March 16, 2012
For years I watched my mom make pie crusts from scratch. She’d toss a few ingredients together and within minutes, a lovely pie crust was created. The first time I made a pie crust from scratch it took me two hours – I nearly gave up. I had plenty of observation, but no experience.
Health care interpreters new to the field might find themselves in a similar situation. They have diligently studied interpreting theory, performed a number of role plays, and had hours of field observation. Yet, when the time comes to interpret a live medical encounter, sometimes it’s not as easy as it all seemed up to that point. There’s just no shortcut around experience.
Whether you have one month or one decade of interpreting in the health care field, it’s valuable to use your experiences as a way to grow. There are many ways to achieve this. I will suggest two.
First, discuss your experiences with others who understand, and maybe have
experience in, the interpreter role. Even someone with less familiarity can
serve as a sounding board. Doing so will:
1. help you realize that you are not alone in your struggles and triumphs – others are walking the walk right along with you.
2. be an opportunity to gain outside perspective and learn to approach things in different and more effective ways.
3. result in discovering best practices that can be replicated by more interpreters.
Second, track and review your experiences. It isn’t enough just to have the
experience and move on – experiences tend to lose their value if they are soon
forgotten. By documenting the experiences you’ll:
1. more clearly see areas for growth, be better encouraged by how far you’ve come, and be fueled to continue on the journey.
2. see that what was challenging six months ago is now a cake walk. (Consider sectioning off a spot in your personal glossary and dedicating it specifically to “other” things learned.)
3. be able to review these experiences at a later time and refresh the lessons learned.
How do you use your experiences to grow professionally?
Erin Rosales
Director of Interpreter Development
February 13, 2012
Imagine you are interpreting a face-to-face encounter. You are converting messages with great skill and precision, and then, without warning, one of the speakers looks to you and says, “You’re a really good interpreter, not at all like the interpreter who was here yesterday.” On the one hand, it’s a great feeling – “Yippee! I’m doing a good job!” On the other hand, it’s like someone scratched a needle across a record – “Yikes! You had a bad experience with an interpreter!” Most interpreters at one time or another will be in this or a similar situation of fielding a complaint regarding interpreter services.
How should the interpreter respond?
If the complaint is made while actively interpreting Patient<>Provider communication it would be best to table the comment until there is an appropriate time to address it, such as after the appointment. In the moment the interpreter could briefly acknowledge the comment and let the individual know that he or she would like to address the comment after the encounter is over. This will alert the concerned individual to the desire to address the comment while keeping the communication from being derailed by a side comment not relevant to the current situation.
If the timing allows for the complaint to be aired, it is important for the interpreter to respond in a way that is within his or her authority. This will vary depending on whether or not the interpreter is self-employed, represents an agency, or works directly for the health care facility. (If the interpreter works for an agency or health care facility, the interpreter should follow the guidelines of that institution.)
As a general rule of thumb, the interpreter should avoid judgment either in support of or against the complaint. Instead, he or she should acknowledge the complaint and address it objectively. In this way the interpreter avoids projecting bias regarding the situation and avoids promising a particular resolution, which the interpreter might not have authority to provide. The interpreter should tell the individual that he or she will bring the concern to the attention of the supervisor, and ask if the supervisor could call the individual to discuss the matter directly.
By taking this approach, the interpreter acknowledges the individual’s concern and ensures that the situation is addressed in the appropriate way and through the appropriate individuals. It is important for interpreters to be prepared to respond well to complaints about interpreter services so that problems can be identified, corrected, and prevented from occurring again. This will strengthen the services provided and build rapport with those who rely on interpreter services.
How do you respond in this type of situation?
Leave a comment to tell us about your experience and continue the
discussion!
Erin Rosales
Director of Interpreter Development
November 2, 2011
Recently, Connecting Cultures’ on-line courses were approved for continuing education units from the American Translators Association. We are proud to offer alternative professional development opportunities to interpreters. Interpreters will interact with other students, demonstrate that they’ve meet course objectives, and have fun collaborating with others in their field. All courses are professionally designed by Erin Rosales, BA, CPLP and include collective subject matter expertise from the Connecting Cultures team.
November 1, 2011
Administrators from across the United States are struggling to implement language access and cultural competency programs into a healthcare organization. Government agencies, accreditation groups, and professional associations are collectively calling for these programs and this is great news! I’m excited that there is an awareness that cultural competency and language services are needed.
November 1, 2011
Congratulations to Erin Rosales, who recently became a Certified Professional in Learning and Performance (CPLP). This credential is given by the American Society for Training and Development, the worlds largest professional association dedicated to the training and development field. Erin has already put the tools she’s learned to use in creating dynamic course offerings for interpreters. Together with Connecting Cultures, Erin will continue to develop innovative learning experiences that will improve language access services for consumers and interpreters alike.
October 25, 2011
Have you ever tried to assemble a bookcase while using a manual that didn’t correspond to that particular unit? I imagine it would be quite difficult and probably frustrating for both the assembler and the bookcase.
Like the bookcase-assembly metaphor, I would think it difficult and frustrating for, say, a doctor to work with an interpreter if the doctor is basing his/her approach on a “How-to” guide that doesn’t correspond to the professional practice of that particular interpreter. I imagine the same could be said for the interpreter working with the doctor in such a scenario.
I mention this because I recently came across different “How-to” guides for working with interpreters. For the most part, the information was quite useful. That is good. Unfortunately, some of the tips were arguably wrong insofar as they contradicted ethical standards for health care interpreters. That is bad.
As I reflected on what could have led to these erroneous tips I concluded that one possible reason for these discrepancies is that the role of the health care interpreter varies from place to place. It is understandable, then, that the authors of one “How-to” guide would create tips that are accurate for the interpreters in that particular place but that would not be applicable to interpreters elsewhere.
As long as there are inconsistencies regarding the role and function of the interpreter, it will be difficult to write a universal guide that instructs others on how to work effectively with interpreters. In spite of this, the work of the health care interpreter must continue, and in this environment, “How-to” guides are helpful because at the very least they indicate that there are techniques and strategies to working with interpreters, despite discrepancies from one “How-to” guide to another.
Will techniques on working with an interpreter ever reach the level of robotic execution and strategy? “I stand here. You stand there.” I suspect – and hope -not. The work of the health care interpreter is inevitably and necessarily dynamic. Nevertheless, the greater consistency there is from interpreter to interpreter, organization to organization and region to region, the easier it will be to write “How to Work With the Health Care Interpreter” guides that are more universally applicable.
With that achieved, applying the tips and strategies laid out in the interpreter “How-to” guides will make working with interpreters more like learning how to dance with a new partner – awkward at first, but graceful with practice – and less like trying to assemble a bookcase with an inaccurate manual.
October 20, 2011
When Connecting Cultures, Inc. started, establishing an interpreting agency didn’t come with a guide book. I couldn’t look at the neighboring fast food chain or retail shop for ideas on business models. Other professional services like accountants and bankers, physicians and phlebotomists weren’t helpful either.
These industries, products and services were readily understood by the market place. They were also regulated for education, execution and quality. Oh no, I was venturing into a market and business model that I had to generate on my own. I knew what I didn’t want to do so I had to create what I did want to do.
Healthcare organizations are finding themselves in the same boat I was in so many years ago. There is a need to provide language services and that need must be filled. To make matters worse, unlike accountants and lawyers, massage therapists and hair stylists, there just aren’t many options for language services.
And like any other business, bottom line is king. While most would be willing to give away their services to help others, the reality is that we all need to make a living to survive. Without revenue, organizations fail and people lose their jobs.
Everyone is trying to create ways to save money and still comply with language access regulations. Unfortunately, this can be like buying a luxury car for $3,000. It will get you where you want to go, but you will probably end up at the shop fixing that car and spending a lot more than the original $3,000.
September 27, 2011
“Employees, physicians, and patients must always be at the top of the organization’s To Do list because they drive everything else.”
Quint Studer
Ask anyone: Managing is HARD work. Tasks, people, issues, demands, budgets, compliance…the list goes on. You’re managing all of these things, all the while your direct reports are assuming you’re not working as hard as they are. Many of us have a hard time balancing the fine line between each of these responsibilities. All are important, but which is the most urgent?
Priorities
Tasks tend to jump to the top of the list. They are urgent, neatly listed on your to-do page and don’t need the participation of anyone else. You can just sit down and get them done. Putting out “fires” usually comes second.
Problems, conflicts, emergencies; they all fall into our laps and pound on our doors every day. They can’t wait and have to get done immediately. Then there are the meetings. Our schedules are cram packed with meetings with managers, supervisors, departments throughout the organization, volunteering.
The list is all consuming. Problems and meetings take time from our day, therefore our tasks aren’t completed. All, or any, of the extra time we have is spent on getting our tasks done. Besides, if these aren’t finished they will be the most noticed by our supervisor, right?
If they’d just…
Many of our problems or emergencies have to do with people. An interpreter didn’t show up on time to an appointment, or not at all! A different interpreter didn’t provide the necessary documentation for the encounter. There is a disagreement between a few people in your department and they’re bringing their problem to you. You’ve asked someone to do something repeatedly and they’re still not doing it. Someone else needs you to show them how to do something, AGAIN!
Your resources are limited and time is of the essence. You see how process and procedure are affecting productivity and increasing chaos. In an effort to control them you seek out the problems and address them with the right people. It’s addressed with frustration, quickly, directly and often without an established relationship that creates a coaching opportunity. Once this is done we move on to the next urgent item.
Food for thought
Whew! That’s a lot of hard work!
- When was the last time someone told you something positive about the work you’re doing?
- Was the comment heart felt or was it just a cookie cutter response?
- How should/could someone make you feel like you’re doing a good job and recognize your contribution?
If you were able to answer these questions positively and receive this kind of appreciation regularly from your supervisor and/or peers, then you are a lucky duck!
If you couldn’t answer positively, how nice would it be to have someone show their appreciation and gratitude for your hard work you do? Would it make you feel differently about your job?
Before we move on let me just say, from one hard worker to another, you are a rock star!
Now what?
Repeat those same questions and ask them from the perspective of your staff members. Managers would like to think that their staff would answer positively to these questions. It is important to be realistic in your evaluation and put yourselves in the other persons’ shoes. If you can’t, then maybe it’s time to ask.
List one thing you will do differently this week to show your appreciation to your direct reports. What barriers exist to accomplish this goal? What will you do to remove the barrier? How will this one thing make a difference to you and your team?
Managing is a hard job. Be sure to focus on your people and don’t get lost in the tasks. If you support your staff so they are successful, they will look good. And if they look good, then you, your team, and your organization will look even better!
Rashelle LeCaptain
President
My Motto: Together Everyone Achieves More
September 21, 2011
Establishing a clear and consistent screening process is vital. There needs to be clarity around what you’re screening for, why you’re looking for those skills and how it will all integrate into your organization. The consistency of process will make it easier to make a selection between varying candidates. It will also maximize the likelihood of quick training, alleviating the problems of high demand with reduced resources.
More specifically, a tiered process will save time and money by eliminating candidates that aren’t qualified early on in the process. There’s nothing more frustrating than spending a chunk of your time with a candidate and learning that they simply don’t meet the requirements. Or even worse, hiring someone and because of limited screening to quickly find that they cannot perform the job.
When a process is established, each new hire will have passed the screening and will feel that they are very qualified to do the job. The existing staff will feel the same. This creates a level of trust within the department or team. All of the interpreters will feel confident in each other’s abilities to care for the needs of the medical staff. The trust will minimize the “fight” for appointments or an interpreter demanding continuous interaction with any one particular patient. These scenarios can wreak havoc when managing the logistics of an active department.
There have been many times when we’ve had volume demand and I’ve pressed our operations team to fill the void as quickly as possible. They are quick to tell me when they’ve yet to screen a successful candidate for the job. While I might feel that a candidate can be developed into the position, our operations and training team are very aware of the basic required skills needed to be successful. Anything less costs more time and money and exacerbates our existing challenges.
Business demands must be in balance with the standards for service delivery. If top performing interpreters work with underperforming co-workers, what drive do they have to keep up their performance? It would be obvious to them that, as an organization or management team, no one cares what their skill or performance level is. This depletes morale, challenges an organization, is expensive and, ultimately, harms the medical staff and their patients.
An even playing field starts with similarly skilled team members. Developing a high performing interpreter team requires consistent screening, training and execution. Managers and organizations must work together to balance demand with available resources to reap the benefits of successful interpreting.
Rashelle LeCaptain
President
September 15, 2011
An Operating Room that has state of the art equipment, but doesn’t have skilled individuals to put that equipment to use, is, well, useless. So, too training programs that have state of the art design and delivery – to include masterful instructors – need students with “the right stuff” to achieve successful training outcomes.
It is with that in mind that I say to the title question, “Yes!”
The trainer/instructor should be involved at least in establishing criteria for hire/admission to health care interpreter departments/programs. Trainers bring a different perspective than, say, a hiring manager because they are looking not only at the candidate’s experience and ability to do the job. They are also looking for evidence that the candidate has the knowledge, skills and attitude (KSA) to successfully complete the training program/period. Can an admissions officer or a hiring manager do the same? Certainly, but a quick consult with the learning professional to determine how to measure the candidate’s likelihood for KSA success will make the screening process all the more effective when it comes to outcomes.
Ideally the trainer (or one of the trainers in a team environment) will have the opportunity to participate directly at some point during the interview/admissions process. This can be accomplished through any number of creative ways that can be as formal as conducting a sit-down interview or a 10 minute phone call. The benefit is twofold. It gives the trainer opportunity to assess the individual in areas specific to training (such as readiness to learn new information/skills) and it gives the candidate opportunity to gain insight into the organization’s commitment to and expectations of the students’/employee’s professional development.
Whether the circumstance is that of a student paying tuition and an academic instructor looking to have a strong graduating class, or that of an individual counting on an income and an organization looking to strengthen the workforce, both parties are making an investment. Taking steps to ensure the best possible outcome early on pays off in the short and long run.
So, all you trainer-types and hiring manager-types, set a date and integrate! (Couldn’t resist the rhyme.) For those who are already doing this, you know what I’m talking about – I can see the nodding heads.
Erin Rosales
Director of Interpreter Development
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