Stop 4 of 8 · Weekly
Training and competencies
One in-service deck built in Claude Design for one facility type, the competency checklist a supervisor can sign, and a staff quiz that fails people honestly.
Training is where the findings go to die or get fixed
Dr. Salma is booked for in-services because a survey went badly, or because annual competencies are due, or because a new sterilizer arrived. The training is the corrective action, which means it has to be traceable back to the finding and forward to a signature. Generic training is worse than none, because it produces a signed roster that proves nothing.
Building it used to be an evening: pull the findings, rewrite last year's slides, remember what the tabletop unit at this centre actually does, build a checklist, write a quiz. Claude Design produces the deck from an outline, and the outline comes from the findings register that is already in the Project.
Three artefacts, one source
| Artefact | Who uses it | What it must carry |
|---|---|---|
| Deck | The room, for twenty minutes | This facility's equipment and its own findings |
| Competency checklist | The supervisor, at the bench | Observable behaviours, one line each |
| Quiz | The staff member, afterwards | Wrong answers that are genuinely tempting |
All three come from the same findings, so a staff member who fails question four is failing the thing the surveyor saw.
Try this
Using the facility profile and the findings register in this Project, outline a twenty minute in-service for [sterile processing techs]. Sections with a time budget for each, and for every section the finding it answers. Include one section that is only about this facility's own equipment and workflow. Nothing generic: if a slide would make sense at any facility, replace it. Return the outline before any slides.
Build this outline into a twenty minute deck. One idea per slide, large type, no paragraphs, and a photograph placeholder wherever the point is a physical action rather than a rule. Slide one states why this training is happening in one sentence. The last slide is the competency checklist. Use plain words a new hire understands and no exclamation marks.
Turn the deck into a competency checklist for direct observation. Every line is a behaviour a supervisor can watch and mark done or not done, in the order the task is performed. No line may begin with understands, knows, is aware of or appreciates. Add a column for the date observed and a column for a second observation if the first was not done. Keep it to one page.
Write an eight question quiz on this material for the same audience. Four options each, one correct. Every wrong option must be something a real staff member at this facility type would actually believe, taken from the findings register where possible. Add the one line explanation shown after each answer, and mark which finding each question traces back to.