Cross-network AHA workforce professional development – how does this look?

Mrs Lucy Whelan1

1Monash Health, Cheltenham, Australia

 

Aim: To improve access for AHAs at Monash Health to relevant Professional Development opportunities.

Method: A small working party was formed by interested members of the workforce. External benchmarking revealed very few opportunities offered to AHAs for meaningful professional development. Internal survey revealed that the AHA workforce was not aligned with the Growing through Learning Education Framework for Allied Health at Monash Health.

External benchmarking.

Internal workforce survey.

Monthly Professional Development Program developed for AHA workforce for 2017.

Results: External benchmarking revealed very few opportunities offered to AHAs for meaningful professional development. Internal survey revealed that the AHA workforce was not aligned with the Growing through Learning Education Framework for Allied Health at Monash Health. Further to this the survey revealed that X% of AHAs at Monash Health never have access to Professional Development while X% have access on a weekly basis. The inequity was evident.

Significance of the findings to Allied Health: The AHA workforce is one which required ongoing professional development in order to fulfil its potential. Guiding this professional development in a meaningful and evidence based manner means that the workforce feels values and retention is likely to be maintained but that we can ensure that our AHA workforce has  the skills we expect of them.