PRECEPTORSHIP POLICY SEPTEMBER 2017 This policy supersedes all previous policies for Preceptorship Preceptorship Policy _CL95_Sept 2017
Policy title Preceptorship Policy Policy CL95 reference Policy category Clinical Relevant to All clinical settings Date published September 2017 Implementation September 2017 date Date last August 2017 reviewed Next review September 2019 date Policy lead Deputy Director of Nursing Contact details Email: dean.gimblett@candi.nhs.uk Telephone: 020 3317 4684 Accountable director Approved by Ratified by Document history Membership of the policy development/ review team Consultation Caroline Harris-Birtles, Director of Nursing Mentorship and Preceptorship Steering Group June 2017 Nursing Executive Group 19 September 2017 Date Version Summary of amendments Nov 2013 3 Updated Guidance March 2015 4 Full review / Change to policy Review following implementation of Capital Sept 2017 5 Nurse preceptorship model Dean Gimblett, Preceptorship Lead, Jennifer Oates, Interim Director of Nursing, Janice Dunn, Team Manager, Islington Recovery and Rehabilitation, Rachel Finkel, Lead Occupational Therapist, Jason Golding, SAMH Memory Service Team Manager (Camden), Anoushka Khorriman, Acting Team Manager, North Camden CRRT, Helen Mattheson, Middlesex University HEI Link, Cathy Peake, Placement Manager / Clinical learning Facilitator, Zoe Peel, Nursing Directorate Project Manager, Suzanne Traynor, Matron:Care Academy, Doug Wilson, Project Worker Nursing Executive Group 1
DO NOT AMEND THIS DOCUMENT Further copies of this document can be found on the Foundation Trust intranet. Contents 1 Introduction 3 2 Policy statement 4 4 Executive summary 4 5 Duties and responsibilities 5 6 Definitions 6 7 The Preceptorship Role 7 8 The Preceptee Role 9 9 The Preceptorship Process 10 10 Appraisal 12 11 Addressing Concerns 13 12 Unforeseen Circumstances 13 13 Training Requirements 14 14 Dissemination 14 15. Monitoring Arrangements 15 16 Review of the policy 18 17 References 19 18 Associated documents 19 19 Appendices 20 2
1. INTRODUCTION 1. This policy applies to all Nursing and Midwifery Council (NMC) registered nurses and all Health and Care Professionals Council (HCPC) registrants who are involved either directly or indirectly in the preceptorship of newly qualified nurses or HCPC registered practitioners. 2. Separate processes are in place for General Medical Council (GMC) registrants 3. The policy sets the common standards and a national framework for how preceptorship should take place across the Trust. This should result in a consistently high standard of preceptorship across service and care groups. It should ensure that appropriate support and progression arrangements are in place for newly registered staff - thus ensuring a good experience for preceptee s. 4. Each of the professions may have specific requirements determined by their respective regulatory or professional bodies regarding the focus, recording and monitoring of preceptorship (or the current common term in use for that profession for this process). These should be referred to in conjunction with this policy. However, in general, the purpose of preceptorship is to facilitate the transition of students / trainees to that of an autonomous and competent registered practitioner. During preceptorship the newly qualified nurse or allied health professional has the opportunity to refine their skills, values and behaviours under the guidance of an experienced colleague. 5. This policy is informed by guidance and standards issued by the Department of Health (DH): Preceptorship Framework (2010) (Appendix: 1) and Health Education North Central and East London (HE NCEL): Preceptorship Standards (2014) (Appendix: 2) and the Capital Nurse Programme: Capital Nurse Preceptorship Framework (2017). This policy should be referred to in conjunction with any guidance statements or documents issued by HCPC or the NMC regarding standards of professional competence, such as Standards for competence for registered nurses (London: NMC 2010). 6. The Capital Nurse Programme (2015) is currently implementing the PAN London Preceptorship Framework (2017). Over the next 12-24 months the framework will be assessed/reviewed by the preceptorship lead and feedback to the Capital Nurse Preceptorship Steering Group. 3
1.1. Trust Statement 1. This policy sets out the Trusts expectations in relation to the role and conduct of the preceptor as well as the preceptee. It is applicable to all preceptors and newly qualified nurses. 2. The purpose of this policy is to provide a common framework for all professionally registered newly qualified nurses or HCPC registered practitioners undertaking or being prepared to undertake the preceptor or preceptee role. Preceptor s are vital assets to the Trust, and should be valued, developed and supported in this vital role. Preceptees should be supported to make a successful transition from that of being a student to that of being a competent, confident registered professional who is a valued member of the workforce. 2. Duties and responsibilities The Chief Executive has ultimate responsibility for ensuring that mechanisms are in place for the overall implementation, monitoring and revision of policy. The Executive Director of Nursing holds an organisational wide lead for preceptorship. This is delegated to the Deputy Director of Nursing who should oversee the preceptorship programme for Nurses and Allied Mental Health Professionals. The Associate Director, Governance and Quality Assurance, via the Clinical and Corporate Policy Manager, is responsible for ensuring: Dissemination and implementation of the policy Identification of any resource implications to enable compliance Training and monitoring systems are in place Regular review of the policy takes place. Associate Divisional Directors are responsible for implementation of the policy within their own spheres of management and must ensure that: All new and existing staff have access to and are informed of the policy Local written procedures support and comply with the policy Ensure the policy is reviewed regularly Staff training needs are identified and met to enable implementation of the Policy. Protected time is agreed and made available to both preceptor preceptee. 4
Service Managers, Professional Leads, Matrons, Team managers and Ward Managers, via their respective clinical management and or reporting structures are responsible for ensuring that processes exist within their area to support, implement, sustain, evaluate and update new entrants. They are responsible for: Ensuring that protected time is made available during meetings and supervision to discuss preceptorship, preceptors and or preceptee s in their area Identifying through existing reporting, supervision and appraisal structures those suitable for the role of preceptor ensuring that they are prepared i.e. through shadowing, inducted to and are developed and monitored in this role Maintaining a record of all preceptors in their lead area, ensuring that this is updated not less than quarterly with copies forwarded to the Preceptorship Development Lead and Deputy Director of Nursing for monitoring purposes Maintain a record of newly registered staff in their clinical area, ensuring that this is updated not less than quarterly with copies forwarded to the Preceptorship Development Lead and Deputy Director of Nursing for monitoring purposes To monitor both the preceptee and preceptors progress during the preceptorship period Ensure that all nursing staff in the clinical team support the preceptee Ensuring a replacement/associate preceptor is immediately allocated in the absence of the preceptor. Recruitment Department / Workforce Planning Department are responsible for ensuring that a monthly starters and leavers list is forwarded to Preceptorship Project Lead and relevant Service Manager or Matron. Preceptorship Development Lead, working with the Practice and Development Team must keep an up to date list of all preceptors and preceptee s. They must: Ensure all line managers, preceptors and preceptee s have a copy of the preceptorship policy and preceptorship handbook and understanding of the programme Meet with all identified preceptors to explain the contents and expectations of the preceptorship programme. This can either be through a forum or 1:1 Thereafter meet with all preceptors on quarterly basis Ensuring that all identified preceptee s are invited to attend the NQN Training and Development programme as part of a structured 5
preceptorship programme, meeting at a minimum, the standards laid out by HE NCEL (Appendix 2) and the Capital Nurse Preceptorship Framework (2017). Hosting, monthly Action Learning sessions for preceptee s, the content of which will be determined by the preceptee s. Maintaining an up to date preceptor / preceptee database Where required, measure the impact of the precptorship programme by: allocations of preceptor to preceptee within specific times of preceptee start date Preceptor and preceptee meeting interims Retention of preceptees after one and two year periods Qualitative feedback from preceptee All professionally qualified directly employed Trust staff are responsible for ensuring that they: Are familiar with the content of all related trust policy and follow its requirements Meet and maintain their professional obligations in respect of becoming and being a preceptor Support preceptee s in practice 3. Definitions 3.1 Preceptor A preceptor has a formal responsibility to support newly qualified practitioners. The will be a suitably qualified and experienced registered practitioner with at least 12 months experience in working as a band 5 or band 6. They will provide guidance to the preceptee by facilaiting the transition from student to registered nurse by gaining experience and applying learning in a clinical setting during the preceptorship period. They will possess the necessary skills and knowledge to support, supervise, teach, coach, assess and appraise competence and confidence. They are able to facilitate reflection and act as an exemplary role model for the preceptee. 3.2 Preceptee A preceptee is a newly registered practitioner entering their chosen profession. This term also applies to those arriving from overseas and registering with a UK regulatory body and may be applicable to those 6
changing their area of work or field of practice and those returning to professional practice following a career break. 3.3 Depending on specific regulatory and or professional body requirements preceptorship and associated developmental supervision may last for up to 12 months i.e. Social Workers and Psychologists, but, for other professions 6 months is currently deemed to be the optimal period of time. 3.4 This organisation expects all preceptee s to have attained all of their probationary contract requirements within 6 months of commencement of contractual employment (see probation policy). 4. The Preceptor role 4.1 There are few definitions of what constitutes preceptor preparation and this may vary depending on the requirements of each profession. The Preceptorship Framework (DH 2010) states within its standards for preceptorship that:-: Organisations demonstrate that preceptors are appropriately prepared and supported to undertake the role and that the effectiveness of the preceptor is monitored through appraisal. 4.2 There are currently no common formal qualifications associated with becoming a preceptor, however the general expectation is that the preceptor will have successfully completed mentorship training and/or have a minimum 12 months experience working as a band 5 or band 6. They should be competent in conducting appraisal and supervision of more junior staff and should have evidence of continued professional development through both revalidation and appraisal processes. The Capital Nurse Programme (2015) is in the process of designing and piloting a preceptor training programme, which over the next 12-24 months will be implemented. The preceptorship lead will have the responsibility to communicate the training events throughout the organisation and measure the outcomes. The line manager will have responsibility to ensure all identified preceptors within their teams attend the preceptor training 4.3 Service / line managers and professional leads to be confident that they have adequate numbers of preceptors in their area that are suitable for the role and that they routinely take an active role in identifying staff suited for development into this role during appraisal and or supervision processes. 4.4 A preceptor should be allocated by the line manager or can be volunteers. Research shows that the best preceptors are those who are volunteers and have more recent experience of being a newly qualified nurse. The line manager will make the overall decision. 7
4.5 Preceptee s should have no more than two preceptors at any one time. A gold standard requires one preceptee allocated to each preceptor. 4.6 The preceptors responsibilities include: - Maintaining their respective professional registration requirements Ensuring that their practice is and remains up to date and evidence based Commit time to the preceptor role and the requirements associated with it. Assisting in the facilitation of the preceptee s journey from student to autonomous newly qualified professional, who is competent and confident to practice safely. Communicate with other nursing staff/members of the MDT on the preceptee s progress. Encouraging all nursing staff to the support the preceptee. In his/her absence the preceptor/line manager may agree for other experienced nursing staff to sign off relevant competencies Provide constructive feedback on the preceptee s performance and development. Assisting the preceptee to undertake a transitional needs analysis on their commencement of work in the clinical setting. Supporting the preceptee s achievement of competencies, standards and learning outcomes as part of the trusts preceptorship programme and scrutinising and assessing the necessary evidence. Record formal discussions with the preceptee (Start, Mid, End) Informing the line manager of the preceptee s successful completion of all the necessary requirements. Maintaining their skill and ability in the preceptor role, regularly engaging with development activity associated with the role. NB* the preceptor is not accountable for the actions or omissions of the preceptee. As a registered professional the preceptee is accountable for their own practice within the context and limitation of their knowledge (as stipulated in respective professional Codes of Conduct). 8
5. The Preceptee role 5.1 The preceptee is someone who holds a professional qualification and appropriate registration with a regulatory body. 5.2 The preceptee s must: Meet with their preceptor in their first week of employment in the clinical area to identify and agree learning objectives. Meet with the preceptor on a regular basis. For inpatient setting a minimum of monthly supervision with their preceptor is required, however it is recommended more frequently at the start of the preceptorship programme. For community preceptee s where lone working is more frequent, a minimum of weekly supervision with the preceptee is required (meeting frequencies may diminish over time depending on the preceptee s progress). All preceptee s and preceptor s should meet regular to review progress. As a minimum hold an initial meeting at outset, interim meeting at 3 months and a final meeting at 6 months (ensuring requirements are met within the probationary period). Under no circumstance should a preceptee be working as a care coordinator (community setting) until an effective registration is in place. On-going support by the preceptor and caseload supervision by the line manager is essential. Take responsibility for their own learning and development by undertaking and documenting a transitional needs analysis within the preceptorship handbook upon commencement of employment in the clinical area. Commit time to the preceptorship process and work collaboratively with their preceptor to identify and achieve learning needs and reflect on practice and experiences Understand the competencies, standards, learning outcomes and professional behaviours to be addressed as part of the trusts preceptorship programme and collating evidences to demonstrate that they have been met. Recording formal discussions with the preceptor in the preceptorship handbook and/or trust supervision record. Partake in reflective practice, ensuring that appropriate records are maintained. 9
Demonstrate, through both reflective and observed practice, that they possess an underpinning framework of knowledge, values and attitudes as well as competencies. Attend trust induction, mandatory training sessions, taught sessions, learning sets, on-line learning and study days that may be offered as part of the preceptorship programme. Provide feedback to enable preceptorship processes and systems to be reviewed and developed further in the trust Engage in clinical and managerial supervision, probationary contract and appraisal processes, which are considered to be separate from, but complimentary to preceptorship. Adhere to completing the preceptorship programme on time and forward the completed documentation to the preceptorship lead. 6. The Preceptorship Process 6.1 The preceptee will be counted in the numbers as band 3 Health Care Support worker until an active NMC registration is in place. The preceptee will then work as band 5 registered nurse in line with NHS Agenda for Change. Any unreasonable delays in the preceptee obtaining their pins, for example the preceptee not paying their NMC fee on time or sending off the NMC paperwork in a timely manner, will result in a disciplinary action. It is the responsibility of the preceptee to keep their line manager fully informed of any delays in obtaining their PIN. 6.2 The 6 months preceptorship process will commence once the preceptee s NMC registration is fully effective. However as the preceptee will remain effective as a student nurse until their NMC pins become effective, considerations can be given to the preceptee in undertake nursing tasks with direct supervision and guidance from their preceptor. In under no circumstance should the preceptee undertake any nursing tasks (both inpatient and community) without direct supervision from the preceptor or another qualified nurse with a minimum 12 months experience. 6.3 It is the preceptee s responsibility to inform the line manager, preceptor and preceptorship lead once the PIN becomes effective. 6.4 Prior to the preceptee s start date the line manager for the area in which the preceptee will work will ensure that a preceptor is identified and scheduled to work directly with the preceptee regularly during their first full 10
two weeks in service. The preceptee will be supernumerary during this period. During this period the preceptee can undertake the medication management assessment, with direct supervision from the preceptor. 6.5 The line manager will record both the preceptee s and preceptor s details in a local record. This information will be shared with the Preceptorship Lead and Deputy Director of Nursing as required. A nil return will be made during these reporting periods should there be no preceptee s in post. 6.6 The preceptee will be provided with details of their preceptorship programme during their trust induction. 6.7 Line managers will ensure that protected time is allocated to both the preceptor and preceptee to enable them to discuss in detail the preceptorship programme and agree: - The frequency of any formal support or supervision sessions and negotiating with the line manager protected time around this. Identify areas that may require direct supervision until any required formal work place assessments have taken place (for example, medication administration, management of the clinical practice area) and those areas where indirect supervision will suffice for example, completing documentation) Ways of accessing support should the preceptor be unavailable How the preceptor and preceptee will work together to ensure that clinical competencies are met and the relevant evidence of progress is gathered and recorded and ensuring protected time is granted. In areas where shift work is the norm, the preceptee are required to work one shift per week with their preceptor (for the first three months). Following this period the preceptor will agree on reducing the joint working arrangement in conjunction with meeting the preceptee s on-going learning needs. For community preceptee there should be a period of shadowing with their preceptor (agreed by manager), thereafter the preceptee/preceptor are required to meet on a weekly basis (see 5.2). Consideration should be given by the line manager in conjunction with the preceptor and preceptee at what point it would be clinically appropriate for the preceptee to rotate to night duty. This decision should be recorded in the preceptee s preceptorship handbook. 11
6.8 The line manager remains responsible for ensuring:- That both induction, and probationary contract processes follow trust policy requirements. They have discussed with the preceptors and preceptee s in jointly agreeing when the preceptee will take responsibility for a case load, coordinate shifts, take charge of the clinical area and other responsibilities that the role entails. 6.9 Where it is a professional role expectation to undertake the administration and management of medicines the preceptee will follow trust policy in relation to demonstrating their competence in this regard before being permitted to undertake single person administration of medicines. The requirement to understand the administration and management of medication applies to all registered nursing posts irrespective of whether the post is in a community or inpatient setting. Therefore nursing preceptee s working in a community setting will require a period of supervised practice with an appropriate colleague in an area where medications are routinely administered. It is the responsibility of the line manager to arrange this. 7. Appraisal 7.1 Standard trust procedure in relation to new starter s probationary contract review and appraisal processes will take place in tandem with the preceptorship process. However, it may be useful to view each process as not being exclusive from one another, but as being complimentary (Appendix: 3). 7.2 The Probation Period will not start with the Trust until a preceptee s PIN has been received/activated. A preceptee s probation period will run in line with their preceptorship programme and probation cannot be passed without completion of their preceptorship (for further information please refer to the Trust s probation policy). 7.3 The preceptee s progress in their role along with their personal development requirements should be discussed formally as part of the trusts appraisal process. 7.4 It is expected that preceptorship will be a standing agenda item for managerial and practice supervision sessions as well as other supervision 12
activities particularly when the preceptor has responsibility for a preceptee. 7.5 Evidence of achieved preceptorship will be the sign off the preceptorship handbook. 8. Addressing Concerns 8.1 Line Managers / Professional Leads must be informed at the earliest opportunity should the preceptor or preceptee have concerns about the performance, development or conduct of the preceptee or preceptor. At this early stage attempts should be made to resolve the issue locally. However, depending on circumstances, it may be advisable to seek advice from the Trusts Human Resources Department particularly if consideration is being given to instigating procedures under the Trust s Probationary Contract Policy or Trust Capability Policy and Procedures. 9. Unforeseen Circumstances 9.1 Where it is unavoidable that a preceptee moves to a different clinical area during the preceptorship period, a new preceptor must first of all be identified by the respective line manager / professional lead. The new preceptor and the preceptee must meet before the transfer of preceptorship is complete. This would ensure that all relevant information about the preceptee s progress is handed over and agreed. Additional requirements that need to be met should be highlighted and plans put in place to meet those requirements. 9.2 In exceptional circumstances should it become necessary to change preceptor during a period of preceptorship, a handover must take place between the two preceptors and the preceptee. In some instances, this may not be possible in which case the line manager / professional lead shall be expected to facilitate this process to ensure that the preceptee is not left without a preceptor. 9.3 A three month extension to the preceptorship programme and probationary period will only be granted on a individual basis where unforeseen circumstances has delayed he/she in completing the programme. It is the line manager s responsibility to inform the 13
preceptorship lead in advanced who will make the decision in granting an extension. 10. Training requirements 10.1 All preceptors will be offered the opportunity and time to attend a preceptor s forum. 10.2 Day to day support for preceptors is available from line mangers and professional leads. 10.3 Reference must also be made to the Trusts Mandatory training policy and Probation policy. 11. Dissemination and implementation arrangements 11.1 This policy will be circulated to Service Managers, Professional Leads and Matrons who will be required to cascade the information to all members of their teams. 11.2 Team managers are responsible for ensuring that staff are briefed on the content of this document 11.3 All preceptee s will work as a band 5 in line with NHS Agenda for Change and will have needed to have completed the preceptorship programme and NQN Training and Development programme before applying for senior positions within the trust (band 6 and above). 11.4 The policy will be available to all staff via the Trust intranet 14
12. Monitoring and Audit Arrangements Elements to be monitored Lead How Trust will monitor compliance Frequency Reporting Acting on recommendati ons and Lead(s) Change in practice and lessons to be shared Numbers of newly registered staff joining the Trust and numbers of newly registered staff leaving the trust Numbers in preceptorship from day 1 of contract of employment Numbers completing preceptorship Numbers successful in completion of probation period e.g. Appraisal; Unforeseen circumstances Extensions to probation Failed probation HR / Preceptorship Lead New starter information Monthly Nursing Executive / Full Employment Group Nursing Executive / Full Employment Group Nursing Executive / Full employment Group Leaver information Professional Returns to Quarterly leads / Service Preceptorship Leads / Lead and matrons Heads of Profession Professional Returns to Quarterly leads / Service Preceptorship Leads / Lead and matrons Heads of Profession Line Mangers Returns to HR Quarterly Nursing Executive / Full Employment Group Required actions will be identified and completed in a specified timeframe Required changes to practice will be identified and actioned within a specific time frame. The preceptorship lead will share measured outcomes with HEE and Capital Nurse.Incorpora te further national guidance on preceptorship where appropriate. Lessons will be shared with all the relevant stakeholders Preceptorship Policy _CL95_Sept 2017
Number of staff in preceptors role Numbers of preceptors attending training / forums / learning sets and their feedback Numbers of preceptee s attending learning sets / forums and their feedback Impact of the preceptorship programme on retention needs Line Manger/ Service Leads / professional leads / Professional leads Preceptorship Lead Preceptorship Lead Lead Register maintained by Preceptorship Lead and Heads of Profession Quarterly report Quarterly report Quarterly report Quarterly Quarterly Quarterly Annual Nursing Executive / Workforce Nursing Executive / Workforce Nursing Executive / Workforce Nursing Executive / Workforce Preceptorship lead will measure: Allocation of peceptors to NQNs within specified times of NQN start date Percentage of formal review meetings held between preceptor and preceptee at suggested interims Retention of 16
NQN after one and two year qualifying Qualiative feedback from NQN 17
14. Review of the policy 14.1 This policy will be reviewed in June 2019 or earlier should there be a change in statutory or regulatory body requirements. This would ensure that newly registered staff has a consistent, quality experience during the transition from trainee to practitioner facilitated and supported by skilled, supported preceptors. 15. Bibliography and References 17.1 The development of this policy review has been informed by current practice, practices across a number of other trusts such as East Sussex Partnership NHS Foundation Trust, East London NHS Foundation Trust and regional / national policy relating to preceptorship within the context of providing safety for service users and modernising carers. Capital Nurse Programme (2017) Preceptorship Framework. Health Education England Department of Health (2008) A high quality workforce: NHS Next stage review. London DH Department of Health (2010) Preceptorship framework for Newly Registered Nurses Midwives and Allied Health Professionals. London: DH East London NHS Foundation Trust Preceptorship Policy (2015) Health Education North Central and East London Preceptorship Standards 2014 HCPC Standards of Conduct http://www.hcpcuk.org/assets/documents/10003b6estandardsofconduct,performance andethics.pdf L. Currie and C. Watts (2012) Preceptorship and pre-registration nurse education Morley, M (2006 and 2009 2 nd Edition) Preceptorship handbook for Occupational Therapists. London: College of Occupational Therapists NIPEC (2013) Preceptorship Framework for Nursing, Midwifery and Specialist Community Nursing in Northern Ireland. Northern Ireland: DHSSPS NIPEC Nursing and Midwifery Council (2006) Preceptorship Guidelines. London: NMC Preceptorship Policy _CL95_Sept 2017
Nursing and Midwifery Council (2008) Preceptorship Guidelines. NMC Circular 21/2006. London. Nursing and Midwifery Council Nursing and Midwifery Council (2008) NMC Standards to support learning and assessment in practice: NMC Standards for mentors, practice teachers and teachers. London: NMC Nursing and Midwifery Council (2010): NMC Standards for competence for registered nurses: London, NMC (as outlined in Standards for preregistration nursing education (NMC,2010)) Sure Start (Scotland) NMC The Code http://www.nmc-uk.org/documents/nmc-publications/nmc-code-a5- FINAL.pdf 16. Associated documents This policy should be read in conjunction with the following trust policies / documents accessible via the Intranet (Note that only policies/documents on the Intranet are the current versions): Trust Appraisal Policy Trust Probation Policy Trust Clinical Professional and Practice Supervision Policy Trust Capability Policy and Procedures Trust Induction Policy Trust Nursing Strategy Trust Mentorship Policy The Trust Mandatory Training Policy and Learning and Development Guide Incident Reporting policy Management of Serious Incidents Policy 19
APPENDIX: 1 DH Preceptorship Framework: A standard for preceptorship (2010) The Standard contains the following elements: Systems are in place to identify all staff requiring preceptorship. Systems are in place to monitor and track newly registered practitioners from their appointment through to completion of the preceptorship period. Preceptors are identified from the workforce within clinical areas and demonstrate the attributes outlined in the box (see right). Organisations have sufficient numbers of preceptors in place to support the number of newly registered practitioners employed. Organisations demonstrate that preceptors are appropriately prepared and supported to undertake the role and that the effectiveness of the preceptor is monitored through appraisal. Organisations ensure that their preceptorship arrangements meet and satisfy professional regulatory body and the KSF requirements. Organisations ensure that newly registered practitioners understand the concept of preceptorship and engage fully. An evaluative framework is in place that demonstrates benefits and value for money. Organisations publish their preceptorship framework facilitating transparency of goals and expectations. Organisations ensure that evidence produced during preceptorship is available for audit and submission for potential verification by the NMC/HPC. Preceptorship operates within a governance framework. 20
APPENDIX: 2 HE NCEL Preceptorship Standards 2014 The organisation has a preceptorship policy There is an organisational wide lead for preceptorship There is a structured preceptorship programme that has been agreed by the Executive Nurse The organisation facilitates protected time for preceptorship activities There is a clearly defined purpose of preceptorship that is mutually understood by preceptors and preceptee s Preceptorship aligns with the organisational appraisal framework Preceptors have undertaken training and education that is distinct from mentorship preparation There is a central register of preceptors Systems are in place to identify all staff requiring preceptorship Systems are in place to monitor and track newly registered practitioners from their appointment through completion of the preceptorship period Every newly qualified nurse has a named preceptor allocated from day 1 of employment Preceptorship is tailored to meet the need of the individual preceptee The preceptee undertakes a transitional needs analysis Preceptorship is monitored and evaluated A range of relevant skills training and assessments are available to meet the needs of preceptee s Action learning, group reflection or discussion are included in the preceptorship process Preceptee s contribute to the development of preceptorship programmes 21
The preceptorship programme is clearly linked to the 6 C s and includes the following elements: 1. Accountability 2. Career development 3. Communication 4. Dealing with conflict/managing difficult conversations 5. Delivering safe care 6. Emotional intelligence 7. Leadership 8. Quality Improvement 9. Resilience 10. Reflection 11. Safe staffing /raising concerns 12. Team working 13. Medicines management (where relevant) 22
APPENDIX: 3 Preceptorship and Probation Process Flow Chart Preceptee starts employment, is allocated to and meets their preceptor on day 1, receives a preceptee tool / workbook and attends trust induction. Preceptee undertakes a transitional needs analysis. Preceptee officially starts programme once he/she has active PIN Probation review undertaken by line manager (around 3 months after start) Around 6 months after start: probation contract review undertaken by line manager and concurrent Preceptorship review by the preceptor the results of which are discussed with the line manager. Working and meeting regularly with the preceptor, following trust preceptorship processes. Agreeing supervision and review meeting schedules. Concurrently, the line manager follows probationary contract processes i.e. initial review and mid-point review. Line manager acts in a timely manner on information from preceptor / other staff should there be concerns about the preceptee s capability and performance. Probation period failed probation extended by 3 months (preceptorship can only be extended should there be demonstrable extraordinary circumstances) Probation and preceptorship period passed and employment is confirmed. Appraisal conducted in time frame outlined in trust policy Probation period and preceptorship failed. Employment terminated 23
APPENDIX: 4 Equality Impact Assessment Tool Yes/No Comments 1. Does the policy/guidance affect one group less or more favourably than another on the basis of: Race Ethnic origins (including gypsies and travellers) Nationality Gender Culture Religion or belief Sexual orientation including lesbian, gay and bisexual people Age Disability - learning disabilities, physical disability, sensory impairment and mental health problems 2. Is there any evidence that some groups are affected differently? 3. If you have identified potential discrimination, are any exceptions valid, legal and/or justifiable? 4. Is the impact of the policy/guidance likely to be negative? 5. If so can the impact be avoided? 6. What alternatives are there to achieving the policy/guidance without the impact? 7. Can we reduce the impact by taking different action? N N N N N N N N N N N N N/A N/A N/A 24