Supporting GPs to interpret and learn from Patient and Colleague
|
|
- Stephen Ellis
- 8 years ago
- Views:
Transcription
1 Supporting GPs to interpret and learn from Patient and Colleague Feedback Dr Di Jelley Northern Deanery Associate Advisor for Appraisal and Revalidation APCE Appraisal Conference 14/11/12
2
3 What is Multi-source feedback [MSF]? MSF provides the opportunity for patients, nonmedical co-workers (including other health professionals, managers and administrators) and medical colleagues (including trainees and juniors) to reflect on the professional skills and behaviour of a doctor. GMC 2011
4
5 What is multi-source feedback for? Seen as a developmental tool to examine behaviours key to a job such as teamwork, communication and interpersonal skills Aim is to provide a set of colleagues and patients opinions based on GMC criteria, and to compare these with Dr s self assessment Looks less at what people do, and more at how they do it Aim is to enhance individual and team performance
6 Experience of MSF in the health service Used extensively in North America as part of reaccreditation Can achieve high levels of reliability if raters are used Allowing Dr to choose raters does NOT lead to more +ve feedback than random selection Already widely used in junior Dr training Several feedback tools have now been evaluated in UK general practice
7 GMC feedback questionnaires-research findings Campbell et al report via GMC guidance on pilot work with > 17,000 colleague and patient responses - uk.org/executive_summary_of_research.pdf_ pdf GMC work and other studies have shown that accurate feedback on Dr performance can be provided not only by other Drs but also by nurses, other health professionals and administrators
8 Potential Benefits of 360 feedback You don t know how others see you until you ask Praise is a very powerful motivator Can be a very powerful a learning experience Self assessment of communication skills, team relationships, leadership skills etc is very inaccurate
9 Possible Pitfalls with 360 degree feedback Destructive feedback can be very damaging to the individual and the team Anonymity may be used to express grudges or personal animosity Feedback without facilitated discussion unlikely to change behaviour Time consuming and respondents may get feedback fatigue
10 What tools are to be used for Patient and Colleague Feedback The RCGP Guide [version 7 June 2012] only recommends CFEP and Edgecumbe, as well as GMC questionnaires, as tools for both Colleague and Patient feedback other tools for either/or The surveys must be independently collected and collated They must be developed and piloted in line with GMC Guidance The GMC has worked with CFEP to develop their own feedback questionnaires these are free of charge but must be collated and compared against national norms using external provider or by Trust/PCT etc
11 GMC Questionnaires These have been developed and piloted by CFEP The questionnaires themselves are free to download from the GMC website, but they must be collated independently and provide the Dr with comparisons to national norms CFEP are one of the organisations who collate them for doctors [at a cost] Clarity and RCGP include them in their e-portfolio Collation can also be done by the PCT or Trust
12 CFEP -CFEP uses both the GMC questionnaires and their own version of feedback tools-they are very similar but only the latter has locum specific data at present. CFEPhttp:// eral-practice/360.aspx
13 Edgecumbe Edgecumbe uses their own surveys which are similar to the GMC ones RCGP approves both of these Edgecumbe Edgecumbe
14 Clarity and RCGP Clarity anr RCGP both offer GMC questionnaires as part of their annual fee Neither yet have much of a comparative data base, but this will improve No clear indication yet as to how either will present their comparative data
15 Interpreting feedback some general points Patient Responses Bias towards the positive majority of all responses good to excellent only 1% less than satisfactory or poor 98% happy to see that doctor again Colleague responses Again tend to be very positive majority ranking their colleague as good to excellent Only 1% ranked their colleague as less than satisfactory or poor 97% agree their colleague was fit to practise medicine
16 Bench-marking [1] The data base of responses from the pilot studies is from volunteers who are unlikely to be a truly representative sample of all UK doctors The differences between the lowest and highest quartiles is often very small this may increase as data base expands to include all doctors Appraisers should also be aware of rating biases when interpreting the doctor s data
17 Bench-marking [2]- Rating biases Patient factors- the following all tend to lead to higher ratings: Perceived importance of the consultation Well-established doctor/patient relationship Ethnic group responses higher from white than ethnic group patients Age -patients over 40 Colleague factors--higher ratings with High frequency of contact between Dr and rater Non medical peers rate higher highly than medical
18 Bench-marking [3]- Rating biases Doctor factors the following score less highly overall from patients and colleagues Locums Doctors whose primary medical degree is from outside the UK Ideally the doctor should be compared with a cohort of patients/colleagues with similar characteristics, but this data is not yet widely available. CFEP does have some locum specific data with their own not the GMC questionnaire
19 Interpreting the feedback CFEP and Edgecumbe do it differently Edgecumbe give a % value for every question if the doctor s responses are marked as 10% this means only 10 % of doctors had responses to this question which scored lower than this doctor s response. If the doctor has a score of 85% for a particular question, this means that only 15% of doctors would have a higher score than this doctor on this question
20 Interpreting CFEP CFEP uses quartiles the doctor s responses are graded as lowest quartile -25% middle quartiles 25-75%- and top quartile above 75% The concept is the same as Edgecumbe but the figures look a little different. If responses to a particular question are in the bottom quartile, this means they are the lowest 25% of scores-if the responses are in the top quartile then for that question the doctor s responses are in the highest 25%.
21 Interpreting the figures Given the research data findings that suggest most doctors are highly rated most of the time, it is worth identifying for discussion any areas where The responses are in the lowest quartile [CFEP] or below 25% [Edgecumbe] Any area where the range of responses is quite wide The responses are higher or lower than the doctor s self assessment
22 Structuring the discussion about feedback Focus first on the overall results most are likely to be good/very good overall and this should set the scene for the discussion Consider discussion about the process How many questionnaires were returned How and where was the patient survey done Did the sample have any special characteristics How many valid responses were received
23 Considering strengths and weaknesses Celebrate all the positives -high ratings and positive comments Do all the items get a similar rating or are there marked differences between items Does the doctor score significantly lower than other doctors [ie lowest quartile or <25%] on any items Does the self-assessment vary significantly from the patient/colleague scores Are there any comments that need specific review
24 General advice advice on how to discuss feedback Most doctors find eliciting feedback stressful and fear they will be found wanting -be sensitive to this and supportive in your comments celebrating the positives The process is formative- NOT pass or fail your aim is to make sense of feedback and use it to inform to shape the doctor s CPD as needed Use open questions, identify strengths, development areas, and any unhelpful behaviours Should lead to agreement on what to keep doing and what to do differently Finish by summarising strengths
25 Consider the PINs model for supporting change-solution focused [Dr Steve Blades] Platform for change (P) Describing the ideal (I) Where are you now? (N) Next steps (S)
26 Platform for change (P) What is it important for you to change / improve? What will be the benefits of the change e.g. to you, to colleagues, to patients What would be the positive knock on effects of the change? How important is it to change on a scale of 1-10
27 Describing the ideal (I) Imagine you were doing this really well. What would be happening? What would you be doing? What would others see and hear? (Concentrate on the observable not on feelings)
28 Where are you now? (N) On a scale of 1-10 where 1 is never doing any of this and 10 is doing it all of the time where are you now? What makes it n? (rather than less than n) When are you able to do better than this? Take the opportunity to be affirming about the ability to accomplish the change at least partly or some of the time.
29 Next steps (S) What would be happening if you were doing n+1? What would you be doing? What would others see and hear? What small steps can you take to get you to n+1? How can you experiment with changes? What and when will you actually do? Who can support you in making these changes? What will be the first signs of change?
30 Summarising the discussion [1] When considering areas for change it may be helpful to think about some of these points What might be the benefits of change? These What might be the benefits of change? These might be benefits for the doctor, patients or colleagues.
31 Summarising the discussion [2] Be as specific as possible about the change. For example if the doctor needs to communicate better with staff be clear about what is meant by this and how it might be achieved and reviewed? Making changes in this area can be difficult so be realistic about how many things can be changed at once
32 PDP aims make them specific For some changes further training might be indicated. Actions might include attendance at a communication skills update, doing some joint or videoed consultations, specific training on shared decision making skills, leadership skills, mentoring, coaching etc Try and include a specific action on the PDP not just a vague aspiration
33 Self-assessment of your feedback review skills The University of Exeter Medical School are currently developing an on-line self-assessment tool for appraisers [using CFEP questionnaires] Collated feedback for a range of doctors will be available to view and assess Appraisers will be able to see how their interpretation of the feedback compares with that of other raters This will be a valuable education tool for appraisers and may help to identify appraisers who assess at the hawk or dove ends of the spectrum, and move them towards the middle ground
34 Northern Deanery Website Northern deanery/primary care/appraisal and revalidation latest news FAQs on patient and colleague feedback
35 !"##$%$&'($)*(+$
4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A. Revalidation: Guidance on Colleague and Patient Questionnaires
4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A Revalidation: Guidance on Colleague and Patient Questionnaires The document is intended to provide guidance for those involved
More informationReady for revalidation. Guidance on colleague and patient questionnaires
2012 Ready for revalidation Guidance on colleague and patient questionnaires 2 Revalidation is the process by which doctors must demonstrate to the General Medical Council (GMC), normally every five years,
More informationRevalidation processes for sessional GPs: A feasibility study to pilot current proposals
Revalidation processes for sessional GPs: A feasibility study to pilot current proposals Report to the Royal College of General Practitioners April 2010 Di Jelley Gill Morrow Charlotte Kergon Bryan Burford
More informationSupporting information for appraisal and revalidation: guidance for General Practitioners
Supporting information for appraisal and revalidation: guidance for General Practitioners Based on the Academy of Medical Royal Colleges and Faculties Core for all doctors 2 Supporting information for
More informationRoyal College of Obstetricians and Gynaecologists. Faculty of Sexual and Reproductive Healthcare
Royal College of Obstetricians and Gynaecologists Faculty of Sexual and Reproductive Healthcare Supporting Information for Appraisal and Revalidation: Guidance for Obstetrics and Gynaecology and / or Sexual
More informationGenito-urinary Medicine
Specialty specific guidance on documents to be supplied in evidence for an application for entry onto the Specialist Register with a Certificate of Eligibility for Specialist Registration (CESR) Genito-urinary
More informationImproving SAS appraisal: a guide for employers
Improving SAS appraisal: a guide for employers June 2013 Improving SAS appraisal: a guide for employers Introduction Effective annual appraisal is the cornerstone of medical revalidation. Doctors need
More informationQuality Assurance of Medical Appraisers
Quality Assurance of Medical Appraisers Recruitment, training, support and review of medical appraisers in England www.revalidationsupport.nhs.uk Contents 1. Introduction 3 2. Purpose and overview 4 3.
More informationPutting the Patient first Introduction. Ian Starke Director of CPD, Royal Colleges of Physicians, United Kingdom
Putting the Patient first Introduction Ian Starke Director of CPD, Royal Colleges of Physicians, United Kingdom Session Summary Ian Starke Lay involvement in CPD in the UK Alex Wyke The Mobilisation of
More informationEducation Surveys and Trends for 2014-17
3 June 2014 Education and Training Advisory Board 5 To consider Education surveys plan 2014-17 Issue 1 With the success of the National Training (NTS) there have been calls to expand the use of surveys
More informationSupporting information for appraisal and revalidation
Supporting information for appraisal and revalidation During their annual appraisals, doctors will use supporting information to demonstrate that they are continuing to meet the principles and values set
More informationGuidance note: Appraisal and assessment of the Chair
Guidance note: Appraisal and assessment of the Chair This guidance note is written to support clerks, principals and chairs in considering the various ways of carrying out chairs appraisal. How is the
More informationTraining trainee solicitors Guidelines on performance review and appraisals
Training trainee solicitors Guidelines on performance review and appraisals Education and Training Unit Version 1 29/07/05 Page 1 of 7 www.sra.org.uk For alternative formats email, info.services@sra.org.uk
More information360 Feedback HR Representative - Initiation
360 Feedback HR Representative - Initiation Presented by: Kristin Chapman Janet Taggart Why 360 Feedback? Increases self-awareness Clarifies behaviors Measures the how Raises accountability Promotes dialogue
More informationHow To Get Feedback From Tma 360 Degree Feedback Workbook
Maximize TMA 360 degree feedback Thank you for using TMA 360 degree feedback 360 degree feedback is a powerful tool, but should be used properly. Read this workbook carefully before you start with 360
More informationRevalidation - what might be appropriate for Australia
Revalidation - what might be appropriate for Australia Dr Joanna Flynn AM Chair, Medical Board of Australia RACMA E-dgy Issues 29 May 2014 Professional regulation currently National Law provides that Medical
More informationPERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010
PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning
More informationIntroduction to Clinical Examination and Procedural Skills Assessment (Integrated DOPS)
Introduction to Clinical Examination and Procedural Skills Assessment (Integrated DOPS) October 2014 RCGP WPBA core group Contents Introduction 3 Summary of the key changes 4 Step-by-step guide for Trainees
More informationSupporting information for appraisal and revalidation: guidance for paediatrics and child health
Supporting information for appraisal and revalidation: guidance for paediatrics and child health Based on the Academy of Medical Royal Colleges and Faculties Core Guidance for all doctors. General Introduction
More informationMedical Appraisal Guide
A guide to medical appraisal for revalidation in England March 2013 (reissued with updated hyperlinks September 2014) www.england.nhs.uk/revalidation/ Contents Introduction 3 Purpose and context 4 Primary
More informationGood Practice Guidelines for Appraisal
Good Practice Guidelines for Appraisal Dr Laurence Mynors Wallis Dr David Fearnley February 2010 1 Contents Page Introduction 3 Link between appraisal and revalidation 4 Preparation for the appraisal meeting
More informationTHE COLLEGE OF EMERGENCY MEDICINE
THE COLLEGE OF EMERGENCY MEDICINE on Supporting Information for Revalidation General Introduction The purpose of revalidation is to assure patients and the public, employers and other healthcare professionals
More informationSupporting information for appraisal and revalidation: guidance for clinical oncology and clinical radiology, Second edition
www.rcr.ac.uk Supporting information for appraisal and revalidation: guidance for clinical oncology and clinical radiology, Second edition Based on the Academy of Medical Royal Colleges and Faculties Core
More informationREVALIDATION GUIDANCE FOR PSYCHIATRISTS
REVALIDATION GUIDANCE FOR PSYCHIATRISTS Version 2 Dr Laurence Mynors-Wallis Registrar December 2011 1 The Royal College of Psychiatrists is the professional and educational body for psychiatrists in the
More informationSummary of responses from our survey on the role of the GMC in CPD March to August 2011
Summary of responses from our survey on the role of the GMC in CPD March to August 2011 As part of the review we held an informal survey for doctors to get a snap-shot of how doctors use CPD and their
More informationSupporting information for appraisal and revalidation
Supporting information for appraisal and revalidation During their annual appraisals, doctors will use supporting information to demonstrate that they are continuing to meet the principles and values
More informationNMC Revalidation: FAQs. nursingtimes.net/nursing-practice/revalidation
NMC Revalidation: FAQs Introduction Every nurse who wants to stay on the register and legally be able to work in the UK, must revalidate from December 2015, when they come to re-register. There is a lot
More informationThe Healthcare Leadership Model Appraisal Hub. 360 Assessment User Guide
The Healthcare Leadership Model Appraisal Hub 360 Assessment User Guide 360 Assessment User Guide Contents 03 Introduction 04 Accessing the Healthcare Leadership Model Appraisal Hub 08 Creating a 360 assessment
More informationAn Appraisal Handbook for General Practice Nurses
An Appraisal Handbook for General Practice Nurses Published May 2009 Contents Introduction Background Consultation and Development Process Purpose of this Document Why do Appraisal? Appraisal Is... Appraisal
More informationRevalidation in Pharmacy: Evaluation of appraisal and alternative sources of evidence
Revalidation in Pharmacy: Evaluation of appraisal and alternative sources of evidence Volume 1: Main report Final Report (30 July 2010, amended 17 December 2010) Dr Ellen I Schafheutle Lecturer in Law
More informationNon UK qualified doctors and Good Medical Practice: The experience of working within a different professional framework.
Non UK qualified doctors and Good Medical Practice: The experience of working within a different professional framework Report for the General Medical Council February 2009 Executive Summary Anne Slowther
More informationManaging in the Round. 360 Degree Feedback and Middle Manager Development Programme
Managing in the Round 360 Degree Feedback and Middle Manager Development Programme 2 Managing in the Round 360 Degree Feedback and Middle Manager Development Programme What does Managing in the Round involve?
More informationCore Module 2: Teaching, Appraisal and Assessment
Core Module 2: Teaching, Appraisal and Assessment Learning outcomes: To understand and demonstrate the knowledge, skills and attitudes to provide appropriate teaching, learning opportunities, appraisal,
More informationContext and aims of the workshops
Themes from the Quality Assurance Review Workshops June 2012 Context and aims of the workshops 1. The General Medical Council (GMC) has legal responsibility for setting standards for undergraduate and
More informationCompetency-based 360 Multi-Source Feedback
Competency-based 360 Multi-Source Feedback Contents INTRODUCTION 3 ESTABLISHING FEEDBACK GOALS 3 PROCESS AND RESOURCES 4 DELIVERING THE PROJECT 7 SELECTING A MULTI-SOURCE FEEDBACK SOFTWARE SOLUTION 9 360
More informationAMOCO SKILLS APPRAISAL
AMOCO SKILLS APPRAISAL APM-MPG s Inventory The Inventory is divided into eight performance dimension sections identifying the skills required to do your job. Communication Creativity/Innovation Decision
More informationSam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd.
Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL ABOUT THE PSYTECH 360 APPRAISAL 360 appraisals compare an individual's self ratings on a number of behavioural competencies to the ratings
More informationLeadership and management for all doctors
Leadership and management for all doctors The duties of a doctor registered with the General Medical Council Patients must be able to trust doctors with their lives and health. To justify that trust you
More informationRegistered Nurse Southlands Person Specification and Competencies
Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation
More informationAssessment. Leeds School of Medicine. Date 18 October 2012. Leeds School of Medicine (the School), and Bradford Royal Infirmary.
Check Leeds School of Medicine Date 18 October 2012 Locations Visited Programme Team Leader Visitors GMC staff Purpose of the check Summary Leeds School of Medicine (the School), and Bradford Royal Infirmary.
More informationHuman Resources. Values for Working Together and Professional Behaviours
Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the
More informationThe Healthcare Leadership Model Appraisal Hub and 360 report. Facilitator user guide
The Healthcare Leadership Model Appraisal Hub and 360 report Facilitator user guide The Healthcare Leadership Model Appraisal Hub and 360 report: Facilitator user guide version 1.0 May 2014 Facilitator
More information40% of the group are aged 44 to 59 (Practice as a whole 33.6% for this age group).
Patient Participation Group Report 2013/2014 Component: 1 After the patient participation group s inception in 2011 we meet on a regular basis to discuss patient issues and Practice improvements with the
More information360 Degree Feedback Report
Report Preview 360 Degree Feedback Report Your Organisation 360 Feedback Report Date Created : Thu 23 Aug 2007 Contribution Breakdown Peer 1 Manager 1 Self 1 Direct Report 1 Other 1 Customer 1 Stakeholder
More informationPeople Management and Leadership Training That Gets Results!
and Leadership Training That Gets! Welcome to Great Managers! A 5 year Australian Government-funded research report, Leadership, Culture and Management Practices of High Performing Workplaces: The High
More informationA Fresh Look at Appraisals in Law Firms
A Fresh Look at Appraisals in Law Firms By Nick Jarrett-Kerr Introduction Most law firms claim to have appraisal systems but the trouble is that very few of them are effective. Implementation seems to
More informationWHAT MAKES GREAT TEACHING AND LEARNING? A DISCUSSION PAPER ABOUT INTERNATIONAL RESEARCH APPLIED TO VOCATIONAL CONTEXTS
WHAT MAKES GREAT TEACHING AND LEARNING? A DISCUSSION PAPER ABOUT INTERNATIONAL RESEARCH APPLIED TO VOCATIONAL CONTEXTS Background Good teaching is the core driver of high quality learning. Linked with
More informationWorking with doctors working for patients: the 21 st century GMC
Working with doctors working for patients: the 21 st century GMC Professor Terence Stephenson BSc, DM, FRCPCH, FRCP, FRACP, FRCPI, FRCS, FHKAP, FRCGP Royal Medical Benevolent Fund, 21 September 2015 The
More informationThe Workplace Learning Environment
FACULTY GUIDE The Workplace Learning Environment in Postgraduate Medical Training October 2013 Appendices all guidance published by NACT UK 1. Who does what in PGME 2. Roles of Supervisors 3. Job Descriptions
More information39 360-Degree Feedback
643 39 360-Degree Feedback Learning outcomes On completing this chapter you should know about: The process of 360-degree feedback 360-degree methodology Use of 360-degree feedback Advantages and disadvantages
More information360-DEGREE FEEDBACK DEFINED
34 360-degree feedback 360-degree feedback is a relatively new feature of performance management, although interest is growing. The Institute of Personnel and Development 2003 survey (Armstrong and Baron,
More informationRunning Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University
Running Head: 360 DEGREE FEEDBACK 1 Leadership Skill Assessment: 360 Degree Feedback Cheryl J. Servis Virginia Commonwealth University 360 DEGREE FEEDBACK 2 Leadership Skill Assessment: 360 Degree Feedback
More informationMedical Leadership Content of Royal College Curricula
Medical Leadership Content of Royal College Curricula College Chapter Heading Page # Royal College of GP's THE CORE CURRICULUM STATEMENT: Being a General Practitioner Medical Leadership within the Curriculum
More informationAccreditation standards for training providers
PREVOCATIONAL MEDICAL TRAINING FOR DOCTORS IN NEW ZEALAND Accreditation standards for training providers Introduction Prevocational medical training (the intern training programme) spans the two years
More informationPerformance Review and Development Scheme for Support Staff Policy
Performance Review and Development Scheme for Support Staff Policy Policy Reviewed by Resource committee Autumn 2013 Reviewed policy shared with staff on: Autumn 2013 Policy to be reviewed again on: Autumn
More informationACHIEVING COMPLIANCE THROUGH PEOPLE: TRAINING SUPERVISORS TO TACKLE PROCEDURAL NON-COMPLIANCE
ACHIEVING COMPLIANCE THROUGH PEOPLE: TRAINING SUPERVISORS TO TACKLE PROCEDURAL NON-COMPLIANCE Paul Leach 1, Jonathan Berman 1 and David Goodall 2 1 Greenstreet Berman Ltd, London, UK 2 National Grid, UK
More informationUK Dental Core Training Curriculum Framework. 16th April 2015
UK Dental Core Training Curriculum Framework 16th April 2015 1 Dental Core Training Curriculum Executive Summary This framework is the first stage in the development of the UK wide Dental Core Training
More informationEnvisia Learning 360 Feedback Online Project Flow Process
Envisia Learning 360 Feedback Online Project Flow Process Step 1: Defining the 360 Feedback Project This step includes first defining the purpose of the 360 feedback intervention with your client and answering
More informationThe Good medical practice framework for appraisal and revalidation
The Good medical practice framework for appraisal and revalidation The framework sets out the broad areas which should be covered in medical appraisal and on which recommendations to revalidate doctors
More informationWESTERN HEALTH AND SOCIAL CARE TRUST POLICY ON APPRAISAL FOR DOCTORS and DENTISTS
WESTERN HEALTH AND SOCIAL CARE TRUST POLICY ON APPRAISAL FOR DOCTORS and DENTISTS Consultants/Non Consultant Grades Community Dentists Locum Doctors and Dentists Joint Appointments PROCEDURE AND DOCUMENTATION
More informationSTAFF AND ASSOCIATE SPECIALIST DOCTORS / SPECIALTY DOCTORS / NON CONSULTANT CAREER GRADE DOCTORS APPRAISAL SCHEME. Date ratified: 27 February 2009
STAFF AND ASSOCIATE SPECIALIST DOCTORS / SPECIALTY DOCTORS / NON CONSULTANT CAREER GRADE DOCTORS APPRAISAL SCHEME Version: 1 Ratified by (name of Committee): JLNC Date ratified: 27 February 2009 Date issued:
More informationTHE 360 DEGREE FEEDBACK POCKETBOOK. By Tony Peacock Drawings by Phil Hailstone
THE 360 DEGREE FEEDBACK POCKETBOOK By Tony Peacock Drawings by Phil Hailstone CONTENTS INTRODUCTION 5 The basic concept, link to traditional appraisal, revealing the blind spot, benefits and uses GETTING
More informationSKILLS AUDIT 2010. Board Skills Audit and Appraisal. For Executive and Non- Executive Directors, Trustees and Governors
SKILLS AUDIT 2010 Board Skills Audit and Appraisal For Executive and Non- Executive Directors, Trustees and Governors Introduction Since the early 1990s, various reports on corporate governance in the
More informationConsulted with: Ormiston Academies Trust, ASCL, ATL, GMB, NAHT, NASUWT, NUT, Unison and Unite.
Policy name: Managing teacher performance - Appraisal procedure Date consulted on: September 2014 Date for review: August 2015 Author: Ormiston Academies Trust - HR department Consulted with: Ormiston
More informationCENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST
CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Agenda Item 9.3.1 Report of: Paper prepared by: Date of paper: Subject: Professor R C Pearson, Medical Director Miss S Rowlands, Trust Assurance
More informationDSC Management & Leadership Fair. 360 Appraisal
DSC Management & Leadership Fair 360 Appraisal 1 Going Round in Circles! Many people think 360 is a new concept and something of a flavour of the month initiative. However if you speak to the non -managerial
More informationBest Practices to Ensure Impact
360-Degree Feedback Best Practices to Ensure Impact Executive Summary The 360-degree feedback process, in which direct reports, peers, bosses and/or customers provide behavioral and performance feedback
More informationwww.reactive360.com What is a 360 degree appraisal? A short introduction to the process. Contents: Introduction: page.2.
www.reactive360.com What is a 360 Document Version 1.01 Thursday, 16 August 2007 What is a 360 degree appraisal? A short introduction to the process. Contents: Introduction: page.2. How many people should
More informationGetting the best from your 360 degree feedback
1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...
More informationLeadership and Management Standards for Medical Professionals
Leadership and Management Standards for Medical Professionals Why we need the standards The definition of the standards of medical leadership and management is long overdue, given the correlation between
More informationPersonal Development Competency Project Professional Services. A 3-part guide for managers and staff
Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced
More information360-Degree Assessment: An Overview
360-Degree Assessment: An Overview United States Office of Personnel Management Performance Management and Incentive Awards Division This material was developed with the assistance of Human Technology,
More informationAdministrative Instruction
Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff
More informationPerformance Management Programme 2014-15. Sandymoor School, E Simpson
Performance Management Programme 2014-15 CONTENTS Rationale... 5 Teacher standards:... 5 Sandymoor s criteria for School Development:... 5 The four key areas for OFSTED are:... 5 The structure of the
More informationPRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING
PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING OUTLINE Definition of Performance Appraisal Why Performance Appraisal (Objectives) Benefits Types of Performance Appraisal Appraisal System
More informationWarrnambool East Primary School, VIC
Performance and development documentation - March 2013 Warrnambool East Primary School, VIC Contents Staff feedback and appraisal program 2012 (Extract) Includes WEPS 2012 Annual Implementation Plan, Effective
More informationCouncil Meeting, 26/27 March 2014
Council Meeting, 26/27 March 2014 HCPC response to the Final Report of A Review of the NHS Hospitals Complaint System Putting Patients Back in the Picture by Right Honourable Ann Clwyd MP and Professor
More informationNETWORKING and SUPPORT GROUPS. Wendy Kingston Human Resources Manager Medical Staff Norfolk and Norwich University Hospitals NHS Foundation Trust
NETWORKING and SUPPORT GROUPS Wendy Kingston Human Resources Manager Medical Staff Norfolk and Norwich University Hospitals NHS Foundation Trust Why am I up here? Because I firmly believe in the positives
More informationHonours Degree (top-up) Business Abbreviated Programme Specification Containing Both Core + Supplementary Information
Honours Degree (top-up) Business Abbreviated Programme Specification Containing Both Core + Supplementary Information 1 Awarding Institution / body: Lancaster University 2a Teaching institution: University
More informationWelcome Thank you for your interest in joining the team at Cornwall Air Ambulance.
Welcome Thank you for your interest in joining the team at Cornwall Air Ambulance. About the Charity The Cornwall Air Ambulance Trust is a Registered Charity and Company Limited by Guarantee. Incorporated
More informationAssessment, Recording and Reporting Policy. Committee Responsible: Curriculum & Standards
The process of assessing, recording and reporting is required to: Inform students, parents and teachers of attainment and progress being made by students in all areas of the curriculum. Allow realistic
More informationIn-house performance review of salaried GPs
March 2008 In-house performance review of salaried GPs Guidance for GPs In-house performance review of salaried GPs Introduction An in-house performance review (IHPR) of salaried GPs can be valuable to
More informationCOPDEND Standards for Dental Educators
COPDEND Standards for Dental Educators www.copdend.org This document was prepared for COPDEND by Alison Bullock and Julie Browne at Cardiff University working in consultation with the Advisory Group. Membership
More informationGuide for Clinical Audit Leads
Guide for Clinical Audit Leads Nancy Dixon and Mary Pearce Healthcare Quality Quest March 2011 Clinical audit tool to promote quality for better health services Contents 1 Introduction 1 1.1 Who this
More informationTHE 360-DEGREE FEEDBACK AVALANCHE
THE 360-DEGREE FEEDBACK AVALANCHE This article was written by Roland Nagel and published in HRMonthly, September 1997. Roland Nagel has also written an article called 360-Feedback Covers All The Angles
More informationNON CONSULTANT CAREER GRADE DOCTORS AN IMPORTANT PART OF THE PAEDIATRIC WORKFORCE
NON CONSULTANT CAREER GRADE DOCTORS AN IMPORTANT PART OF THE PAEDIATRIC WORKFORCE Background Non consultant career grade doctors (NCCGs) have traditionally formed a large part of the paediatric workforce.
More informationManagement Competencies - 360 Assessment
Management Competencies - 360 Assessment Up-skill managers to prevent and reduce workplace stress Line managers play a vital role in the identification and management of workplace stress. Managers will
More informationStudy of an organization employing 360 degree feedback
International Journal of Farm Sciences 2(2) : 155-160, 2012 Study of an organization employing 360 degree feedback ROMILLA BALI and NEHA SHARMA Department of Social Sciences Dr YS Parmar University of
More informationLeadership Practices Questionnaire Self Assessment
Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement
More informationDTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample
DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an
More informationHE STEM Staff Culture Survey Guidance
HE STEM Staff Culture Survey Guidance 1 1. Introduction The steps that lead to gender equality within organisations are also those that promote good employment practice and an inclusive environment for
More information2011 National NHS staff survey. Brief summary of results from South West London And St George's Mental Health NHS Trust
2011 National NHS staff survey Brief summary of results from South West London And St George's Mental Health NHS Trust Table of Contents 1: Introduction to this report 3 2: Overall indicator of staff engagement
More informationPerformance review for Council members
Council meeting 8 December 2010 12.10/C/02 Public business Performance review for Council members Purpose To consider options for a performance review process for Council members. Recommendation The Council
More informationTelemarketing- Customer Satisfaction Campaigns
Telemarketing- Customer Satisfaction Campaigns Why undertake them? An overview Insight into Customer Satisfaction Surveys Customer Satisfaction surveys are often overlooked as a core marketing activity,
More informationStaff Development and Performance Management Policy & Procedure
Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure
More informationThe Successful Manager s Leadership Program
The Successful Manager s Leadership Program The Successful Manager s Leadership Program The University of Minnesota s College of Continuing Education (CCE) is pleased to present the following information
More informationEmploying and supporting specialty doctors. A guide to good practice
Employing and supporting specialty doctors A guide to good practice April 2008 Contents Foreword Key recommendations About this guide What are specialty doctors? Background: why changes are necessary Good
More informationRoyal College of Physicians of Edinburgh EDUCATION, TRAINING AND STANDARDS DEPARTMENT VACANCY FOR DIRECTOR OF EDUCATION
Royal College of Physicians of Edinburgh EDUCATION, TRAINING AND STANDARDS DEPARTMENT VACANCY FOR DIRECTOR OF EDUCATION JOB DESCRIPTION AND APPLICATION PROCESS Background The traditional role of College
More informationRecruitment and Retention Guidance Appraisal and 360º feedback
Recruitment and Retention Guidance Appraisal and 360º feedback Page 1 The main purpose of an Appraisal is to assist employees to develop their performance which in turn will contribute to the overall development
More informationCOURSE AND TEACHER SURVEYS (CATS) AT VILLANOVA UNIVERSITY
COURSE AND TEACHER SURVEYS (CATS) AT VILLANOVA UNIVERSITY A guide for new faculty members There are probably more studies of student ratings than of all of the other data used to evaluate college teaching
More information