The new consultant survey 2005

Beckett, M W; Hulbert, Diana; Brown, Ray E.

doi:10.1136/emj.2005.030726

Cited by 39 publications

(47 citation statements)

References 3 publications

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“…The training role lays heavy emphasis on knowledge, skill and attitude acquisition to ensure that the trainee develops into a safe practitioner. It is also important for trainees to acquire skills in the areas of teaching, management and leadership,2 4 but few are confident in taking on major roles in these areas, particularly the latter two 7. In the UK, the General Medical Council (GMC) suggests that the possession of these skills to a high level by consultants will optimise the delivery of high-quality healthcare 8.…”

Section: Introductionmentioning

confidence: 99%

Subspecialty neonatal trainees views on being prepared for the consultant role

Shaw

Stenson

Fenton

et al. 2011

Arch Dis Child Educ Pract Ed

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Higher specialist training offers an opportunity to focus on non-clinical skills as well as clinical issues. The authors wished to determine whether doctors who complete neonatal higher specialist training in the UK feel prepared for the consultant role with respect to management, research and teaching, as well as clinical activities. A questionnaire related to the preparedness of the consultant to carry out a range of activities was sent to all doctors who were appointed to the UK higher specialist training programme in neonatology from 2002 to 2008 who were currently working as consultants. Seventy-one of the 83 eligible participants completed the questionnaire. Roles that consultants felt extremely well prepared for related to clinical care, communication, team-working, prioritising tasks, teaching and audit. Trainees reported that roles that they had been not at all well prepared for were related to roles in management and service delivery, medicolegal issues and complaints, job planning and personal development, supporting doctors in difficulty and chairing meetings. Four key themes emerged from the analysis of free-text responses regarding specialty training: the influence of shift patterns/service provision, the lack of non-clinical preparation, learning on the job as a consultant later on and problems with grid training itself. This study showed that for neonatal paediatrics in the UK, new consultants feel confident about managing ill babies but are unprepared for other aspects of the consultant's role. Neonatal higher specialist training needs to allow opportunities for non-clinical training.

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Section: Introductionmentioning

confidence: 99%

Subspecialty neonatal trainees views on being prepared for the consultant role

Shaw

Stenson

Fenton

et al. 2011

Arch Dis Child Educ Pract Ed

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“…Lack of confidence in management leadership has been reported previously 6 8. Senior SpRs were least knowledgeable about E portfolio and the annual review of competence progression (ARCP) for paediatric trainee assessment.…”

Section: Discussionmentioning

confidence: 98%

Senior paediatric specialist registrars' experience in management

Bindal

Wall²,

Goodyear³

2010

Postgraduate Medical Journal

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It is essential that trainees put managerial competencies in their personal development plans and have support from their supervisors to put this plan into action, including allocated time for management training and learning. At a trainee's annual review of progress, management competencies need to be considered as well as clinical work as these are needed for a smooth transition to a consultant post.

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“…the need for management skills such as • • These findings have been replicated by research in many specialties, including accident and emergency/ emergency medicine (Beckett et al, 2006), orthopaedics (McKinstry et al, 2005) and geriatric medicine (Sandler, 1992), and among hospital doctors (Mooney, 2003) and members of the Royal College of Physicians (Mooney, 2003).…”

Section: What Do We Know About the Needs Of New Consultants Across Mementioning

confidence: 96%

The needs of new consultants

Beezhold¹

2008

Adv. psychiatr. treat

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This editorial discusses the needs of new consultants with reference to existing research and attempts made to meet these needs both within the Royal College of Psychiatrists and elsewhere. Some future challenges for new consultant psychiatrists are identified and discussed. Initiatives that can help meet their needs on a personal and also on an organisational level are suggested. A call is made for new consultants to take control of their own destiny using tried and tested methods and thereby creating hope for their future.

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The new consultant survey 2005

Abstract: Specialist training in emergency medicine needs to pay more attention to the acquisition of clinical skills and to preparation for management responsibility.

Cited by 39 publications

References 3 publications

Subspecialty neonatal trainees views on being prepared for the consultant role

Subspecialty neonatal trainees views on being prepared for the consultant role

Senior paediatric specialist registrars' experience in management

The needs of new consultants

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