Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Chapter 50 Managing staff
- Chapter 51 Employing new staff to the organization and starting work
- Chapter 52 Managing normal working
- Chapter 53 Job planning
- Chapter 54 Appraisals
- Chapter 55 Revalidation
- Chapter 56 Managing poor performance
- Chapter 57 Managing other problems
- Chapter 58 Measuring how well we manage staff
- Chapter 59 Managing stress
- Chapter 60 The sick doctor
- Index
Chapter 52 - Managing normal working
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Chapter 50 Managing staff
- Chapter 51 Employing new staff to the organization and starting work
- Chapter 52 Managing normal working
- Chapter 53 Job planning
- Chapter 54 Appraisals
- Chapter 55 Revalidation
- Chapter 56 Managing poor performance
- Chapter 57 Managing other problems
- Chapter 58 Measuring how well we manage staff
- Chapter 59 Managing stress
- Chapter 60 The sick doctor
- Index
Summary
Setting objectives
Every year every employee should be set objectives. The idea is that after a year a person should have learnt to do what they do better, and this should create some capacity to take on some new activity. Ideally, this activity should provide an interesting challenge for the individual as well as adding value to the organization. Good objectives should be ‘SMART’: specific, measurable, achievable, realistic and time-limited. In other words, it should be clear to everyone what the person will do, by when and how it will be measured. The objectives need to be within the control of the individual. Commonly, the objectives require the individual to gain some new skills and so they may be linked to their personal development plan. For example, a secretary may require training if his or her objectives are to start to take minutes of meetings or a consultant may need training if he or she is to become an appraiser.
Job planning
It is very helpful for every member of staff to understand what they have to do at different times in the week. Everyone needs some form of timetable. For senior medical staff this has taken on considerable complexity as different aspects have become enshrined in the National Terms and Conditions. For junior staff the timetable has become complicated by the competing requirements of service and training, and the European Working Time Directive. At the centre is the issue that medical staff are given a great deal of discretion in deciding their work patterns. This allows flexibility to respond to clinical need and encourages a broad range of very valuable contributions, but creates difficulty in documenting activity and demonstrating value for money.
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- Information
- Management Essentials for Doctors , pp. 163 - 166Publisher: Cambridge University PressPrint publication year: 2011