes, according to Ms. Campbell. But she says a more formal quarterly review should also be performed to address questions and schedule training for new staff or review time for existing staff.

“Following up with staff and managers after training occurs is just as important as the training itself,” adds Mr. Reynolds. “I feel that assigning a lead person to that new technology to ensure complete understanding and management of the new program or device is extremely important. Bringing the manufacture representative back in for follow-up can also be highly valuable.”

Blocking off one hour a month for follow-up training is important to keep technicians fresh, according to Mr. Tamory. “A lot of practices don’t want to give up that hour because they don’t want to take the time off from seeing patients, but it can really benefit the practice,” he says. “An hour is five or six patients, but putting that time into training may grow the practice and help bring in even more patients because it’s running so efficiently.” OP

“The ability to ask questions at a lecture or workshop and get instant feedback from both the speaker and other attendees is very valuable.”

— Donna Campbell