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months have the recruit keep a daily log of all events. What they did, what they learned,

what they found, what they could have done better. This is to be an on going activity

during the shift, not at the end of the shift. With this format the evaluator will have many

opportunities to communicate with the new recruit throughout the shift. This logbook

shall be written for the remainder of the year.

3.

Documentation and communication. Management philosophy must be

conveyed. All officers and evaluators need to understand the complete process.

Whether through formal training or department meetings, this message must be known.

Formal training for all evaluators is imperative along with continuous education every

few years for updates and changes in the philosophies. Complete documentation of

facts and of objective reviews is another must. Activity and progress of the recruit must

be written with nothing taken for granted. The evaluator must also converse with the

recruit about the statements written. Nothing left up to the interpretation of the new

recruit. The new employee must receive feedback on all activities they are involved

with, from house work to emergency response duties. They must be aware of both the

good performance and poor performance.

4.

Gaining professional knowledge.

Place the new recruit in a full year of training.

Orientate them to the menial tasks; however, drive their enthusiasm into their

profession. They have the rest of their career to do menial tasks. In their first year of

employment the department needs to recognize the abilities of the recruit. Can they

achieve a top-level of performance as an emergency care provider. Is that recruit

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