What this means for your practice
Show which staff and training requirements are included in each percentage. Use the definitions agreed by your training lead and keep missing records visible, so teams with different requirements are not compared without explanation.
An example to discuss with your team
Ask the supplier to move a fictional employee into a different role halfway through the period and explain how the report changes.
What to ask before you choose
Ask to see the staff and requirements behind a percentage. Separate expired training from missing evidence because the follow-up differs. Move someone into a new role midway through the period and check how the report explains that change. Keep exclusions visible.
Explain the people and requirements behind the percentage
A completion percentage is calculated from a particular set of staff and training requirements. Ask the report to make that set clear. A clinic with several newly appointed staff or more role-specific requirements may have a different starting point from another team, even if both are managing training carefully.
Follow a fictional employee who changes role during the reporting period. Ask the supplier to explain how new requirements affect the total and whether an earlier comparison is still meaningful. Separate expired records, missing evidence and work awaiting review, because each calls for a different response. Keep the reporting date and any exclusions visible. In a management meeting, use the figure to find the people and tasks needing attention rather than ranking teams without context. If a percentage changes unexpectedly, the responsible lead should be able to identify the change in staff, requirements or records that caused it. That explanation is more useful than a chart that simply turns green or red.
How to check the result
Track unexplained movements in reported completion rates.
Turn reading into a next step
Your action checklist
Work through these checks with your team or supplier. Tick the ones you have resolved and leave unknowns open.
Record what you know, what is still missing and the answer you need from your team or supplier.
Use project decisions only, without personal, patient or confidential details. Entries stay in this page and are not submitted to Kay & Co. Copy or download before leaving; this page does not save your notes.
Further reading
These sources provide background for the topic. The practice examples and checklist are illustrative planning suggestions from Kay & Co.
Related guides
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