Understanding structured training - learning and development
Understanding structured training
Structured training as part of learning and development
Structured training describes a designed and time-limited program of learning to meet specific learning objectives. It is only ever one element of an integrated learning and development approach and needs to be supported by opportunities to apply the learning on the job. Understanding what you can expect from structured training and how to reinforce it with other elements of your learning and development program, increases the likelihood that it will achieve your objectives.
This section describes some of the different options available, when they are likely to be most useful, and what else organisations need to put in place to get the most from this kind of training investment.
The following scenarios illustrate how structured training fits into a larger learning and development solution.
The scenarios also provide examples of how a provider is able to meet elements of the NDIS Practice Standards for example Risk Management, Human Resource Management and Support Planning if the appropriate records are kept and documentation is provided as part of the audit process.
XYZ plans to fill workforce capability gaps
XYZ Disability Services (XYZ) in regional Queensland is expanding its services into more remote locations and will be supporting more Aboriginal and Torres Strait Islander participants. XYZ will also be delivering more complex health-related supports. Yasmin is the organisation’s Chief Executive Officer and she is aware that NDIS participant satisfaction is lower among XYZ’s existing Aboriginal and Torres Strait Islander participants.
Yasmin checks the Framework’s additional identity capability about supporting Aboriginal and Torres Strait Islander participants. She knows that supporting workers to develop this capability will depend on building connections with local Aboriginal and Torres Strait Islander community leaders; therefore Yasmin arranges to meet with the manager of the local Aboriginal Health Service. The health service has excellent training on culturally appropriate service delivery that it could deliver to XYZ staff. In addition, the health service offers to link XYZ to cultural advisors who can provide a sounding board for workers who need more intensive advice and guidance. Yasmin also arranges for the supervisors to attend the first training session to build their own capabilities and understand how to better support the workers they supervise with this aspect of their work.
Yasmin then checks the High Intensity Support Skills Descriptors for information on more specialised health supports. She chooses a short course in supporting participants with diabetes that will equip workers with a basic understanding of diabetes and their role in delivering support. XYZ’s in-house clinical manager will be responsible for on-the-job training and supervision in this area.
Responding to individual worker development needs
Michael uses a wheelchair and receives personal care support for two hours every morning, which includes showering. For the past two weeks, Michael has refused to take a shower and he has also developed a pressure wound infection. Initially, Michael’s support worker, Fred, did not tell anyone, thinking this was how to respect Michael’s choice. When Michael was admitted to hospital to treat his pressure wound, Fred told his supervisor, Bess.
Bess shows Fred the Framework’s capability ‘Support me to make my own choices’, explaining that supporting participants to take the risks they want needs to be balanced with also keeping them safe.
They discuss the incident and Fred is happy to attend a short course about duty of care and dignity of risk. Bess knows that getting this balance right is often complicated and checks in with Fred more frequently to discuss how he is going in applying what he has learned. She suggests they meet with Michael when he is discharged to decide how best to support him to avoid this type of situation from happening again, as the outcome could be more severe. She also encourages Fred to share his experience at a team meeting on how to balance risk enablement with the organisation’s responsibilities for risk management.