Speak Out April 2018

Principles-based approach worksheet

What are the facts? Carleigh has decided to resign because she is feeling overwhelmed and could not see any other action to take. Alysha was unaware that Carleigh was feeling like that and had no idea that she was about to resign. How did I/we learn about them? Carleigh has emailed her resignation to Alysha and texted about her possible plan to serve out her resignation period as sick leave. Alysha replied to Carleigh’s notice of resignation by email. There has not been any verbal discussion about the situation yet.

The facts

(describe and define the issue/dilemma)

Who is involved? Carleigh – early career speech pathologist, employee Alysha – speech pathologist, practice owner and employer Clients who require ongoing services

What are the client-related factors? Carleigh has a full caseload. Clients will need to be told that Carleigh is leaving and managed in the short term. A new employee needs to be found. Alysha does not currently have the time to see Carleighs' clients in her caseload. What are the external considerations? Alysha is concerned about the reputation of her clinic if there is significant disruption to provision of regular services. Do I/we need any other facts or information? Would regular discussions with Alysha regarding workload, support and supervision levels have helped Carleigh not feel so overwhelmed? Did she attempt to talk with Alysha about how she was feeling before it became overwhelming? Did Carleigh try to explore alternatives to increase the support she was receiving before deciding to resign? Has Alysha considered the effects of the practice being extremely busy on them both, including the inability to provide an appropriate amount of interaction and support for Carleigh as a new grad? Could systems be developed to assist in managing caseloads and provision of supervision and support for Carleigh? Would both Carleigh and Alysha be willing to have a face to face meeting now to discuss Carleigh’s resignation? Has Carleigh considered what is entailed in setting up her own private practice? Is she aware of the benefits of working with more experienced speech pathologists while she is still in the early stages of her professional career? If she does leave, what are Carleigh’s contractual obligations re not setting up a private practice near SP Speech Clinic, i.e. the restraint of trade clause in her employment contract? How does Carleigh plan to comply with her ethical responsibilities if she needs to take sick leave, such as completing all client files and handing back all of the resources and equipment owned by the clinic? How will Carleigh and Alysha notify clients? Is Carleigh aware that clients must not be enticed away from SP Speech Clinic, and that she must ask Alysha how they are to be notified? List possible actions that could be considered at this early stage This situation may have been avoided by maintaining respectful, timely and effective communication between Carleigh and Alysha. A face to face discussion now between Carleigh and Alysha may help them to explore the reasons why Carleigh feels that resignation is the only option at this point, as well as identifying alternatives to address workload and supervision concerns. What are any practical alternative actions and their likely outcomes? Agreement on what constitutes a manageable caseload for both Alysha and Carleigh, and strategies to achieve that goal, e.g. start a waiting list, use of an admin person or assistant. This could reduce workload stress for them both and allow more time for interaction and support. Alternative arrangements for support and supervision for Carleigh may be feasible, e.g. contract an external supervisor; allocate time and commit to regular, scheduled supervision sessions; use the resources on the SPA website to develop a plan, strategies and goals to achieve: Supervision resources are available on the SPA website. Agreement on appropriate ways to maintain respectful professional communication between Carleigh and Alysha, such as a regular ‘team meeting’ with commitment to talk about significant issues or difficulties in person instead of by email or text, so that concerns are identified and addressed before they become insurmountable. Carleigh could talk with the Senior Advisor Professional Practice or NDIS/Practice and Clinical Support Advisor at SPA National Office about all the actions and obligations to be considered when starting a private practice.

Is there a problem that requires action?

(early planning)

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April 2018 www.speechpathologyaustralia.org.au

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