It amazes us how many healthcare facilities don’t always store records appropriately. Check that. People don’t store records properly.  

Just this week, I was in a colleague’s office. Literally, it looked like Staples puked up aisle 3. I asked her what everything was, because you couldn’t make heads or tails of any of it. She explained that it was patient records that she didn’t know what to do with.  

I asked her, “Well, what does the process say to do?”  

“Process?” she said. Nice girl, means well, greener than a pepper tree.  

After helping her re-organize everything, I was motivated to put together some ideas to help others in her situation. Here are some record retention best practices in the event you have hoarded up some claptrap and now have to figure out what to do with it.  

What Records Do You Have? Archival or Data? 

First step, take an assessment of everything you have. Samples? Materials? Records?  

Archival storage should be for all original records, including source data and metadata, which are generated, recorded, calculated or transcribed at the time of an activity. This data allows full and complete reconstruction and evaluation of the activity.  

Data storage may be written, printed electronically, scanned image, photographic, or other form for later reference. Raw data obtained from measurement, testing, processing, direct observation or computer, and instrument printouts should be represented exactly as captured at its source without transformation, aggregation or calculation.  

Responsible Parties and Retention Periods 

All personnel should be responsible for handling, submitting or returning records to the archive in the same conditions in which they were found.  

Keep in mind that different items are governed by different regulations, so you need to check retention periods. The retention period begins when all work with samples or records is complete. Specified retention periods supersede any other retention requirements unless explicitly noted. 

Factors Influencing Retention Period Requirements 

• State and federal laws: State laws are the primary source for retention periods, which can range from three to over ten years. Federal laws, like those from CMS for Medicare, may also have specific requirements.  
• Patient age: Records for minors often require longer retention periods, usually extending past the age of majority.  
• Type of record: Different types of records can have different retention requirements. For instance, some states require longer retention for certain records like mammography images.  
• Legal and regulatory changes: Laws and regulations can change, so it’s important to stay updated on current requirements. 

Scope of Work in Healthcare Records Retention Process 

Generally, quality or project management takes the lead on records retention. The scope of work involves: 

• Archiving, filing, retaining, organizing and retrieving records 
• Maintaining security and integrity of records in archives if stored on-site 
• Collecting and cataloging records, including: 
• Assigning archival numbers 
• Preparing archive labels, updates to archival forms 
• Making copies of any supporting electronic data  
• Handling off-site storage as applicable.  

On-Site and Off-Site Record Storage Locations 

For healthcare records, you have two storage choices: on-site or off-site.  

If you store records on-site, storage must be access-controlled, and all records must be stored appropriately to ensure integrity and preservation, minimize deterioration and facilitate timely retrieval. All original paper records should be stored in secure, fireproof filing cabinets or appropriate containers, like folders, binders, weather-proof envelopes, cases or boxes. 

If you decide to store records off-site, make sure to use a qualified contractor specializing in off-site medical records storage. Quality should be involved in sending records off-site. All records should be assigned a unique number or other appropriate identifiers which your site must maintain.  

Records should be sent off-site appropriately grouped by record type. This is important because at some point, you might need to retrieve them. And you generally don’t have much notice to retrieve something. It’s generally an immediate need or within 24-48 hours, so if you don’t know where the records are or how they are organized, you won’t be able to produce them as you need to. That’s a problem.  

General Guidelines to Reduce Risk in Records Retention 

Healthcare record retention is governed by federal and state laws, requiring that records be kept for a specific period for patient access, legal protection, and compliance.  

Your organization should operate under the basic requirements for retaining records unless otherwise specified. Use these general guidelines to ensure your processes are set up for retention compliance: 

• Without a specified retention period, a minimum period of 10 years should be used.  
• Once the defined retention period is reached, samples and records may continue to be maintained, returned, transferred to the appropriate owner, or destroyed.  
• Do not destroy anything without appropriate approval from the functional owner.  
• Record destruction must be appropriately documented to denote the end of the life cycle. 

What’s Your Next Step? 

When you have these processes and practices in place, records retention will be a lot more efficient and a lot less stressful.  

Want more ideas for optimizing compliance and quality? You’ll find guidance in these popular articles. 

• Four Ways to Integrate Compliance with Safety/Quality Efforts 
• Best Practices for Better Training in Healthcare Compliance
• Integrate Self-Awareness into Healthcare Compliance Programs: 18 Tips  

Andrea has taught first grade in Willoughby, Ohio for 27 years in the same classroom that she attended school as a child. She earned a Bachelor of Science in elementary education with a minor in language arts from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

John builds and fixes quality departments, while currently thriving as the Administrator & Director of Quality, Risk Management and Compliance at River Vista, a behavioral hospital in Columbus, Ohio.

---

The Q-Kids – John R Nocero and Andrea L Bordonaro – are experts at everything quality, regulatory, education training and compliance and love sharing their knowledge on YouCompli.

Follow them on LinkedIn – for more quality content or send them a message – they’d love to hear from you.

---

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

The post Hoarders Need Borders: Quality’s Role in Healthcare Record Storage  first appeared on YouCompli.

You Can’t Manage What You Can’t See 

I get into the hospital about 5am every day. I go to intake and get the daily census sheet and report it out to the providers. I walk upstairs and I get my census sheets for all four units. I call in a fourth provider if needed. I review my e-mails.  

But at 7:30 am every day, I round. No exceptions. Weekday. Weekends. Holidays when I am supposed to be off. Doesn’t matter. I round. It has to be done, because I can’t manage what I can’t see.  

You Need to Manage Healthcare Risk 

So many times, compliance administrators and quality leaders sit in their office and manage through e-mail. Say they are too busy. Too many things to do. Yeah, too many meetings. But the truth is, you need to manage risk. 

Risk comes in many forms . Financial. Patient-related. But the biggest unforeseen risk to me is reputational. If you don’t have a reputation for offering the best patient care while keeping people safe and patients receiving benefits from treatment, you won’t be successful. You won’t make money. You won’t care for patients. You need to see it. Firsthand.  

You can’t manage what you can’t see. Here’s how I round.  

What We Look for During Compliance Rounding 

I walk onto the units through the front entrance and immediately talk to the charge nurse.  

• Do you have enough staff?  
• Is everyone listening to you?  
• How is your census?  
• Do you have any events to report?  
• What is the “temperature” of the unit?  

I then walk down the hall and look in everyone’s room. Are the doors locked? Any ligature risks? Any contraband – things like cups, extra linens, things that someone could harm themselves with? You can’t manage what you can’t see. I walk into each room and just look.  

• What is its condition?  
• Are there any screws loose?  
• What does the milieu look like? Is it calm?  
• Are patients interacting with each other?  
• Are they respectful?  

Then up to all the techs. Same questions, plus ones like these: 

• Have patients gotten showers?  
• Are you tired? Do you need to break?  
• What do observations look like? Are they up to date?  

I then walk through the nurse’s station to the sister units and do the same thing. Same questions. Then downstairs to the other two units. Same thing. Same questions.  

You can’t manage what you can’t see. It takes about 45 minutes total, and it’s the most important part of the day. We have cameras, and I could look at the cameras and do this. But so much would be missed. You need to get onto the units. Why? Because you can’t manage what you can’t see.  

Why In-Person Observation Is Valuable Compliance Practice 

There are three main reasons why I do rounding and in-person observation:  

1. Presence: I have to have a presence on the units. Staff need to see me and see me holding them accountable. They know I’m going to come by every day. Same time. They need to be ready. No questions. No excuses. Plus, it shows I care. I do care about every member of the staff. I want them to get used to seeing me on the floor. Pull me aside. Tell me things. That’s important.  
2. Safety: No one should feel unsafe here, so I’m always looking around for contraband or things that patients can use to harm themselves. Cups and linens as I said but there are things that sometimes make it up to the units. Like shoelaces for example. Now, you take it for granted. Loop, swoop, pull and tie your shoes. A self-harming patient can see that as something more. I look at the environment, too. A loose light or a loose screw can be thrown or even swallowed. You need to stay on top of it. If I see something, I tell my Plant Operations Director and put in a work order to have it fixed immediately.  
3. You can’t manage what you can’t see: This is the most important reason and the one I keep bolding. The only way to know what is going on is to be present. Management by walking around is a thing. When I changed a process a couple months ago, the staff was outraged. We can’t do this, that or the other. Then I walked the units. People on phones. Laughing. Looking calm. You ain’t stressed. That changed fast. Funny how that happened.  

Get Real-Time View of What’s Happening in Your Organization 

Only by being present can you get a real-time view of what’s done, what’s stuck and what is slipping through the cracks. Visibility is power. And I finished this round at 7:28. Two minutes to get upstairs, where they’re also expecting me.  

More Resources About Compliance and Risk 

Ready, Set, Go! Identifying Emerging Risks in Your Annual Compliance Workplan 

Before moving on from this year, it’s important to take time and get feedback from business partners to ensure an “outside-in” perspective is included in your 2026 plan. Compliance expert Jenny O’Brien, JD, MCHDS, CHC shares proven practices.  

The Why, What, Who, and When of Healthcare Risk Assessments   

Sharon Parsley, JD, MBA, CHC, CHRC discusses risk assessment from a “why, what who, and when” perspective. She also looks at ways that you, as an effective compliance officer, can lead this process with your colleagues. 

Andrea has taught first grade in Willoughby, Ohio for 27 years in the same classroom that she attended school as a child. She earned a Bachelor of Science in elementary education with a minor in language arts from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

John builds and fixes quality departments, while currently thriving as the Administrator & Director of Quality, Risk Management and Compliance at River Vista, a behavioral hospital in Columbus, Ohio.

---

The Q-Kids – John R Nocero and Andrea L Bordonaro – are experts at everything quality, regulatory, education training and compliance and love sharing their knowledge on YouCompli.

Follow them on LinkedIn – for more quality content or send them a message – they’d love to hear from you.

---

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

The post Risk Visibility Isn’t Optional in Healthcare Compliance  first appeared on YouCompli.

In every organization there is a moment where the quality department becomes either the trusted operational partner or the operational roadblock. The difference tween the two comes from how you communicate, assign responsibility and how you follow through. This blog explains how to adopt the OG style for more effective quality programs in healthcare. 

Comparing Two Styles of Quality Performance 

There are two guys – let’s call them Young Buck and OG. The Young Buck is probably 30, limitless energy, the one-man wrecking machine. You know that guy. Full of passion or some other nonsense. All gas and no brakes. Runs through the facility on a crusade to save the world. All alone. Takes on all the tasks but somehow, really accomplishes nothing except annoying everyone else on the team with his constant question of “Need anything?” 

OG is a bit different. Older. Works like he is 30 with the wisdom that comes from being 20 years older. Shaved head, salt-and-pepper beard. Dresses as he wants because he has the street cred and knowledge to back it up, so no one cares. Works as an individual contributor but has a connection to everyone on the leadership team. Can tell you about all their strengths. Kills every audit, understands the entire operation. Has paid his dues, knows who he is and does not chase anyone’s validation except his own. 

Operational Partner or Quality Roadblock? 

The OG knows a thing or two about operational improvements that matter. He goes beyond simple efficiency improvements such as how units are staffed or cost-cutting initiatives like slashing overtime because the team is over hours.  

The OG embraces the philosophy that all aspects of the organization work harmoniously to deliver maximum value to customers, while minimizing waste and variation in processes (Six Sigma, 2025). It’s simple execution like this, isn’t it?  

• The organization develops systems that promote problem-solving at all levels. 
• Best practices are the norm not the exception  
• Cultivate culture where improvement is habitual, not exceptional.  
• Discipline and consistency are staples that override passion and enthusiasm. 

The operational roadblock is not always the guy who says no, at least not in this scenario. What we are describing is far too common. This roadblock doesn’t know what he doesn’t know and is too focused on short-term results (his own) than on long-term gains (the team’s). He’s in favor of acting but instead of evolving his processes thoughtfully, he wants to make significant changes to the way an organization operates. What this does is create bottlenecks, upset the status quo and build employee resistance. 

OG or bottleneck? Take your choice:  

• Long-term investment or short-term expense?  
• Streamlined processes or maximized rework? 
• Improved quality control or weakened inventory management?  

Us, too. The difference is how you communicate, how you assign responsibility and how you follow through. 

Three Ways to Partner like a Pro 

Want to be more like the OG? Here are some tips for more effective quality operations: 

1 – Communication: Be clear. Be direct. Know what you want to say before you actually say it. Think it out and then say it. Don’t be monologuing at people like Carson on The Tonight Show. You don’t need people to necessarily like you. It helps but it helps more if they respect you. The only way to get that is to tell them what needs to be said, say it and then follow up when needed. 

2 – Responsibility: Assign tasks to people for things they can be responsible for and actually succeed in. Read that again. It is selected delegation. Holding people responsible for things that they cannot perform is a recipe for disaster. In cliched terms, hold your people accountable. 

3 – Follow Through: So simple it only takes one sentence. Do what you say you are going to do, how you said you’d do it, when you said, over and over again. Period. That’s it. All you need to do. 

OG Your Way to Effective Quality and Compliance 

You don’t need to “young buck” your way through quality and compliance. The only way to be the OG is to become respected, highly regarded, skilled and authentic in what you do. Your team and organization will thank you. 

Ready to Learn More? 

We’ve got more resources on quality and compliance in healthcare. Have a look at these three selections: 

White Paper: How Compliance Drives Healthcare Quality and Safety 

Effective compliance management directly supports quality care, operational efficiency, and financial stability. Read the white paper for practical ways to leverage compliance as a strategic asset, transforming regulatory obligations into opportunities for excellence in patient care and organizational success. 

Blog: Four Ways to Integrate Compliance with Safety/Quality Efforts 

How can your compliance program answer the OIG’s call and include patient safety and quality in your oversight efforts? This blog explores four practices to integrate safety/quality concerns into compliance practices. 

Blog: Building a Quality Education Program That’s Good Enough 

It’s essential that you build a quality education program that works. Doing that right means covering the basics well, not adding fancy bells and whistles. This blog explains what will lead to training sustainability for you and the organization.   

Download Tip Sheet Below

Andrea has taught first grade in Willoughby, Ohio for 27 years in the same classroom that she attended school as a child. She earned a Bachelor of Science in elementary education with a minor in language arts from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

John builds and fixes quality departments, while currently thriving as the Administrator & Director of Quality, Risk Management and Compliance at River Vista, a behavioral hospital in Columbus, Ohio.

---

The Q-Kids – John R Nocero and Andrea L Bordonaro – are experts at everything quality, regulatory, education training and compliance and love sharing their knowledge on YouCompli.

Follow them on LinkedIn – for more quality content or send them a message – they’d love to hear from you.

---

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

• One Compliance Pro’s Regulatory Change Management Process    by Amy Laufmann, MBA
• Five ways to show how healthcare Compliance delivers value by Jerry Shafran
• Revenue Cycle Management Compliance: Ensuring… by Maya Turner, CPMA, CPCO, CFPC, CPC, CPC-I, AAPC
• 12 key metrics for compliance officers looking to… by Kenneth Zeko, JD, CHC
• Three Strategies to Align Compliance with Revenue Cycle  by CJ Wolf, MD
• How the Three Lines Model Strengthens Healthcare Compliance by Kenneth Zeko, JD, CHC
• Mitigating Conflicts of Interest that Drive Profit… by Susan Thomas
• Transforming Compliance to a Department of Yes  by Lisa Herota, RHIA, CHC, CHPS, CCS Compliance & Privacy Officer
• New Regulation– Now What? Step-by-Step Guide to… by Amy Laufmann, MBA
• Navigating Compliance Responsibility: A Foundation… by Amy Laufmann, MBA

The post Healthcare Quality Leadership: How to Be an Operational Partner, Not a Roadblock first appeared on YouCompli.

This blog explains how to make healthcare quality education programs more effective through focused efforts. It’s about quality, not quantity. Focus on the fundamentals: establish clear policies, learn from past inspections, and create education programs that meet both regulatory requirements and employee development needs. 

As the authors dive into how compliance can enhance quality initiatives through education, they also explain why training need not be complicated. The blog makes its point with a fascinating tale of the value of knowing exactly where to focus your “chalk mark,” if you will. 

Make Your (Chalk) Mark — Why You Need to QC Your QA 

Sometimes people want to make their quality practices so hard. No, it’s true.  

Before you even implement your program, you study the Seven Elements, your competitors, your competitor’s competitors, and so forth, when really, it’s easier to implement and course correct. It’s overkill. 

No wonder people have no real idea what quality is. Every week when we present during new employee orientations, I always ask, what is quality? The most common answer is, doing it right. According to what? The requirements. Which requirements? There are many. Well, all of them? No. 

Yes, quality is hard. 

Measuring Your Quality Programs Too Much? 

You also make measuring your quality program so hard. Tracking is ongoing, anticipatory and retrospective to identify how organizations are performing, including where and why facility performance is at risk or failed to meet standards.  

You attempt to quantify your quality program by: 

• Collecting and analyzing data 
• Measuring processes and systems for effectiveness and efficiency 
• Identifying undesirable patterns or trends 
• Making changes that improve performance and safety 
• Reducing risk of safety events and demonstration of best practices 

What about this level of preparation? Also no. It’s overkill. 

Overloading Quality Training 

Hear us out – we’re not saying the above is wrong, but it’s way too much right now. It’s like giving someone vanilla ice cream, savory peanut butter topping, fluffy marshmallow, hot fudge, chocolate sprinkles and Reese’s Pieces candy. There’s time for that, but it’s not the standard. Vanilla ice cream works just fine most days, and when you just give someone ice cream, suddenly everyone has a ball.  

You probably already have a quality training program; otherwise, you wouldn’t be reading this article. What people don’t think about is training with employees who have TikTok attention spans. (Put down your phone. We know you just picked it up.)  

You don’t need all of this. You need less. You need to QC your QA. That is, quality check your quality assurance. Where is the real value of the training? 

QA + QC = QM 

Before we go on, let’s clarify what these acronyms mean to better understand how they work together for quality management (QM). 

Successful quality management requires both QA and QC. Both work together to ensure repeatable outcomes and quality patient care. 

Where to Start Improving your Healthcare Quality Training 

Don’t overcomplicate your quality agenda. More doesn’t always mean better. Build a quality education program that works. That means covering the basics well, instead of piling on secondary content and details. 

To improve quality training, start by prioritizing policies. It’s essential to blend mandatory policies and regulations (the “need-to-haves”) with employee requirements and skill development (the “want-to-haves”).  

Also review recent inspection reports from auditors, inspectors or regulators to identify areas of deficiency and opportunities for enhancement.  

By focusing on these fundamentals — establishing clear policies, learning from past audits, and designing educational programs that address both regulatory demands and employee competency— you foster a more effective and compliant quality training initiative that ultimately enhances patient care. 

$10,000 Chalk Mark Illustrates the Value of Focus 

You’ve heard the old story of the engineer who charged $10,000 for fixing a machine — $1 for turning a screw and $9,999 for knowing which screw to turn. According to Ramirez (2025), this isn’t just a fable. The story is real — and the man behind it was Charles Proteus Steinmetz (1865–1923), one of the most brilliant, yet often overlooked, engineers in history.  

In the early 1920s, Henry Ford, the king of industrial mass production, found himself facing a major crisis. At his famed River Rouge Plant in Michigan, a massive, custom-built generator — critical to keeping the entire factory running — broke down. Ford’s best engineers tried everything to fix it. They disassembled parts, checked wiring, replaced components — but no one could figure out the root cause. 

He called Steinmetz, who arrived asking for a notebook, pen and cot. He sat by the machine for two days. After 48 hours of meticulous study, Steinmetz asked for a ladder, tape measure and a piece of chalk. Climbing carefully up the side of the massive generator, he measured a specific point, then marked it with a simple “X.” Turning to the exhausted engineering team, he said, “Take off this panel, unwind the coil from this exact point, and remove 16 turns of wire.”  

Skeptical but desperate, the team obeyed. Moments later, the generator roared back to life — as strong and steady as the day it was installed. A few days later, Ford received an invoice from Steinmetz: Total Due: $10,000 

Shocked by the steep cost, Ford requested an itemized bill. Steinmetz replied with legendary precision: 

• Making chalk mark: $1 
• Knowing where to put it: $9,999 

Our point is, know where to put your chalk marks. Where should you focus quality education to fire up the generator and keep compliance running correctly? 

Chalk It Up to Experience 

We can take our QC data and use it to maintain and improve education programs. We generally make our “chalk marks” in one of three categories. These are areas where focused attention has the best return for quality programs:  

Where to Use Quality Control for Quality Assessments: 

• Teacher education: Use QC programs to assess a teacher’s knowledge, skills, attitudes and values to predict their suitability. Also include systematic reviews like self-evaluations, external evaluations and learner assessments.   

• Quality management: This refers to policies and systems to maintain and improve the quality of education and research. Quality management can help clarify responsibilities, work processes and improve transparency.  

• Curriculum development: QC in curriculum development ensures that actual results are close to desired results. In academia, this includes student outcomes, such as how well students perform at different grade levels, and what they can do when they graduate. Data is collected in a variety of ways, including scatter diagrams and control charts.   

The goal is to pinpoint areas for improvement that will deliver a big impact on your investments in quality programs.  

Use QA-QC Synergy to Master Quality Training 

Steinmetz’s story isn’t just a quaint historical anecdote — it’s a powerful reminder about the real value of expertise, experience and deep knowledge. Steinmetz’s chalk mark wasn’t just about turning a screw. It was the result of decades of learning, endless experimentation, and a mind capable of visualizing forces that others couldn’t even detect. 

We understand the balance is delicate, because decision-makers always prioritize long-term system improvements (through QA) over short-term fixes or validations (through QC). But when you need a QC approach, you cannot use QA.  

You need a reactive approach to identifying defects, which involves inspection, testing and verification of the product or result to ensure it meets the specified standards. QC is about detecting and fixing defects after the process has occurred.  

You know you have a training program. How are you teaching it? Where should the chalk mark go? In today’s world, when information seems abundant and skills are often commoditized, the story of Steinmetz reminds us that true mastery is rare — and priceless.  

Think of your quality programs in the same way, as needing assessments to identify gaps, deficiencies, or areas for improvement. Then use your mastery to bring focus to quality education.  

More Resources about Quality and Compliance 

• Building a Quality Education Program That’s Good Enough 

• Healthcare Compliance Is Everyone’s Business: Legal, HR, Quality 

• QA-QC-QM – Quality Education for an Effective Quality Management Program 

John R. Nocero, Ph.D., and Andrea L. Bordonaro, MAT, blog on LinkedIn as “The Q-Kids,” discussing everything related to clinical research education, inspiration, and professional connection. 

John is the Director of Quality at River Vista in Columbus, Ohio. He has worked in clinical research since 2003 and is inspired by the Irish professional wrestler Becky Lynch, whose personal and professional story centers on achievement, tenacity, grit, and overcoming adversity.  

Andrea has taught first grade in Willoughby, Ohio for 25 years. She earned a Bachelor of Science in elementary education from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

• One Compliance Pro’s Regulatory Change Management Process    by Amy Laufmann, MBA
• Five ways to show how healthcare Compliance delivers value by Jerry Shafran
• Revenue Cycle Management Compliance: Ensuring… by Maya Turner, CPMA, CPCO, CFPC, CPC, CPC-I, AAPC
• 12 key metrics for compliance officers looking to… by Kenneth Zeko, JD, CHC
• Three Strategies to Align Compliance with Revenue Cycle  by CJ Wolf, MD
• How the Three Lines Model Strengthens Healthcare Compliance by Kenneth Zeko, JD, CHC
• Mitigating Conflicts of Interest that Drive Profit… by Susan Thomas
• Transforming Compliance to a Department of Yes  by Lisa Herota, RHIA, CHC, CHPS, CCS Compliance & Privacy Officer
• New Regulation– Now What? Step-by-Step Guide to… by Amy Laufmann, MBA
• Navigating Compliance Responsibility: A Foundation… by Amy Laufmann, MBA

The post Elevate Healthcare Quality Training: Focus, Not Filler  first appeared on YouCompli.

Without a good employee education program, your quality program can suffer. And without a good quality program, patient care can suffer. Compliance can partner with quality to mitigate legal and reputational risks through good education practices. 

This expert-written blog explains how to improve quality education programs and prepare employees to meet quality and compliance goals. To make the lesson stick, quality education is metaphorically compared to nail polish – an unlikely pairing but one that drives home the message brilliantly and memorably.  

Nail It Using These Timely Principles 

According to Wikipedia, nail polish is a lacquer applied to a human’s fingernails or toenails for various reasons, including suppressing cracking, looking and feeling your best, and highlighting your unique style.  

But there’s more to nail polish than a snappy color shade. When evaluating the quality of nail polish, good products should provide full coverage with fewer coats, have quality ingredients and protect your nails with shine.  

What does an educational program have to do with quality nail polish? Actually, several things. We compare quality management with this popular beauty regimen to reveal common principles to make your organization look and feel its best.  

• Full Coverage – Good for Nails and for Quality Education 
• Commit to Continuous Improvement in Education Program 
• Use Quality Ingredients for Quality Education and Quality Polish 
• Quality Training Covers and Protects, Like Good Polish 
• Make Quality Education Shine – Like Your Nails 

Self-Care – Good for Nails and Healthcare Organizations 

When people paint their nails, the result both looks and feels good. In fact, we can make a case that getting a manicure is a form of self-care.  Similarly, having a quality management program is a form of organizational self-care. Now, we would venture to guess that many businesses operate without a quality management program, and those businesses are obviously not concerned about future prosperity or being here 50 years from now. You probably are. It’s why you are reading this. And building a quality education program is part of a long-term strategy nurturing a more sustainable, resilient organization. 

High-quality nail polish should provide full coverage with fewer coats. Compliance and quality education programs should do the same. Comprehensive training should be designed to address the significant risks health care organizations face, which includes patient safety and quality of care.  

Commit to Continuous Improvement in Quality Training 

If you don’t have a continuous improvement program, you stagnate or you get worse, while your competitors who are focusing on quality get better.  

The main mission of quality is to standardize systems and processes, so the organization delivers repeatable, efficient outcomes and the highest quality of patient care. Without standard operating procedures (SOPs), a workforce operates as it sees fit without any form of documented control. Even worse is when all training is done by word of mouth. And when one of those trainers leaves, that essential training knowledge and skill go with them.  

Not sure how to organize a good, ongoing education program? We recommend you do what is doable, and you can read more about that in this article. Basically, it suggests that you simply identify the actions you can take and follow through on them.  

In developing your compliance education strategy, focus on the easiest opportunities first and establish reliable practices that don’t easily chip, like janky, low grade nail polish. This list could include training in reviewing data, handling incident reports, engaging in leadership meetings, and managing daily tasks.  

Acknowledge the situation, create a solid plan, prepare for unavoidable interruptions and make the most of your efforts. Commit to your training plan over time. Consistently show up and aim for gradual improvements. 

Use Quality Ingredients for Quality Education 

Good nail polish should resist chipping and fading for an extended period and add an extra layer of protection to what you do. The ingredients used in the lacquer play a role in delivering this result. 

Similarly, your education program should be based on solid ingredients for compliance-related training that doesn’t fade or chip. This is one of the ingredients of a quality management program, along with: 

• Written policies and procedures 
• Compliance program leadership and oversight 
• Effective lines of communication with compliance officer and disclosure programs 
• Enforcing standards with consequences and incentives 
• Risk assessments, auditing and monitoring, and responding to detected offensives   
• Development of corrective action initiatives 

These elements come directly from the Office of Inspector General of the US Department of Health and Human Services General Compliance Program Guidance (November 2023). The OIG’s stated purpose in issuing this information was to provide a reference guide for the healthcare compliance community and other healthcare stakeholders. It also covers other interesting information such as applicable laws and regulations, and compliance adaptations for large and small healthcare providers.  

Quality ingredients. Quality results. In both compliance and nail polish. 

Quality Training that Protects and Shines 

For quality nail care, you want a finish that adds shine and protects your nails. We recommend Color Street, which features patented technology with a base, color and topcoat all in one, while easily removable with polish remover. According to their web site, they are transforming the nail polish industry with salon-quality manicures in minutes, to have you looking and feeling your best, while rejuvenating nails and cuticles.  

For quality in training and education, you want the same end result. Your education program protects and shines when it is focused on the activities and risks of the organization. This training begins with learning about the role of the compliance officer, governing board, code of conduct and where to find information on compliance policies and procedures as well as non-retaliation provisions. 

Do we need to tell you again about the benefits of an effective education program and how it protects and makes your organization shine?  

Exactly.  

Make Compliance Education a Big, Shiny Deal 

Remember, while looks aren’t everything, the way you look is often part of any first impression that you give. Many people notice your face and hands initially, just as many employees will notice your onboarding and other educational programs first.  

Unkempt nails may lead people to think the rest of your life is just as messy. The same is true for educational programs. Lackadaisical training may lead people to think compliance isn’t that big a deal.  

Make a great impression and pay attention to the amount of care you give to your body and to your organization. A good compliance education program should provide full coverage with fewer sessions, draw on good ingredients, and protect your organization with confidence. 

Try the YouCompli system as a centralized hub for tracking compliance and quality processes throughout the areas of your organization. 

John R. Nocero, Ph.D., and Andrea L. Bordonaro, MAT, blog on LinkedIn as “The Q-Kids,” discussing everything related to clinical research education, inspiration, and professional connection. 

John is the Director of Quality at River Vista in Columbus, Ohio. He has worked in clinical research since 2003 and is inspired by the Irish professional wrestler Becky Lynch, whose personal and professional story centers on achievement, tenacity, grit, and overcoming adversity.  

Andrea has taught first grade in Willoughby, Ohio for 25 years. She earned a Bachelor of Science in elementary education from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

The post Polish Your Quality Education Program  first appeared on YouCompli.

Maintaining quality in compliance training is a constant challenge for healthcare organizations of all sizes. Any surge of regulatory changes necessitates prompt, effective training programs for staff, yet the process of developing and delivering quality learning can be daunting.  

Crafting tailored educational content takes significant time and effort, especially for regulatory topics, while coordinating group sessions can feel like herding cats. Simply populating a Learning Management System (LMS) with generic material often yields lackluster results and managing it all with spreadsheets and emails adds to the chaos.  

For example, one large California health system faced the daunting task of creating, delivering and completing training for pharmacy techs within a tight 10-day window following a new privacy waiver. And that’s just one of many examples happening weekly if not daily across all health systems. This scenario underscores the need for proactive compliance training that not only meets regulatory demands but also engages staff effectively.  

This article by learning and compliance experts explains how compliance teams can get on top of training programs and deliver quality results.  

Why Training Fails in Corporate Healthcare Settings and How to Fix It 

Training fails in corporate settings (including healthcare organizations) because people don’t know how to train. HR or Quality departments typically handle training, not actual teachers, according to Erika Stevens, MA, FACRP, director of clinical research experience and faculty lecturer for MS Clinical Research Management Track at Rutgers Health. She addressed this issue at the Association of Clinical Research Professionals 2024 Annual Conference.  

Stevens also made note of the need to incorporate engagement best practices into the training of clinical research professionals. “Clinical trials continue to be complex, even for those of us who have been involved in them for many years, and not just in terms of how do we involve the patients, but how do we prepare the professionals to engage them?” 

Exactly. Here’s how to raise the quality of regulatory compliance training in your healthcare organization. Read this article for insights, tips and training best practices. And BTW, one of the experts IS a teacher. 

Context Means Learning in Training Situations 

On a recent episode of the Art of Manliness podcast, Scott Young, author of Get Better at Anything: 12 Maxims for Mastery, shared three key factors for learning:  

• Seeing

• Doing

• Listening

A significant component of human learning lies in the ability to act on and interact with the surrounding environment. So, to a large extent, the ease of how we learn from others determines how quickly we can improve. 

To see and learn in the world of business, we need to group professionals together during orientation. Then keep them together through the duration of work, no matter their job titles, to practice team-building skills and to be accountable to the group as well as to themselves. 

Encourage Deliberate Practice in Compliance Training 

Secondly, mastery requires “doing” through deliberate practice, which refers to a special type of training that is purposeful and systematic.  

While regular practice might include mindless repetitions, deliberate practice requires focused attention and is conducted with the specific goal of improving performance.  

Progress requires constant adjustment based on not just the red stroke of a teacher’s pen but on the results of hands-on experience.  

Feedback Is Key Ingredient of Compliance Education 

Whatever a person’s role, they need to repeat tasks and hone skills time after time. Training becomes about taking any action and then making course corrections based on feedback.  

Why Feedback Is Needed 

• Helps people flex and grow into new skills, capabilities and roles 
• Creates more positive and productive relationships 
• Helps to reach goals and drive business value 

Speaking of feedback, let’s put this one on the managers. In our fast-paced clinical research world, being clear and brief is gold. No one has the time or the attention span (thanks, TikTok) for long-winded explanations. Keep it crisp. Use technology. 

Technology Teaches 

Tech solutions are being combined with basic education principles to transform compliance training workflow and tracking. To improve corporate training in any capacity, organizations should borrow from various education principles and utilize technology, such as: 

• Active Learning & Engagement: Encourage participation through interactive discussions, problem-solving exercises, and hands-on activities rather than passive lectures. 
• Storytelling for Retention: People remember stories better than raw data. Framing training within real-life scenarios and relatable experiences increases comprehension and recall. 
• Personalized & Adaptive Learning: Use blended learning models, microlearning and adaptive tech platforms to cater to individual learning speeds and styles. 
• Connection & Emotional Relevance: Foster an environment where employees see the “why” behind the training—how it benefits them personally and professionally. Make this clear. 
• Scenario-Based Learning: Instead of memorizing regulations, research staff can engage in simulated case studies where they troubleshoot real-world ethical dilemmas or protocol challenges. 
• Interactive Workshops: Hands-on practice with data collection tools, patient communication techniques, or other applications ensures skill mastery rather than theoretical understanding. 
• Mentorship & Continuous Learning: Pairing new employees with experienced mentors fosters on-the-job learning and reinforcement beyond initial training sessions. 

Up Your Compliance Training Game with Personalization 

Although employees may attend workshops, complete modules, or watch presentations, they may still fail to retain knowledge or apply it effectively. A common reason is lack of engagement. Traditional training methods (e.g., slide-heavy lectures or dense manuals) are passive, generic and uninspiring.  

Don’t use a “One-Size-Fits-All Approach” or ignore personalization. We need to apply core educational principles to compliance. Simple as that. 

Making all types of training engaging, interactive and personalized helps: 

• Boost retention 
• Enhance job performance 
• Foster a culture of continuous learning 

Applying education-based strategies can transform compliance training from a mundane task into a powerful tool for professional growth and organizational excellence.  

For ideas on how to up your compliance training game, reach out to the professionals at YouCompli. 

John R. Nocero, Ph.D., and Andrea L. Bordonaro, MAT, blog on LinkedIn as “The Q-Kids,” discussing everything related to clinical research education, inspiration, and professional connection. 

John is the Director of Quality at River Vista in Columbus, Ohio. He has worked in clinical research since 2003 and is inspired by the Irish professional wrestler Becky Lynch, whose personal and professional story centers on achievement, tenacity, grit, and overcoming adversity.  

Andrea has taught first grade in Willoughby, Ohio for 25 years. She earned a Bachelor of Science in elementary education from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Schedule a quick overview

The post Best Practices for Better Training in Healthcare Compliance  first appeared on YouCompli.

Traditionally, many healthcare compliance programs have left the work of patient safety and quality to other departments. However, according to the Health and Human Services (HHS) Office of Inspector General (OIG), “Entities should incorporate patient safety/quality oversight into their compliance programs.”   

OIG’s recent emphasis on patient safety and quality is not necessarily a call for compliance programs to take over these efforts. Rather, it’s a reminder that a compliance program should be designed to address the significant risks health care organizations face, which includes patient safety and quality of care.  

How to Incorporate Quality and Safety into Compliance Practices 

How can your compliance program answer the OIG’s call and include patient safety and quality in your oversight efforts? This blog explores four practices to integrate safety/quality concerns into compliance practices. 

1. Build a Strong Compliance Committee 

2. Provide Safe Reporting for Safety/Quality Concerns 

3. Get Your Governing Board Involved with Quality of Care 

4. Nurture Relationships with Quality and Safety Leaders 

Four Ways to Drive Greater Connection Between Compliance and Safety/Quality 

1. Build a Strong Compliance Committee 

Most mature compliance programs have a compliance committee in some form or fashion. To build stronger safety and quality representation, include individuals responsible for quality assurance and patient safety as members of the committee. 

A strong compliance committee should ensure that appropriate auditing and monitoring of patient safety and quality take place on a regular basis. The OIG goes as far as suggesting that “Compliance committees of entities directly furnishing patient care, particularly entities such as hospitals, long-term care facilities, and other entities providing residential care, should also assess staffing for nursing, therapy, and other clinical services to ensure that the entity has the appropriate quantity, quality, and composition of care providers.” 

2. Provide Safe Reporting for Safety and Quality Concerns 

Compliance programs establish lines of communication for reporting concerns, and anyone aware of patient safety or quality concerns must know how to report such incidents or issues. They must also have confidence they won’t face retaliation.  

Awareness of incidents involving safety or quality is often the first step in developing a correction plan, so it’s essential that those who report know how their information is protected. 

Steps have been taken at the federal level to encourage reporting and analysis of medical errors. The Patient Safety Act and Rule provide federal privilege and confidentiality protections for patient safety information called the Patient Safety Work Product (PSWP). PSWP includes data, reports, records, analyses and written or oral statements related to patient safety events.  

More about the types of protections at the federal level can be found here: https://www.hhs.gov/hipaa/for-professionals/patient-safety/index.html  

 

3. Get Your Governing Board Involved with Quality of Care 

Governing boards of healthcare entities have ultimate accountability for ensuring quality of care, and their involvement can also ultimately benefit compliance outcomes.  

There are many resources available to educate your board on their responsibilities related to quality. These include: 

• “Corporate Responsibility and Health Care Quality: A Resource for Health Care Boards of Directors”
• “Driving for Quality in Acute Care: A Board of Directors Dashboard”
• “Driving for Quality in Long-Term Care: A Board of Directors Dashboard” 

Read and share these with board members to help them stay informed more easily.  

4. Nurture Relationships with Quality and Safety Leaders 

Compliance departments aren’t expected to take over the detailed, day-to-day management of quality and patient safety programs. However, it’s essential that compliance leaders develop productive working relationships with leaders and in-house experts within the organization’s quality and patient safety programs. 

One way to develop productive working relationships is to better understand what quality and safety leaders do. A good resource for learning more about the standards, goals and language often used by quality and safety leaders is the Institute for Healthcare Improvement or IHI (https://www.ihi.org/).  

This organization offers both introductory, intermediate and advance learning opportunities for those who want to become better-versed in quality and patient safety topics. The IHI Open School (https://www.ihi.org/education/ihi-open-school) is a great place to start. And for those looking for more formal recognition, the IHI offers certifications, such as the Certified Professional in Patient Safety (CPPS). 

Compliance, Quality and Safety — Together for Common Good 

The call for compliance programs to become more involved in an organization’s patient safety and quality efforts is getting louder from agencies such as the OIG. It’s also smart business practice.  

In summary, this blog has covered four ways to begin the process: 

• Considerations for your compliance committee 
• Ensuring confidentiality of incident reports 
• Involving the governing board  
• Broaden understanding of what safety/quality leaders do 

With these practices in your toolkit, you’ll be on the path to a stronger, more effective compliance program.  

And to help with overall regulatory analysis and operations, learn more about how YouCompli compliance software can support your mission. The tools include capabilities to easily map and track responsibilities across functions.  

CJ Wolf, MD, M.Ed. is a healthcare compliance professional with over 22 years of experience in healthcare economics, revenue cycle, coding, billing, and healthcare compliance. He has worked for Intermountain Healthcare, the University of Texas MD Anderson Cancer Center, the University of Texas System, an international medical device company and a healthcare compliance software start up. Currently, Dr. Wolf teaches and provides private healthcare compliance and coding consulting services as well as training.   

---

27 Ungated Resources for Compliance Leaders and Teams 

Compliance professionals sometimes feel undervalued in comparison to other functions in their organization. They think leaders and colleagues don’t really understand what they do.  

These resources will help. Packed with ideas, tips and recommendations, these pieces were written by professionals with many years of compliance experience. 

You can quickly skim for articles that relate to your needs and interests. Bookmark this page as a reference for future questions or projects.

Visit Now

---

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Qualified compliance professionals do the heavy lifting for you, simplifying regulatory change management  

The post Four Ways to Integrate Compliance with Safety/Quality Efforts  first appeared on YouCompli.

On December 11, Juan Soto signed a 15-year, $765 million contract with the New York Mets. It’s the largest free agent contract in Major League Baseball – and sports – history. The Mets outbid several teams, including the Los Angeles Dodgers and New York Yankees, for Soto’s services.  

The Pittsburgh Pirates, once one of MLB’s most successful teams, were not among those teams. They do not have the revenue to support such a signing. To compete against teams with larger revenue bases, they must build a solid minor league system, stock it with promising young players, hire the right coaching staff to develop those players, and cross their fingers that they avoid injuries and develop into competent ballplayers.  

Healthcare systems in today’s landscape are no different. The larger systems, such as the Mayo Clinic and Cleveland Clinic, have probably 50 people lining up for every open job they post. A 60-bed behavioral health system in Canton, Ohio can’t attract the top talent like its larger counterparts, but is still expected to compete with them. 

Still, like smaller-market baseball teams, it’s possible for smaller healthcare systems to compete. To do so, you need to ask yourself two questions – who are you and what are you measuring? 

Who are You? 

For real – what type of organization are you? If you are a smaller healthcare system, don’t build an education program that is more suited for the larger organizations. A smaller healthcare system requires smaller components in their program, but greater details.  

For example, the smaller health system in Canton gets a nurse right out of school. She’s likely not an RN but an LPN, has three months of experience rather than three years, and is enthusiastic about her career rather than jaded. What do you do? For starters, you paint with a broad brush and expose her to every role and responsibility on the floor. You train her to be a mental health technician, teach her to see patients in their rooms, and show her how to capture data on an iPad. You let her sit at the nurses’ station and document assessments in the computer. You train her to go into the medication room and hand out medication as required. And you also train her in the kitchen to pass out meals. Why? Well, for starters, you are a small organization, facing staffing issues and call-offs every day. The more skills you give her, the greater flexibility that you have with your workforce every day. She becomes a Swiss army knife, able to go into any role with relative ease.  

This is important, because you are creating sustainability. You aren’t able to compete with the big boys; you don’t have the revenue, talent or experience. You need to ensure that you keep the lights on every day. The only way to do it is creating a nimble workforce with a skillset that allows talents to be plug and play – able to go on any floor and in any job and succeed.  

What are You Doing? 

Easy: making money. You are not trying to make money for ONE year, you are trying to make money for the next TEN years and beyond. That requires playing the long game, creating metrics to measure important tasks and skills, and getting better at them.  

This means looking at every department: figuring out what is important to them, measuring it, defining metrics, and setting expectations to get better over time. For example, in the quality department, we measure things like quality checks and quality assurance. We also look at hospital specifics, such as the number of incidents we had over a month, the number of falls and hospital-acquired infections and the number of charts reviewed. Each metric is assigned a quality metric, and everything is tracked. If a fall does occur, then it is quality’s job to collaborate with nursing leadership to figure out what happened, plant operations’ job to assess floor conditions and ensure safety, etc. If you do this month over month for each department, then you have a year’s worth of data to assess where you are good, where you need work, and the skills you can build on.  

You also want to take into account feedback from both staff and patients. Outcome-inspired surveys are key here. Ask your patients about their length of stay, how service was, if they like their food, how were they treated, etc. Ask staff about their conditions in the workplace, their co-workers or staff, etc. Ask these questions on a 1-10 scale, so you can again measure month over month.  

You do this long-enough, you will know where you are good and where you need work.  

As painful as this is to admit, the Pirates are a feeder system for the Yankees. They develop players and the Yankees come in, pay them more money, and take them away. But that doesn’t mean the Pirates do not have a sustainable team, with a chance to win. They do, with the right strategy.  

Healthcare systems are the same. You may be smaller, but you are more nimble than larger organizations. You may have less experienced employees, but they are more enthusiastic. Use this to your advantage and create a culture where people want to be, and you will succeed.  

John R. Nocero, Ph.D., and Andrea L. Bordonaro, MAT, blog on LinkedIn as “The Q-Kids,” discussing everything related to clinical research education, inspiration, and professional connection. 

John is the Director of Quality at Sunrise Vista in Canton, Ohio. He has worked in clinical research since 2003 and is inspired by the Irish professional wrestler Becky Lynch, whose personal and professional story centers on achievement, tenacity, grit, and overcoming adversity.  

Andrea has taught first grade in Willoughby, Ohio for 25 years. She earned a Bachelor of Science in elementary education from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Qualified compliance professionals do the heavy lifting for you, simplifying regulatory change management  

Upcoming Webinars

Additional Webinar Information

The post Plug and Play: You are Not Bought, You are Built  first appeared on YouCompli.

Most quality professionals never build an educational program for their organizations before they’re asked by someone to do so. It will probably happen to you too, so don’t get down – everyone else ended up with a fully functional program, and you will too.  

The first thing that you should understand is this: you don’t have to build the perfect program. Your education program just needs to be good enough to ensure employees have the training needed to demonstrate core knowledge and pass audits and inspections. And it should focus on onboarding, an employee’s first 90 days (about 3 months) and resources for continuing education. That’s it. Don’t overcomplicate it.  

In our years, we have seen things that work and things that don’t. Here’s how to do it. 

Where to Start 

First, it’s all about policies. At a bare minimum, have your employees sign off on all your policies, procedures, administrative work instructions, etc. early in their tenure with you. You may also choose to split all required documents into job categories – clinical, non-clinical, nursing, etc. This way you can demonstrate that your employees are training for the key concepts that they need to do their job.  

From there, look at the regulations that govern your organization and see what applies so you include it. If you are in clinical research, this means looking at the FDA requirements, ICH-GCP Guidelines, and other applicable regulations. Working at a behavioral health hospital, you will need to review state regulations, Joint Commission standards, and Medicare requirements. Build your program to train people in whatever applies to your organization.  

Also be sure to look at recent inspections that you have received from auditors, inspectors, or other regulators. Where were you deficient? What needed to be made better? You can bet that if a regulator found it once, they are going to look for it again. Find it and include it in your training and education regimen before the regulator cites you again for a similar deficiency.  

Think of policy education like making a salad. If you have a salad that is all lettuce, it tastes terrible; you need a mix of green peppers, tomatoes, onions, black olives, cheese, and great dressing. In quality education, you need to mix policies and regulations (things you need) with the requirements of your employees and items that develop their skillsets (things you and your employees want).  

Rolling it Out 

It’s a little flippant, but it’s true: when you have the above ready to go, you just roll it out. There isn’t just one right way to do that, but the best place to start is to require all newcomers to undergo some sort of orientation onboarding. While human resources generally lead that, all key leaders should participate so employees get familiar with everyone. Orientation also should present a high-level overview of the entire organization with departmental specifics mixed with it. For example, quality would review the quality management systems, how to fill out an incident report and how to sign off on the SOPs while HR would review the company history and the employee handbook.  

Orientation should conclude with role-specific training on what employees should expect day-to-day. This can be easily documented on a training matrix, which can help demonstrate that your employees understand the SOPs and can carry them out as directed – not just read them. For example, as a nurse, you need to know how the shift changes, how to give reports, how to check the emergency cart, or how to fill out incident reports. So, your program should give new nurses a preceptor who can sit with them when they do their documentation or see patients for the first time.  

A preceptor is an individual with demonstrated competence in a specific area who guides, assesses, and validates the knowledge, skills, and attitudes needed to transition to a new role, specialty, or environment in the healthcare setting. They are integral to the orientation and onboarding of new staff, the process of transitioning staff to a new role, and providing clinical experiences for students. 

It doesn’t matter how many years of experience that a new employee’s resume says they have: employees will perform to the basic level of their training. If this basic level of training comes from another company, they don’t know how to do things YOUR way; they are performing the way another company taught them. So, develop the competencies that cover the areas in which you need your employees to demonstrate knowledge. Write it all out and document it.  

Ongoing Education 

With all this in place, you are still not done. You need to have a plan for ongoing education. 

The best way to find out what needs to be in this part of your program is to ask your employees. For example, during weekly quality rounds, we ask employees questions that a regulator may ask them – like if they can explain specific policies or demonstrate a specific standard the way they were taught. If they can’t, ensure this is covered in regular nursing meetings or staff meetings. Many employees will tell you where they feel they need more training if you ask them. Give them the resources, either internally through your department or externally from educational modules.  

The development of employees is your responsibility. At a minimum, they need periodic retraining on requirements, quality standards and certifications like Advanced Cardiovascular Life Support or Basic Life Support. 

 
When it comes to building a quality education program, none of this would be seen as reinventing the wheel; it’s all stuff that people have been doing for a long time. But it’s essential that you build an education program that works. Doing that right means covering the basics well more than adding fancy bells and whistles; this is what will lead to sustainability for you and the organization.  

John R. Nocero, Ph.D., and Andrea L. Bordonaro, MAT, blog on LinkedIn as “The Q-Kids,” discussing everything related to clinical research education, inspiration, and professional connection. 

John is the Director of Quality at Sunrise Vista in Canton, Ohio. He has worked in clinical research since 2003 and is inspired by the Irish professional wrestler Becky Lynch, whose personal and professional story centers on achievement, tenacity, grit, and overcoming adversity.  

Andrea has taught first grade in Willoughby, Ohio for 25 years. She earned a Bachelor of Science in elementary education from John Carroll University and a Master’s Degree in the Art of Teaching and Education from Marygrove College. 

Download our Latest Whitepaper

Sign-up for our Weekly Newsletter

Qualified compliance professionals do the heavy lifting for you, simplifying regulatory change management  

The post Building a Quality Education Program That’s Good Enough  first appeared on YouCompli.