Introduction: Hiring HBOT Operators Is a Capacity Decision
Most chamber owners discover the same thing in their second quarter: the equipment is rarely the constraint. A mild hyperbaric chamber pressurises in roughly five to twenty-five minutes, then holds a stable plateau. What limits a week’s capacity is whether you have enough trained operators to run the schedule you sold.
Hiring therefore deserves the same rigour as equipment selection. Buying decisions are documented and compared; hiring decisions are often made on one conversation and a gut feeling, producing competence that varies by individual rather than by standard.
This article covers defining the role, sourcing candidates, screening and interviewing, pre-employment checks, the first ninety days, and appraisal and retention. Curriculum and daily runbooks stay with the operations manual.
HyperbaricO2Care builds hard-shell mild hyperbaric chambers in aviation-grade steel with full welded seams, operating between 1.1 and 1.7 atm (POLARIS Duo reaches 1.75 atm), with air compression and oxygen delivered by mask or hood. Our chambers are CE-marked and built under an ISO 13485 quality system; nothing here claims FDA clearance for any indication.
| Staffing question | Why it matters commercially | Where it is answered below |
|---|---|---|
| How many operators do we need? | Sets the maximum sessions per week | Role profile and shift model |
| What does “competent” mean here? | Determines when someone runs a session alone | Competency framework |
| How do we prove competence? | Required by insurers, auditors and landlords | Sign-off records |
| How do we keep good people? | Re-hiring and retraining is the hidden cost of turnover | Retention and progression |
| When do we let someone go? | Protects clients and the rest of the team | Exit and knowledge capture |
What an HBOT Operator Actually Does: Task Map and Role Boundaries
The first hiring mistake is writing a job description before mapping the work. “Chamber operator” means different things in a single-room studio, a busy clinic and a distributor’s demonstration suite, and a generic advert attracts generic applicants.
Write down every task a person performs between unlocking the door and locking it again, then group them into blocks you can assign, measure and train against. Five blocks recur in most mild hyperbaric operations.
| Work block | Representative tasks | Rough share of a shift [TO CONFIRM] | Consequence if understaffed |
|---|---|---|---|
| Pre-session preparation | Open, self-check, oxygen supply check, room reset | 10–15% | Late starts cascade all day |
| Screening support and documentation | History review, consent, contraindication check | 10–20% | Rushed screening is the highest-risk shortcut |
| Pressurised session and monitoring | Pressure ramp, equalisation coaching, observation, communication | 40–50% | Clients feel unattended; anxiety escalates |
| Turnaround and cleaning | Surface disinfection, linen, mask/hood handling, restock | 15–25% | Slot overruns; next client waits |
| Shutdown and logging | Pressure release, system off, session records, handover | 5–10% | Records go missing; faults unreported |
The session block gets all the attention, yet in a high-utilisation schedule turnaround usually consumes more labour hours across a day than the sessions do. Get that split wrong and you hire for the visible work rather than the actual work.
Role boundaries matter just as much: an operator monitors and escalates, a clinician decides. Writing that into the profile protects you twice over — candidates understand the ceiling of the role before accepting it, and nobody is later asked to exercise judgement they were never hired for.
| Activity | Operator owns | Clinician owns | Shared |
|---|---|---|---|
| Explaining the session experience | Yes | — | — |
| Collecting the health history | Yes | — | — |
| Deciding whether a client may enter | — | Yes | — |
| Coaching ear equalisation during the ramp | Yes | — | — |
| Responding to an adverse event in the chamber | Yes (protocol) | Yes (clinical) | Escalation and handover |
| Signing off a new operator as competent | — | — | Yes (operator + supervisor) |
Untreated pneumothorax is an absolute contraindication to hyperbaric exposure, and the decision that identifies it belongs to a qualified clinician, not to whoever runs the chamber. Where a clinic already has a documented screening workflow, the operator’s job is execution and flagging rather than interpretation; the questions and decision rights are set out in our guide to HBOT client screening and contraindications.
Writing the HBOT Operator Job Profile
A job profile is not an advert — it is the internal specification that the advert, interview, onboarding plan and appraisal form all derive from. Keep it to a page and make each line observable: “able to explain the pressure ramp to an anxious first-time client without reading a script” beats “calm under pressure”.
Be explicit about the environment, because surprises here drive early attrition: a pressurised vessel, a compressor, oxygen delivery equipment and cleaning agents, and a shift spent moving between standing, seated monitoring and bending into the chamber at turnaround.
| Profile element | What to specify | Example wording | Why it prevents problems |
|---|---|---|---|
| Purpose of the role | One sentence | “Run safe, comfortable, on-time sessions” | Anchors every later decision |
| Reporting line | Named manager or role | Reports to clinic lead | Removes ambiguity at escalation |
| Core tasks | The five work blocks | See task map | Sets training scope |
| Decision rights | What they may decide alone | May pause a session; may not clear a client | Defines boundaries |
| Environment | Noise, temperature, cleaning agents | Chamber room, standing and seated | Reduces early attrition |
| Schedule | Shifts, weekends, on-call | [TO CONFIRM] shift pattern | Avoids offer-stage surprises |
| Progression | Next role and criteria | Senior operator after [TO CONFIRM] signed competencies | Supports retention |
Separate must-haves from trainables. Requiring prior hyperbaric experience narrows your pool to people who already work for competitors, and in most markets that pool is small. Requiring the underlying attributes — reliability, calm communication, comfort with written procedure and willingness to be assessed — gives a larger pool and a defensible standard.
| Attribute | Must have before hiring | Can be trained after hiring | How to test it |
|---|---|---|---|
| Punctuality and reliability | Yes | No | Reference questions, probation record |
| Clear communication with anxious clients | Partly | Yes | Role-play in interview |
| Following written procedure exactly | Yes | Reinforced | Scenario: “procedure says X, client wants Y” |
| Basic equipment literacy | Yes | Yes | Walk a candidate through a self-check |
| Prior hyperbaric experience | No | Yes | Not a screening criterion |
| Clinical qualification | Depends on local rules [TO CONFIRM] | No | Verify registration before offer |
| Written record discipline | Yes | Reinforced | Ask for a sample log or a written exercise |
Decide the shift model before you advertise. Utilisation targets and slot templates drive the operator-hours a week you need, and that number, not a round figure, is the headcount you hire. Our piece on HBOT scheduling and throughput planning sets out the arithmetic that turns opening hours into required staff hours.
Where to Find Chamber Operator Candidates
Sourcing is where most owner-operators give up and post a generic advert, and generic adverts produce generic applications. Screening fifty of them costs more than writing one good advert and placing it in three specific places.
The most reliable source in most markets is adjacent regulated, customer-facing work: dental nurses, physiotherapy assistants, phlebotomists, cabin crew, medical receptionists and spa therapists. They already have the two things hardest to teach — procedural discipline and an unflappable public manner.
| Channel | Typical candidate quality | Time to hire [TO CONFIRM] | Cost [TO CONFIRM] | Best used for |
|---|---|---|---|---|
| Adjacent clinical support roles | High transferable skill | Medium | Low–medium | Core operators |
| Local healthcare training programmes | High attitude, low experience | Short | Low | Junior operators, pipeline |
| Spa and wellness networks | Strong client manner | Short | Low | Wellness-centre operators |
| General job boards | Very mixed | Medium | Medium | Volume top-of-funnel |
| Hospitality and aviation | Excellent service manner | Short | Low | Client-experience-heavy sites |
| Industry referrals | Highest, narrowest | Shortest | Lowest | Senior operators |
| Distributor and dealer networks | Variable | Long | Medium | Demonstration and training staff |
Track the funnel rather than your feelings about it. Applications received, candidates reaching a practical assessment and offers accepted tell you whether the problem is reach, screening or the offer — and your screening time is the real cost.
| Funnel stage | Definition | Typical drop-off [TO CONFIRM] | Action if it stalls |
|---|---|---|---|
| Application received | Completed application with required fields | — | Rewrite the advert, change channel |
| Screened in | Meets must-have attributes on paper | High | Tighten advert wording |
| Phone or video screen passed | Availability, schedule, expectations align | Medium | Clarify shift pattern earlier |
| Practical assessment attended | Shows up, engages with equipment | Medium | Shorten time between contact and assessment |
| Reference and check cleared | Checks complete | Low | Start checks earlier in parallel |
| Offer made and accepted | Signed | Low | Review the offer against market |
For distributors and multi-site groups, add one channel worth calling out: your own customer base. The operator who already runs your chambers at a client site is often your strongest demonstration specialist, provided that conversation is handled openly. The consistency problems that appear once you hire for more than one location are covered in our guide to scaling a multi-site chamber fleet.
Screening and Interviewing HBOT Operator Candidates
Interview for the work, not the personality. Structure the process so every candidate answers the same core questions and performs the same short practical task, then score against a rubric before discussing them. A structured forty-minute interview with a practical element beats a ninety-minute conversation.
Run three stages: a short screen confirming logistics and the physical environment; a core interview testing procedure-following, communication and record discipline; and a practical assessment in front of the actual chamber.
| Stage | Duration | Who runs it | Decision produced | Typical failure reason |
|---|---|---|---|---|
| Application screen | 10 min | Coordinator | In / out | Missing must-have attribute |
| Phone or video screen | 15 min | Hiring manager | Invite to interview | Schedule or expectations mismatch |
| Structured interview | 40 min | Manager + senior operator | Score against rubric | Weak procedure discipline |
| Practical assessment | 30 min | Senior operator | Safe / not safe to proceed | Cannot follow written steps |
| References and checks | Parallel | Coordinator | Clear / not clear | Unverifiable history |
| Offer | — | Manager | Accept / decline | Offer below market |
Write the question bank once and keep it. Every question needs a defined good answer and a red flag so two interviewers reach comparable scores, and behavioural questions anchored to real situations beat hypotheticals.
| Question | What it tests | Good answer signals | Red flag |
|---|---|---|---|
| Describe a time you followed a procedure you thought was wrong | Procedure discipline | Followed it, then raised it through the right channel | Silently improvised |
| Tell us about explaining something technical to an anxious person | Communication | Simplified, checked understanding, slowed down | Jargon, dismissal of concern |
| What did you do the last time you made a recording error? | Record discipline | Corrected it visibly, reported it, explained how | “It wasn’t a big deal” |
| You notice an unusual reading mid-session. What happens? | Escalation | Stated protocol, pause, notify, document | Guess, or continue and hope |
| How do you handle a client who is late and wants a full session? | Boundary holding | Offers options, protects the next slot | Absorbs the delay silently |
| Why this role? | Motivation | Realistic understanding of the work | Only interested in the therapy |
Score immediately and independently, before discussion; the discussion then resolves genuine disagreement rather than manufacturing consensus around whoever spoke first. Keep the completed rubric with the application — it is your evidence that the decision was structured and fair.
| Scoring dimension | Weight [TO CONFIRM] | Scale | Minimum acceptable |
|---|---|---|---|
| Procedure discipline | 25% | 1–5 | 4 |
| Communication and manner | 25% | 1–5 | 3 |
| Equipment confidence | 20% | 1–5 | 3 |
| Record accuracy | 15% | 1–5 | 4 |
| Availability and reliability evidence | 15% | 1–5 | 3 |
Pre-Employment Checks, References and Documentation
Checks are not bureaucracy; they are the part of hiring that protects clients. The specific set depends on your jurisdiction, the setting and whether the role includes clinical activity, so treat the table below as a checklist to localise rather than a fixed list.
Where a qualification is legally required for a task, verify registration with the issuing body rather than accepting a certificate copy. Start checks in parallel with the final interview stage rather than after the offer, because waiting until acceptance adds days or weeks in which a good candidate takes something else.
| Check | Purpose | Who verifies | When | Retention [TO CONFIRM] |
|---|---|---|---|---|
| Identity and right to work | Legal employment | Employer | Before start | Per local law |
| Professional registration (if clinical duties) | Legal scope of practice | Issuing register | Before offer | Per local law |
| References (two minimum) | Reliability and conduct history | Hiring manager | Before offer | With application |
| Criminal record check (where permitted) | Safeguarding | Authorised body | Before start | Per local law |
| Health and fitness for the role | Ability to perform duties | Occupational health [TO CONFIRM] | Before start | Per local law |
| Prior training certificates | Training baseline | Hiring manager | Before start | Training file |
Reference questions should be specific and behavioural. “Was this person reliable?” reliably produces “yes”; ask instead for the last occasion the candidate was late, how they responded to correction, and whether the referee would rehire them tomorrow.
| Reference question | Weak answer | Useful answer |
|---|---|---|
| How often were they late? | “Not often” | Concrete pattern and context |
| Were they trusted to work unsupervised? | “Yes” | What they were trusted with, and from when |
| How did they respond to correction? | “Fine” | A specific instance and outcome |
| Strengths in a client-facing role | “Good with people” | A described situation |
| Would you rehire tomorrow? | “Probably” | Yes/no with the reason |
| What would you want them to develop? | “Nothing” | A named, actionable area |
Create the personnel file at offer stage, not at start. One folder per person — application, scored rubric, references, checks, signed job profile and later the training and competency records — lets a manager at a second location open it and know immediately what that person may and may not do. Drill records and escalation routes belong in it too, and are set out in our chamber safety and emergency response guide.
| File section | Contents | Owner | Updated when |
|---|---|---|---|
| Application and selection | Application, rubric, interview notes | Manager | At hire |
| Verification | ID, registration, checks | Coordinator | At hire, at renewal |
| Role and contract | Job profile, contract, schedule | Manager | At hire, at change |
| Training | Course records, observed sessions | Training lead | Continuously |
| Competency | Sign-offs and expiry dates | Supervisor | Continuously |
| Appraisal | Review records, goals | Manager | Per review cycle |
| Incident and commendation | Records and outcomes | Manager | As they occur |
Onboarding an HBOT Operator: The First Ninety Days
Onboarding is where a good hire becomes a competent operator or quietly becomes a liability. Structure it in thirty-day blocks with explicit gates, so nobody ends up running sessions alone on the basis of an unrecorded assumption.
Days one to thirty are orientation. The new operator shadows experienced staff, learns the room layout, the location of every shut-off and the exact client-facing wording, and completes the reading elements. They do not run paid sessions unsupervised during this block.
| Block | Focus | Activities | Gate to pass |
|---|---|---|---|
| Days 1–30 | Orientation and observation | Facility tour, shadowing, reading, safety walk | Can state the pre-session check from memory |
| Days 31–60 | Supervised practice | Runs sessions with a supervisor present | Completes [TO CONFIRM] observed sessions at each station |
| Days 61–90 | Independent practice with review | Runs sessions; supervisor reviews records weekly | Signed off against the competency framework |
| Days 91+ | Full operation and development | Independent operation, specialism or mentoring | Enters the appraisal cycle |
Assign a named buddy and make the relationship explicit rather than hoping it happens. The buddy is the person a new operator asks the questions they are embarrassed to ask the manager, which is precisely how near-misses surface early. Where the equipment is new to the organisation, build supplier commissioning and familiarisation into this window rather than after the first fault.
| Onboarding element | Owner | Timing | Evidence produced |
|---|---|---|---|
| Facility and safety orientation | Manager | Day 1 | Signed orientation checklist |
| Documentation training | Training lead | Week 1 | Sample records reviewed |
| Equipment familiarisation | Senior operator / supplier | Week 1–2 | Self-check performed unaided |
| Supervised session practice | Supervisor | Weeks 3–8 | Observation log with counts |
| Emergency drill participation | Safety lead | Within first month | Drill record |
| Competency sign-off | Supervisor + manager | By day 90 | Signed competency register |
| First appraisal | Manager | Day 90 or first cycle | Appraisal record |
Make the training boundary explicit in writing. Onboarding covers this organisation’s equipment, documentation, escalation routes and client experience; the session curriculum, the daily and weekly runbooks and the detailed emergency scripts belong to the operations manual. Our chamber staff training and operations SOP guide is where those are built — the two documents should reference each other rather than drift into contradiction.
Competency Framework and Sign-Off Records for Chamber Staff
A competency framework converts “they seem fine” into a statement you can defend. Define four levels, describe what a person at each level may do unsupervised, and require evidence for every sign-off. Levels also give you a promotion path, one of the cheapest retention tools available.
Evidence should be behavioural, not attendance-based. Running a session to standard under observation, or correctly handling a simulated fault, is competence; sitting in a room is not. Keep the register current, because a sign-off with no date, assessor or expiry is worth little in an audit.
| Level | What they may do unsupervised | Typical evidence | Review cadence |
|---|---|---|---|
| 1 — Trainee | Observe and assist only | Orientation complete | Continuous |
| 2 — Operator | Run standard sessions, complete records | [TO CONFIRM] observed sessions; record audit | [TO CONFIRM] months |
| 3 — Senior operator | Handle exceptions, coach level 1–2 | Exception handling log; coaching record | [TO CONFIRM] months |
| 4 — Lead / trainer | Assess, sign off, run drills, own documentation | Assessment validity evidence; drill records | [TO CONFIRM] months |
Break competence into assessable units rather than one global judgement. A person can be fully competent at client communication and not yet competent at fault triage; a single pass/fail hides that and leaves a real gap unmanaged.
| Competency unit | Assessment method | Pass standard | Evidence retained |
|---|---|---|---|
| Pre-session equipment check | Direct observation | Zero omissions | Observation checklist |
| Client explanation and consent support | Observation or role-play | Clear, accurate, unhurried | Assessor notes |
| Pressure ramp management and equalisation coaching | Observation during live session | Correct sequencing; client reassured | Session observation record |
| In-session monitoring and communication | Observation | Maintains contact at defined intervals [TO CONFIRM] | Observation record |
| Turnaround, cleaning and restock | Observation | Matches turnaround standard | Checklist |
| Shutdown and record completion | Record audit | Complete, legible, contemporaneous | Sample records |
| Fault recognition and escalation | Drill or scenario | Correct classification and escalation | Drill record |
| Emergency response roles | Drill | Performs assigned role within target time [TO CONFIRM] | Drill record |
Keep the register simple enough that people maintain it: one row per person per competency unit with date, assessor, method and next review, reviewed at the start of every appraisal so development goals rest on evidence rather than recollection.
| Register field | Example | Why it is needed |
|---|---|---|
| Person | Name / ID | Identifies the record |
| Competency unit | “Pressure ramp management” | Granularity |
| Level achieved | 2 | Authorisation scope |
| Method | Observed live session | Shows how it was judged |
| Assessor | Named level 4 | Accountability |
| Date | Signed date | Validity |
| Next review due | Date | Expiry control |
Performance Appraisal: Metrics, Cadence and the Review Conversation
Appraisal is the part of the cycle most organisations skip, usually because it feels like paperwork detached from the work. Done properly it converts session data and observation into an agreed plan for the next quarter, and stops standards quietly relaxing because nobody ever checks them.
Use metric families rather than a single score: volume for capacity, quality for experience, compliance for defensibility, contribution for team capability. Weight them so nobody optimises one at the expense of the others — an operator rewarded only on session volume will compress turnaround and screening.
| Metric family | Examples | Why it is measured | Risk if used alone |
|---|---|---|---|
| Volume | Sessions run, shift coverage | Capacity | Rushed turnaround and screening |
| Quality | Client feedback themes, complaint mentions | Experience | Gaming feedback collection |
| Compliance | Record completeness, checklist adherence | Defensibility | Box-ticking without judgement |
| Contribution | Improvements suggested, colleagues coached | Team capability | Neglect of own core work |
| Development | Competency units gained, drills passed | Capability growth | Paper qualifications |
Set the cadence to the role: a short monthly check-in on records and incidents, a quarterly review against goals, an annual appraisal covering progression and pay, and a post-incident review when needed. Review new operators more often in their first year, where drift is most likely.
| Cadence | Duration | Focus | Output |
|---|---|---|---|
| Weekly huddle | 10 min | This week’s schedule and issues | Verbal, notes in log |
| Monthly check-in | 20 min | Records, incidents, immediate goals | Short written note |
| Quarterly review | 45 min | Metrics against targets, development | Appraisal record with goals |
| Annual appraisal | 60 min | Progression, pay, career path | Agreed development plan |
| Post-incident review | As needed | What happened, what changes | Incident record and actions |
Structure the conversation so it is genuinely two-sided: their view of the period first, then metrics, then two or three dated goals, then what the organisation will provide — training time, equipment fixes, scheduling changes.
| Conversation stage | Approx. time | Content | Common mistake |
|---|---|---|---|
| Self-assessment | 10 min | Their view of wins and difficulties | Skipping it; going straight to metrics |
| Metrics review | 15 min | Data against agreed targets | Debating the data rather than the reasons |
| Behaviour and standards | 10 min | Observed practice, not personality | Vague feedback with no example |
| Goal setting | 15 min | Two to three dated, specific goals | Five vague goals that never happen |
| Support commitment | 10 min | What the employer will provide | Making no commitments at all |
Ratings, if you use them, should describe evidence rather than rank people: “all level 2 competencies current, two record errors corrected in period” is useful, while “3 out of 5” on its own is not. Avoid forced distribution — in a team of four operators it produces artificial differentiation and damages the collaboration that chamber work depends on.
Retention, Progression and Managing Exit
Turnover is the most expensive line item nobody puts in the budget. Every departure costs recruitment time, a vacant or thinly covered schedule, onboarding hours for the replacement, and a period in which the replacement is competent on paper but not yet in practice.
Retention is mostly design, not persuasion. People stay where the schedule is predictable, the standards are clear, the equipment works, the manager is consistent and there is somewhere to go next — decisions made above the operator’s pay grade.
| Retention lever | What it looks like in practice | Cost | Typical effect [TO CONFIRM] |
|---|---|---|---|
| Predictable schedule | Rota published [TO CONFIRM] weeks ahead | Low | High |
| Visible progression | Level 2 → 3 → 4 with published criteria | Low | High |
| Working equipment | Faults fixed within [TO CONFIRM] days | Medium | High |
| Consistent management | Same standards applied to everyone | Low | High |
| Skill breadth | Cross-training across stations and models | Low | Medium |
| Listening mechanism | Monthly check-in actually acted on | Low | Medium |
| Pay reviewed against market | Annual benchmark [TO CONFIRM] | High | Medium |
Progression needs to be written down to be believed. Publish the criteria for each competency level, the assessment method and roughly how long it takes, then honour it; a published path that is never applied damages trust faster than having no path at all.
| Level | Typical time in role [TO CONFIRM] | Criteria | What changes |
|---|---|---|---|
| Operator → Senior | 12 months | All level 2 units current; exception log | Handles exceptions, coaches |
| Senior → Lead | 24 months | Level 3 units; assessment validity | Signs off, runs drills |
| Lead → Multi-site | Variable | Cross-site consistency record | Supports new locations |
| Operator → Trainer track | Variable | Coaching record; communication score | Delivers onboarding |
Exit deserves the same discipline as entry: notice periods that allow cross-cover, an exit interview asking what would have changed the decision, and a knowledge-capture checklist before the last day. That knowledge walks out permanently otherwise.
| Exit step | Owner | Timing | Output |
|---|---|---|---|
| Resignation acknowledged in writing | Manager | Within 2 days | Notice period confirmed |
| Cover plan for affected sessions | Manager | Within 1 week | Revised rota |
| Exit interview | Manager or HR | Final fortnight | Themes recorded |
| Knowledge capture | Senior operator | Final week | Written handover note |
| Access and keys returned | Coordinator | Last day | Access log updated |
| Competency records archived | Training lead | Last day | Files retained per policy |
| Client communication plan | Manager | Before last day | Clients reassigned visibly |
Across a group, treat departures as a signal about the operation rather than about the individual. Two resignations in six months from the same site usually point to a scheduling, equipment or management issue there, and the fix sits upstream of recruitment.
Conclusion: Build the Team Before You Need It
Chamber capacity is a staffing outcome before it is an equipment outcome. The models in the HyperbaricO2Care range — AURA One for home use, NEPTUNE Flow for portable operation, LUMINA One for spa and beauty settings, TITAN Duo for clinical work and POLARIS Duo for high-throughput commercial sites at up to 1.75 atm — differ in envelope, occupancy and footprint, but none of them runs itself.
The sequence in this article is deliberately simple: map the work, write the profile, source in the right channels, screen structurally, check thoroughly, onboard in ninety days with gates, sign off competence in units, appraise on balanced metrics, and design retention before you need it.
Two practical cautions close it. Start hiring earlier than feels necessary — the lead time from advert to independently competent operator is measured in months, not weeks, and it is the longest lead-time item in any expansion plan. And keep this document and the operations manual referencing rather than duplicating each other.
Distributor and clinic teams planning a first or additional chamber can discuss staffing models, commissioning support and operator familiarisation with our team via the HyperbaricO2Care contact page.
| 90-day action plan | Owner | Output |
|---|---|---|
| Map the work blocks and shift model | Manager | Task map and headcount |
| Write and publish the job profile | Manager | One-page profile |
| Build the question bank and rubric | Manager + senior operator | Scoring tool |
| Stand up the competency framework | Training lead | Four levels, units, register |
| Schedule the first appraisal cycle | Manager | Dates and forms |
| Review retention design | Owner | Published progression path |
Medical disclaimer: This article is provided for general business and operational information only and is not medical advice. Mild hyperbaric oxygen therapy involves pressurised oxygen and is not without risk; untreated pneumothorax is an absolute contraindication. Suitability for hyperbaric exposure must be assessed by a qualified clinician for each individual. HyperbaricO2Care chambers are CE-marked and manufactured under an ISO 13485 quality management system; no claim of FDA clearance for any indication is made or implied. Always follow the instructions for use, your local regulations and your supervising clinician’s guidance.