Home, J, Bidgood, A and Kalipershad, S The Junior Doctor Shadow Board. British Journal of Healthcare Management. ISSN 1358-0574 (Accepted)

Text Accepted Version The Junior Doctor Shadow Board.pdf - Accepted Version Restricted to Repository staff only Download (413kB)

Abstract

Background North Manchester General Hospital (NMGH) in the UK, has a history of poor feedback from junior doctors, in both overall experience and access to non-clinical development opportunities. The advent of Covid-19 led the medical leadership team to seek a new relationship with the junior workforce. This included giving junior doctors the opportunity to lead reorganisation of services and redeployment.
Objective To increase engagement, representation, and development opportunities the Junior Doctor Leaders Group (JDLG) was formed. Similar in principle to Shadow Boards seen in the corporate sector, this was designed to normalise junior doctor presence in senior organisational decision making and provide juniors with exposure to leaders and improvement workstreams within the trust.
Method & Results An impact analysis was conducted by reviewing internal KPI’s, identifying improvement initiatives generated by the group, and surveying members of the JDLG. Initial results suggested junior doctors felt their voices gained increased exposure within the organisation, with 95% of members stating it increased junior doctor representation and 90% agreeing the group made them feel more confident representing colleagues, both of which contributed to cultural and management changes. Increased transparency and trust between junior and senior staff facilitated escalation of concerns from juniors, and implementation of solutions. JDLG members also reported improvements to their work and educational experiences. Juniors involved in the group also led a total of 14 organisation-wide improvement projects, of which 11 were completed at the time of writing. Furthermore, results from the GMC training survey showed improvement across almost all indicators.
Conclusion The JDLG offers a novel approach to junior doctor engagement and can be beneficial to the cohort of junior doctors as well as the wider organisation.

Item Type:	Article
Uncontrolled Keywords:	Junior doctor; leadership; COVID-19; trainee; transformation; 15 Commerce, Management, Tourism and Services
Subjects:	B Philosophy. Psychology. Religion > BF Psychology R Medicine > RA Public aspects of medicine > RA0421 Public health. Hygiene. Preventive Medicine R Medicine > RA Public aspects of medicine > RA0421 Public health. Hygiene. Preventive Medicine > RA0440 Study and Teaching. Research
Divisions:	Psychology (new Sep 2019)
Publisher:	Mark Allen Healthcare
SWORD Depositor:	A Symplectic
Date Deposited:	15 Aug 2022 15:37
Last Modified:	23 Jan 2023 13:45
URI:	https://researchonline.ljmu.ac.uk/id/eprint/17389

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