Duty of care:Ambulance Service NSW

  • Category:
    Business
  • Document type:
    Case Study
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    858

5Duty of Care: Ambulance Services for NSW

Duty of Care: Ambulance Services for NSW

Duty of Care: Ambulance Services for NSW

The AMQ program has some potential impacts to the induction programs for new frontline managers. The program focuses on ensuring that both current and future frontline managers undertake the program to competition (Ambulance Service of New South Wales, 2013). The induction program is highly relevant for enabling new employees or frontline managers to understand their roles in the NSW Ambulance Services. One of the potential impacts of the initiative is a lack of alignment in terms of induction objectives. Inductions play a critical role of introducing new frontline managers to the organizations in terms of culture, values, and the vision of the organization (Gordon & Miller, 2014). Moreover, induction is meant to provide a smooth transition or absorption of talent from new employees into the organization (Gordon & Miller, 2014). Therefore, the initiative may be intimidating or rather lead to increased pressure for performance for new frontline managers. Nonetheless, the initiative is an advantage in the long-run for new managers. Induction programs for new managers should focus on the need to align the organization’s vision and values with the induction objectives. New frontline managers should be informed and have the chance to experience the culture change and changes that continue at NSW Ambulance Services. Time is also an important factor since new front line managers will require a bit of experience to get to understand their roles and employees before beginning the AMQ program. The induction program of new frontline managers should highly involve managers who have already received certification for frontline management. This will enable new frontline managers to understand what is expected of them as part of the organization in the future as it relates to performance, behavior, and development.

The NSW Ambulance Services has a huge staff of about 4000 employees and 90% are frontline operational staff delivering first-hand services (Ambulance Service of New South Wales, 2013). To support the ongoing changes at the NSW Ambulance Services these operational and other staff should be offered numerous training and development initiatives. The first focus should be on communication. Communication is a vital ingredient in ensuring that change occurs effectively. Frontline operational staff involved in daily response services should have effective communication skills (Boyle, et al., 2013). These skills should focus on written, oral, and even physical communication skills. The communication training is expected to ensure that staff can easily communicate to enhance team trust as well as resolve conflicts effectively. Employees should also be trained on the need and tools for individual performance monitoring. Operational staff should be encouraged to take control of their development by evaluating their performance through reflection or checklists on a regular basis. Development is all about ensuring that employees can take on challenging tasks or obligations in the future. Additionally, frontline operational staff should also be enrolled in mentoring programs to ensure that they gain increased knowledge and experience from the best people (Kay & Banfield, 2012). Again, in terms of training, the organization should focus on enhancing the skills of operational staff in their individual responsibilities through industry-based training. This means training employees to enhance the skills they use on a daily basis such as transportation, response, or offering healthcare. All these training and development initiatives will help the operational employees to manage both their teammates as well as their clients who they interact with on a daily basis.

The customer care staffs are also important in supporting the initiatives of the organization. They are the main link between the organization and its customers. As indicated earlier, communication skills are essential to enable and support change (Kay & Banfield, 2012). The customer care staff should be trained on communication as well as the need to align their performance to the organization’s vision and values. Since the initiative focuses on change the culture of the management to align with its values and vision, the same messages should be repeated regularly to other staff. In terms of development, the customer care staff should be introduced to new channels of communications as well as technology. This will enhance their skills as well as offer room for creativity and innovation. For administrators, the most effective training is also on communication and team work. Administrators have to deal with employee issues on a daily basis, meaning that they require effective teamwork skills. Training should also be founded on the organization’s vision and values. This will allow for the staff to perform effectively based on the values and vision of the organization. Overall, there is increased need for communication, mentoring, teamwork, and skills training and development for the other staff at NSW Ambulance Services.

References

Ambulance Service of New South Wales, 2013, Teaching and Training Initiatives. Available at: http://www.ambulance.nsw.gov.au/Our-performance/Teaching-and-Training-Initiatives.html. [Accesssed 12 July 2016].

Boyle, M., Millet, B., Judge, T. Robbins, S 2013, Organizational behavior. Pearson Higher Education AU, Sydney, Australia.

Gordon, M & Miller, V 2014, Meeting the Challenge of Human Resource Management: A Communication Perspective. Routledge, Oxfordshire, England.

Kay, R & Banfield, P 2012, Introduction to Human Resource Management. OUP Oxford, UK, England.