Elizabeth McCaughey

As of January 30, 2024, the medical community welcomes the updated Good Medical Practice Guidelines issued by the General Medical Council (GMC). This update subtly enhances routines, significantly advancing our collective commitment to healthcare excellence.

These guidelines highlight a renewed focus on the human aspects that define our profession, beyond just operational practices. It’s a call to action for every healthcare professional to not only maintain but elevate the standards of patient care and collegial relationships.

Cultivating a Supportive and Collaborative Environment

Central to the new guidelines is the emphasis on fostering a workplace culture that values support, respect, and collaboration. The GMC articulates this vision through the principle of providing care “with courtesy, compassion, and empathy.” This approach is not just a directive but a reflection of the core values that should underpin every interaction within the healthcare setting.

The reality of medical practice often presents challenging scenarios, where the pressures of workload and patient demands test our resolve.

A Closer Look at the Updated Domains and Duties

The revised guidelines are structured around four domains, each accompanied by specific duties that guide conduct and interactions. I.e., Domain 3, titled ‘Colleagues, Culture and Safety,’ outlines duties that emphasise collaboration, knowledge sharing, and creating a nurturing work environment. Among these duties are:

• Engaging with colleagues in a manner that prioritises patient welfare, adapting leadership roles as necessary.
• Sharing expertise through informal and formal channels, including mentoring and coaching.
• Fostering a respectful, supportive, and equitable workplace, where open dialogue about concerns and errors is encouraged.
• Acting decisively to protect patient safety and dignity.
• Prioritising personal health and wellbeing to ensure professional competence.

These duties not only outline our responsibilities but also highlight the pathways through which we can contribute to a culture of safety, learning, and mutual respect.

Looking Ahead: The Appraisal Process and Beyond

The implications of the new guidelines extend to the appraisal process, with a revised template reflecting the updated domains set to be introduced. This transition, expected to be completed by April 2025, signifies a holistic approach to professional development, emphasising knowledge, partnership, and professionalism.

A Journey of Continuous Improvement

The updated GMC Good Medical Practice Guidelines represent more than a regulatory update. They signify a collective journey towards achieving the highest standards of care and professional integrity. Let these guidelines guide us towards a future marked by compassion, collaboration, and excellence in our profession.

For support and further information you can visit their website here. Remember that your consultant at Key Medical Services is always available to assist you. Together, let’s embrace these changes as a pivotal step toward a brighter, more compassionate future in healthcare.

Stay safe, stay compassionate, and here’s to our continued growth and excellence in medical practice.

General practitioner (GP) practices and primary care networks (PCNs) will soon be able to hire pharmacist trainees and access the NHS England (NHSE) pharmacist training grant from 2025. Although some GP practices and PCNs have previously hosted pharmacist trainees as part of their placements, this was under a memorandum of understanding with community and hospital pharmacy employers.

In a recent webinar hosted by the Primary Care Pharmacy Association (PCPA), NHSE representatives announced that GP practices and PCNs would now be considered a pharmacist “patient-facing setting.” This designation allows them to become the primary employer for pharmacist trainees in accordance with General Pharmaceutical Council (GPhC) requirements.

GP practices and PCNs will receive £26,500 per training post

Under newly harmonised funding arrangements outlined by NHSE, GP practices and PCNs will receive £26,500 per training post to support training and employment costs. They will also have access to an NHSE-funded training course. Community and hospital pharmacy employers will be eligible for the same funding, along with health and justice settings designated as patient-facing.

To employ pharmacist trainees, GP practices and PCNs must upload their training programs and plans for meeting training requirements to ORIEL, NHSE’s recruitment platform, by 1 March.

Graham Stretch, the PCPA president and a pharmacist GP partner, expressed his optimism about these changes, considering them a significant step forward for the sector. He emphasised the importance of the pharmacy profession working collaboratively to meet training requirements, including access to a designated prescribing practitioner (DPP) and dispensary, even before multi-sector placements become mandatory in 2026.

Mr. Stretch highlighted the potential for PCNs to act as the lead employer and second their employed trainees to various healthcare sites, including GP practices, community pharmacies, and hospitals. This approach could further enhance integration and strengthen community pharmacy’s role within PCN networks.

Response from GPhC

The PCPA also shared a response from GPhC Chief Executive Duncan Rudkin, affirming that general practice and primary care networks should be regarded as patient-facing, allowing them to serve as the “lead employer” for Foundation Training purposes.

This development is seen as a positive step toward expanding the role of pharmacists and promoting integration within the healthcare sector.

Depending on your choices, you can earn significantly more pay and have more flexibility than you could ever dream of when training to become a GP. If you plan properly and choose what really interests you, you can build a long and lasting career – and remember, it is not ‘one size fits all’. None of these options are the best option, and you need to experience a few to find out what will  work for you.

Handling difficult patients as a General Practitioner (GP), your journey is marked by diverse patient interactions, each with its unique dynamics. While most patients bring positivity and trust to the table, there might be instances when you encounter difficult patients. Navigating these challenges requires a blend of empathy, communication skills, and professionalism. This article explores effective strategies for handling difficult patient encounters, ensuring the best possible care while maintaining your own well-being.

Difficult patients can manifest in various ways. They may be anxious, confrontational, demanding, non-compliant, or even mistrusting. Understanding that these behaviours often stem from underlying concerns, fear, or frustration is crucial.

Maintaining empathy and patience:

• Active listening: Empower the patient by letting them voice their concerns. Active listening shows you value their input and are committed to addressing their issues.
• Demonstrate empathy: Express empathy by acknowledging their feelings and experiences. This helps create a safe space for open dialogue.
• Stay patient: Difficult encounters can be challenging, but maintaining your composure is essential. Respond calmly to avoid escalating the situation.

Effective communication strategies:

• Clear and simple language: Use clear and straightforward language to ensure your message is easily understood. Avoid medical jargon that might confuse the patient further.
• Open-ended questions: Encourage patients to share their perspective by asking open-ended questions. This invites them to express themselves freely.
• Non-confrontational tone: Your tone sets the tone for the conversation. Use a non-confrontational, non-judgmental tone to foster understanding.
• Reassure and educate: Offer reassurance and educate the patient about their condition, treatment options, and the rationale behind your recommendations.

Setting boundaries:

• Clear expectations: Set clear expectations for the patient-physician relationship. Let them know what is achievable and reasonable within the context of their care.
• Firm but respectful: Establish boundaries firmly yet respectfully. Communicate that while you’re committed to their care, certain behaviors are not acceptable.
• Time management: Allocate appropriate time for each patient. Rushing through appointments can lead to misunderstandings and frustration.

Dealing with anxiety and fear:

• Acknowledge anxiety: Validate the patient’s anxiety and fears. Let them know it’s normal to feel concerned and that you’re there to support them.
• Provide information: Offer accurate information about their condition and treatment options. Knowledge often helps alleviate anxiety.
• Involve them in decision-making: Involve the patient in decision-making regarding their care. Empowerment can lessen anxiety by giving them a sense of control.

Handling aggressive behaviour:

• Stay calm: If faced with an aggressive patient, remain calm and composed. Avoid responding with aggression, as it can escalate the situation.
• Safety first: Prioritise safety for both yourself and the patient. If the situation escalates, seek assistance from colleagues or security personnel if necessary.
• Respect personal space: Maintain an appropriate distance to avoid provoking feelings of intimidation. Respect their personal space.

Managing non-compliance:

• Understand their perspective: Take time to understand why they are non-compliant. Addressing the underlying reasons can lead to better adherence.
• Educate on consequences: Explain the potential consequences of non-compliance in a non-judgmental way. Help them grasp the importance of following medical advice.
• Tailor treatment plans: Collaboratively create treatment plans that align with their lifestyle, preferences, and capabilities. This increases the likelihood of compliance.

Self-care for GPs:

• Reflect and debrief: After difficult encounters, take a moment to reflect and debrief with a colleague. Sharing experiences can be therapeutic.
• Self-care practices: Engage in activities that help you manage stress and maintain emotional balance. Regular exercise, hobbies, and spending time with loved ones are crucial.
• Seek support: If a particularly challenging situation leaves you emotionally drained, don’t hesitate to seek support from mentors, colleagues, or counselling services.

When to seek assistance:

• Recognise your limits: If a situation becomes too overwhelming or if you feel unsafe, it’s okay to seek assistance from colleagues or security personnel.
• Document and report: In cases of aggression or harassment, document the incident and report it according to your organisation’s protocols.

Handling difficult patients as a GP is an integral part of a your journey. By mastering the art of empathy, effective communication, and boundary setting, you can deftly navigate challenging encounters while providing the best possible care. Remember, your own well-being matters too. As you strive to deliver compassionate care, prioritise self-care and seek support when needed. Each encounter, no matter how challenging, is an opportunity to uphold your commitment to patient well-being and professional excellence.

For healthcare professionals looking to enhance their skills in handling difficult patient situations, the NHS offers a valuable E-learning resource through their ‘Handling Difficult Situations with Compassion Training Programme,’ which you can access here

As a newly qualified General Practitioner (GP), you’re embarking on a journey that extends beyond diagnosing ailments and prescribing treatments. Developing leadership skills is paramount to your growth as a well-rounded and effective GP. This article delves into the importance of cultivating leadership skills and offers guidance on how to foster these attributes as you step into your role.

The evolving role of a GP: beyond clinical expertise

Alongside diagnosing and treating patients, GPs are expected to lead and collaborate within multidisciplinary teams, contribute to practice management, and drive patient-centered care initiatives. This expanded role necessitates leadership skills that extend your influence beyond individual patient interactions.

Why leadership skills matter for GPs:

• Enhanced patient care: Strong leadership skills enable you to coordinate care plans, communicate effectively with patients and their families, and make informed decisions that align with their best interests.
• Effective team collaboration: GPs work within multidisciplinary teams, including nurses, specialists, and administrative staff. Leadership skills enable you to guide and collaborate with these teams for comprehensive patient care.
• Practice management: As you progress in your career, you may find yourself involved in practice management decisions. Leadership abilities aid in strategic planning, resource allocation, and fostering a positive work environment.
• Advocacy and innovation: Leadership skills empower you to advocate for your patients’ needs and contribute to innovative approaches in healthcare delivery.

Fostering leadership skills for new GPs:

• Effective communication: Mastering communication is fundamental. Practice active listening to understand patient concerns and convey information clearly. This skill extends to interacting with colleagues and administrative staff.
• Empathy and emotional intelligence: Understand patients’ emotions and respond empathetically. This not only strengthens patient relationships but also enhances teamwork and collaboration.
• Decision making: Develop the ability to make timely and informed decisions. Consider clinical evidence, patient preferences, and ethical considerations.
• Conflict resolution: Conflicts are inevitable in healthcare settings. Learn to address conflicts professionally, seeking win-win solutions that prioritise patient care.
• Delegation: Effective delegation is crucial in managing workload and ensuring patient care quality. Delegate tasks to the appropriate team members, considering their skills and capabilities.
• Time management: Balance patient appointments, administrative duties, and self-care. Effective time management ensures you remain attentive to both patients and personal well-being.
• Continuous learning: Stay updated with medical advancements and engage in continuous professional development. Leadership skills are enhanced when grounded in up-to-date knowledge.
• Networking and collaboration: Engage with peers, mentors, and professional associations. Networking offers diverse perspectives and mentorship opportunities.
• Resilience: The healthcare field can be demanding. Develop resilience to navigate challenges while maintaining focus on patient care.

Putting leadership skills into practice:

• Patient centered approach: Prioritise patient needs, involve them in decision-making, and tailor care plans to their preferences.
• Team engagement: Foster a collaborative environment by acknowledging and valuing the contributions of all team members.
• Initiate improvement: Identify areas for improvement and propose changes that enhance patient care, streamline processes, or improve practice efficiency.
• Professional development: Attend leadership workshops, seminars, and courses to refine your skills. Seek guidance from experienced leaders in healthcare.
• Lead by example: Demonstrate professionalism, empathy, and effective communication in all interactions, inspiring your colleagues to follow suit.
• Seek feedback: Request feedback from colleagues and patients to identify areas for improvement in your leadership style.

As you transition from being a medical student to a newly qualified GP, remember that leadership skills are not just a supplementary attribute; they’re integral to your success in the evolving healthcare landscape. Embrace the challenge of nurturing these skills, for they will empower you to not only provide exceptional patient care but also inspire positive change within your practice and the broader healthcare community. Your journey towards becoming a well-rounded leader is a transformative one that will undoubtedly enrich both your professional and personal life.

For healthcare professionals looking to further develop their leadership skills, the NHS offers valuable E-learning resources through the Healthcare Leadership Model, which you can access here.

Working as a GP in the UK has become increasingly challenging, leading to high levels of work related stress and low job satisfaction. A recent Health Foundation report compared GPs in the UK to those in nine other high-income countries and revealed that UK GPs faces the highest stress levels and the lowest job satisfaction. This is a stark contrast to a decade ago when UK GPs were among the most satisfied in the world. So, what has changed in such a short period?

The report analysed data from a survey of 9,526 GPs across ten high-income countries, including France, Germany, Sweden, and Australia. Out of these, 1,010 were based in the UK. The findings indicate that UK GPs are grappling with heavier workloads since the onset of the pandemic, resulting in heightened stress levels and emotional strain that were absent ten years ago. Alarmingly, many UK GPs are contemplating leaving the profession altogether. Only 24% of GPs in the UK reported being extremely or very satisfied with their medical practice, significantly lower than all the other countries surveyed.

What has contributed to the rise in work related stress?

Undoubtedly, the pandemic has exacerbated these challenges, with GPs from all nations feeling the increased strain. All parties acknowledge that patient care has suffered due to the overwhelming pressures caused by the pandemic. However, UK GPs specifically points to workload, limited time with patients, and an imbalanced work-life equation as the root causes of their dissatisfaction. More than half of them believe that the quality of care they can provide has been steadily declining, with only 14% perceiving any improvement.

This disheartening situation coincides with a shortage of GPs in the UK. Since 2015, the number of fully qualified, full-time GPs has been declining, and it is estimated that GP shortages will nearly double by 2031. This not only presents a bleak future for those currently practicing but also demands that the government’s recovery plan addresses the challenges outlined in the report to ensure a sustainable future for general practice in the country.

However, amidst these concerns, the survey did highlight some positive aspects of UK GPs’ performance. A significant proportion of UK GPs expressed confidence in managing care and treatment plans for patients with long-term health conditions and mental health needs. They outperformed their counterparts from other countries in managing dementia care needs and palliative care, as well as excelling in providing access to online services and utilising electronic medical records.

If you are a GP looking to improve your work related stress, there are steps you can take. While the decision-makers formulate their action plan, here are some suggestions:

• Prioritise exceptional patient care: Despite the mounting administrative tasks, focusing on delivering high-quality patient care should be your primary goal.
• Seek support: Partnering with Medical Staffing can help alleviate the workload burden by providing administrative assistance, managing bookings, and ensuring compliance. Whether you work as a GP or seek a permanent position, their services can help you maintain a healthy work-life balance. With access to tailored GP jobs and ongoing support, they prioritise your well-being and career goals.
• Connect with peers: Engage with other GPs to share experiences, challenges, and coping strategies. Peer support can provide valuable insights and a sense of community.
• Enhance time management skills: Develop effective strategies for managing your time and prioritising tasks. Efficient time management can help alleviate stress and improve job satisfaction.
• Emphasise self-care: Take care of your physical and mental well-being by practicing self-care. Find time for activities that rejuvenate you, such as exercise, hobbies, or spending time with loved ones.

In summary, the current state of job satisfaction among UK GPs is concerning. However, by focusing on patient care, seeking support, connecting with peers, improving time management skills, and prioritising self-care, you can take steps to improve your own job satisfaction. Remember, your well-being is essential for providing the best care to your patients.

If you’re feeling overwhelmed and need assistance in managing your workload and finding the right opportunities, consider partnering with Key Medical Staffing. We offer comprehensive support, tailored GP assignments, and a dedicated team that cares about your well-being and career goals. Take the first step towards improving your job satisfaction today by reaching out to their friendly team for more information. Together, we can work towards a more fulfilling and sustainable future for UK GPs.

For more resources and support on managing work-related stress, I highly recommend visiting the NHS website’s dedicated section on stress management here, where you can find valuable information and guidance to help you on your journey towards a healthier work-life balance.

The COVID-19 pandemic has impacted the healthcare industry in various ways, with Locum GP’s being no exception. Locum doctors have always played a vital role in maintaining the UK’s primary care system. The pandemic has brought about new challenges, such as increasing demand for medical services and workforce shortages.

Impact of the Pandemic on Locum GP’s

• Changes in demand: The pandemic has led to a surge in demand for healthcare services, especially in the primary care sector. As a result, practices have had to rely more on Locum GP’s to meet the increased demand.
• Increased risk: Locum GP’s face a higher risk of exposure to COVID-19. This has led to increased stress and anxiety for locums.
• Changes in working practices: The pandemic has led to changes in working practices, such as the use of telemedicine and remote consultations. Locum GP’s have had to adapt to these changes quickly.

Getting the Best from Locum GPs

• Define clear expectations: Practices should define clear expectations for locum GPs. Including the scope of work, patient load, and any relevant policies and procedures.
• Communicate effectively: Communication is key when working with locum GPs. Practices should ensure that locums are aware of any changes to working practices, patient demographics, or other relevant factors.
• Induction and training: Induction and training are critical for locums to understand the practice’s ethos and become familiar with local referral pathways. It’s essential to provide locums with adequate training, including onboarding, orientation, and clinical support.
• Allocate the right work: Practices should allocate the right work to the right clinician. A diverse mix of clinicians, including partners, GPs, advanced nurse practitioners, ARRS staff, and locum GPs, can help practices triage complex patients. As well as, frequent attenders, and patients receiving palliative care towards permanent clinicians. Practices can allocate moderately complex problems or non-resolving conditions to locum GPs.
• Be reasonable with locums: To build a positive and inclusive working relationship with locums, it’s essential to be reasonable with them. Practices can make the job enjoyable, by inviting locums for coffee breaks. Developing a strong relationship with locums is beneficial to both parties and can help practices secure locum support when needed.

Using Key Medical Services for support

The pandemic has impacted the healthcare industry in various ways, including the way GP’s work. However, GPs remain a vital resource for primary care practices. By defining clear expectations, communicating effectively, providing induction and training, allocating the right work, and being reasonable with GPs, practices can get the best from their GPs. These strategies can help practices manage workforce shortages, meet increased demand for medical services, and provide the best possible care to patients.

For detailed guidelines on utilising GPs effectively, you can refer to the British Medical Association (BMA) handbook, which is available here.

Looking for qualified and reliable GPs to support your practice? Key Medical Service has a wide network of experienced healthcare professionals who are available for short and long-term assignments. Contact us today to learn how we can help you find the right GP for your practice and ensure continuity of care for your patients.

Health Education England (HEE) has released a new report detailing its vision for the future of general practice specialty training. The report outlines opportunities to reimagine the delivery of education to GP trainees, enabling them to better prepare for future work in different models of care.

The focus of the report includes equipping trainees with the ability to work against the increasing amount of primary care patients with mental health concerns and ensuring patients in deprived areas are able to access care as another priority.

The strategy also proposes technological advancements, such as live-streaming, simulations, and a virtual training academy, as well as more leadership opportunities during training.

The aim of this new approach is to provide sustainable general practice careers, delivering a quality GP training programme and placements within available capacity. The report is welcomed by Health Minister Neil O’Brien, who emphasised the importance of doctors entering general practice with the necessary skills to treat both physical and mental health needs and using technology to speed up diagnosis and treatment.

“It is important doctors entering general practice have the necessary skills to treat both people’s physical and mental health needs. We also need a workforce which can make the best use of technology to help speed up diagnosis and treatment.

“We have record numbers of GPs in training who require the best possible programmes of training and I welcome the work done by Health Education England who listened to patients, doctors and educators to develop these innovative proposals.”

The report from Health Education England (HEE) recommends several actions to enhance the future of general practice specialty training. These include:

• Enhancing generalism: Adoption of the Enhance programme, longer placements, and blended learning placements.
• Equity in training: Continued support for overseas doctors in GPST, application of BAPIO report recommendations, and use of the GP curriculum to address inequalities in care delivery.
• Social accountability and serving all communities: Support for deprived areas within primary care estate plans, further development of HEFT programmes, and development of post-CCT deprivation-themed fellowships.
• Improving the quality of training: Reforms to placement and delivery model, standardization of quality management processes, expansion and diversification of placements.
• Better wellbeing and mental health care: Creation of new learning opportunities, exploration of innovative training placements.
• Improving cancer diagnosis and earlier detection: Education opportunities, training in clinical decision-making, training in the harms of overdiagnosis, innovative ITP placements.
• Population health: Exposure to placements, learning opportunities, and educational events about population health, involvement of GP DiT in HEFT, dual CCT in general practice and public health.
• Technology in practice: Development of a primary care Virtual Training Academy, national virtual learning environment, and commissioning of technology to support GP training programmes.
• Planetary health in practice: Embedding of teaching on planetary health and sustainability in the curriculum, opportunities for GP DiTs to be involved in projects that support the NHS zero carbon commitment.
• Leadership, management, and strategy in context: Exposure to leadership opportunities, provision of specific and ongoing leadership training, representation of primary care voices and patient voices at all levels of healthcare leadership, and training in clinical supervision of the wider MDT.

For more information and to view the report in full click here.

Find your next GP position with Key Medical Services  

If you are about to qualify as a new GP and enter the world of work in healthcare, our team of specialist consultants would be happy to guide you in this time. From offering career advice to providing support with sourcing assignments, they’ll be sure to help you find the best opportunities to suit you and align with your long-term goals. They will also help you to get your compliance levels up to 100% so that you never miss an opportunity.  

Working as a GP has always been stressful, but in the current climate, GPs are under a lot of pressure. They have to deal with difficult decisions while facing a lack of resources and intense time pressures. All this can test your resolve; it’s unsurprising that more and more GPs are reporting signs of burnout. We have written a quick guide to help you spot it and offer some tips to prevent it.

What is burnout?

Burnout is the phrase used to describe the state of physical and emotional exhaustion. It can occur when you experience long-term stress in your job, or when you have to take on a physically or emotionally draining role for a long period of time. Burnout is not something that will go away on its own with a good night’s sleep, the underlying issues need to be addressed properly to avoid the symptoms worsening. If you ignore the signs of burnout, then it can cause serious harm to your physical and mental health in the future. There is the possibility that you could lose any energy and ability to meet the demands of your job or role, creating a knock-on effect in other areas of your life.

What causes burnout?  

There are several different factors that can contribute to work burnout, and it is important that these are highlighted in order to make people aware of the risks:

• Increasing workload – the average person now sees their GP over five times a year, and with the end of the pandemic creating a work backlog and an ageing population this is only going to increase
• Shorter appointments – because of the increase in workload, GPs are having to book shorter appointments to fit everyone in. This means that the quality of care delivered to patients has dropped, adding additional pressure to doctors and GPs
• Negative media portrayal – news articles claiming that GPs are overpaid and not performing well enough have cast a negative light, as well as adding pressure.
• Many GPs are reporting that patients are becoming more dependent on them rather than using other traditional support networks such as pharmacies.
• An increase in patient expectations and demands has led to an increase in complaints, which adds to GPs stress and workload.

General Practice has always been a demanding job, but with the pandemic adding to waiting lists, reducing the amount of people that can be seen in person and a rise in abusive patient behaviour the situation has become much more serious for GPs and practice staff alike. While this is a very general list, and you may find that there are other factors that are contributing to your burnout – it is a good place to start. If you understand the reasons why you have burnout, then you can help to treat the underlying causes.

What are the signs of burnout?

Recognising the early warning signs can help to take the correct steps to prevent burnout. The symptoms will include:

• Poor concentration and memory
• Fatigue, tiredness or insomnia
• Increased mistakes or indecisiveness
• Frustration or irritability
• Depression
• Anxiety
• Isolation or alienation
• Unenthusiastic behaviour
• Avoidance of phone calls and delegation

Burnout manifests itself as a range of physical and emotionally symptoms, and the combination of these can lead to serious behavioural changes including:

• Low work rate – you will find that you are slower in checking patients, carrying out procedures and making decisions. You may find that you are arriving at work earlier and leaving later, but increasing your workload
• Disappearing – many people with burnout detach themselves from their job and you will find yourself disappearing more often, for example not answering calls, unexplained absences in the day, arriving late and frequently taking sick leave.
• Rage – you may find that you are quicker to lose your temper and may experience bouts of rage, shouting and reacting poorly to certain events / circumstances
• You may develop an inability to compromise with those that you work with

As every doctor knows, prevention is better than cure and if these signs are spotted early enough (whether that be yourself or someone you work with) more people can be helped before they end up leaving the profession or becoming seriously ill.

What are the signs of burnout?

There are things that you can do for yourself to help prevent burnout, but there are also things that your practice can enforce to benefit and support all their staff.

Personal Prevention Tips

Learn to say no

An important step in managing your workload is to recognize your own limits and learn to say no. There may have been days where no matter how late you stay or how many times you work through your lunch you still cannot keep on top of your workload and miss requests. You need to remember to manage people’s expectations and take care of your own well-being – you are not a robot! It may be difficult at first and you may feel like you are letting people down, but it is not healthy to struggle on your own. More often than not, many managers do not realise that you are experiencing problems until you let them know, and the solutions are often easy to implement.

Find a healthy way to unwind

It is important that you make the most of your free time and think about something other than work. You want your free time to make you feel relaxed and rejuvenated, not watching a movie doing paperwork as this is not a proper break. Whether it is taking up a new sport, reading a book or meditation, make sure you find the balance between home life and work to give yourself the right head space required to recharge your batteries.

Value your time

If you are starting to feel burnt out then it is important to recognize your own limits and review all aspects of your lifestyle. Are you working too many sessions? Is that management poorly delegating? Are you taking on too much responsibility? All these things can impact your time off work without realising it and will make it hard to fully relax when you are away from work. Your time is important, and you need to input boundaries that will allow you to relax and recharge.

Find your passion

Being a doctor is a vocation career, and you need to remember the passion that you had when you first started. Once you find the reason and passion behind why you want to work again, it will help you to redress the balance, so you don’t take on too much stress from your work.

Be kind to yourself

You need to remember that you are only human – every day you get up and do your best. You are working in a profession where you make a difference to people’s lives every single day to those who need it the most, and you need to make sure that you are offering yourself the same service.

How Key Medical Services can help

We understand that GP burnout is a reality and mental health is under exceptional strain at this time. Our consultants will help to support you in any way they can. If you are experiencing difficulty, check out the NHS’s supportive portal: Our NHS People where you can find lots of online resources to support you at this time.

Our team of specialist consultants would be happy to get to know your goals, and help source the best opportunities that suit you.

Find your next GP position with Key Medical Services  

If you are about to qualify as a new GP and enter the world of work in healthcare, our team of specialist consultants would be happy to guide you in this time. From offering career advice to providing support with sourcing assignments, they’ll be sure to help you find the best opportunities to suit you and align with your long-term goals. They will also help you to get your compliance levels up to 100% so that you never miss an opportunity.  

The role of paramedics in hospitals is a critical one. Here, we will give you an in-depth look at the fascinating role of a paramedic in hospitals.

Paramedics – The Technical Side

Paramedics are most well-known for providing immediate and emergency care in response to 999 calls. They are educated and trained to make decisions in high-pressure situations in unfamiliar and unpredictable environments. The College of Paramedics defines the role as someone who ‘works autonomously as a generalist clinician across a range of healthcare settings, usually in emergency, primary or urgent care. Also, paramedics may specialise in clinical practice, education, leadership, or research’ (2019).

Working in both emergency and non-emergency using their skills to quickly assess a patient’s condition to make potentially lifesaving decisions. Paramedics are not EMT’s although many EMT’s go onto become paramedics, as have a lot more training and can provide more advanced emergency medical care.

There are several routes a paramedic might take to qualify including:

• A full-time approved qualification in paramedic science and then apply for a paramedic role
• Apply for a student paramedic role and study while working
• Apply for a degree standard apprenticeship in paramedic science with the ambulance service

To qualify as a paramedic, you will need to successfully complete an approved degree in paramedic science, an apprenticeship degree or similar. This can take up to 4 years if you are studying full time and will include a mix of theory and practical work – it is estimated that you will need at least 1,200 hours of training to become a paramedic.

It may seem like a lot of work, but it is necessary when you are being trained to make life-saving decisions.

What do Paramedics do?

While paramedics mainly work in emergency rooms and ambulances to treat people with urgent problems, they can also work in specific settings where help may be required including:

• Firefighting teams
• Oil drilling platforms
• Ocean rescue
• Large scale events i.e., music festivals
• Cruise ships
• Air rescue
• On S.W.A.T teams

Paramedics work in teams and will respond to any type of medical emergency and will work under the supervision of a doctor (even when the doctor is not on site). Paramedics do have the qualifications to make some decisions about patient care, especially when it is life threatening and when they are on call paramedics may have to:

• Use a defibrillator
• Perform CPR
• Give IV medication
• Clear airways
• Do basal medical tests
• Use mechanical breathing devices
• Give someone a tracheotomy
• Interpret test results
• Give antidotes to drug overdoses
• Interpret the results of a test
• Provide a detailed account of the person’s condition to a doctor upon arrival

A paramedic will be the senior member of a two-person team with an emergency care assistant or technician there to support you. They work closely with the police, fire and rescue service and other healthcare professionals to help support the patient, relatives, and members of the public in highly emotive situations. Often the point of calm in storm as they are skilled at consultation skills. History taking, examination and judgement in diagnosis to give the doctor as much information as possible when the patient gets to hospital. They have one of the widest ranges of patients than any other NHS role and will have to work with illness and injuries ranging from new-born babies right through to the elderly – and everyone in between.

Find your next GP position with Key Medical Services  

If you are about to qualify as a new GP and enter the world of work in healthcare, our team of specialist consultants would be happy to guide you in this time. From offering career advice to providing support with sourcing assignments, they’ll be sure to help you find the best opportunities to suit you and align with your long-term goals. They will also help you to get your compliance levels up to 100% so that you never miss an opportunity.  

It’s an exciting time transitioning from a trainee to general practice and must feel like a long-time com. It’s important to understand what you may face and how to navigate successfully, laying the foundations for a great career.

We’ve prepared a breakdown of what you can expect from a typical day in the life of a GP. How you can seamlessly adapt to any healthcare setting you choose to work in with some practical tips.

Understanding the pressures in general practice

Being a doctor has its ups and downs, you get a lot of positivity from the people you help on a daily basis. However there are some more challenging parts to accommodate too. Administration and record keeping will become a significant part of your role. You may have to overcome some obstacles and take uncomfortable feedback on board if a patient should raise a complaint.

Some typical pressures that doctors face include:

• Time management
• Record keeping
• Stress and burnout
• Complaints
• Paperwork

But it’s not all doom and gloom! Believe us, being a GP is one of the most rewarding careers you could possibly choose and you get to work with multidisciplinary teams who are all working towards a common goal of helping people. Camaraderie, friendship and teamwork are the mainstays of working in primary care that doctors are supported by. However, it is always good to be as prepared as possible and to go into any role with your eyes wide open to all the ins and outs.

What does a normal day look like for a GP?

We’ve sketched out what a typical day might look like in general practice:

07:30 – Arrive at the GP practice, grab some tea of coffee and check in with the team. Review any notes from the day before or previous out of hours doctor on any appointments you may be conducting today.

Check through emails, flag any requirements or referrals that are needed.

08:00 – The phones start ringing as people start to make appointments, your own appointments start and you begin calling your patients for 10-minute phone assessments.

11.50 – Morning sessions have finished and you spend the next 40 minutes following up on any paperwork, referrals, blood test bookings, messages, emails or admin that got pushed to the side during your morning telephone appointments.

12.15 – Grab some lunch, tea, biscuit, pass on any relevant messages to your team.

13.00 – You may be making house calls for those who need physical examination but are too unwell to come to the practice.

14.30 – Back at the surgery to make the afternoon’s round of telephone appointments. They’re back to back so the afternoon passes quickly.

18.00 – You check in with any patients that needed follow ups that day and finalise any outstanding paperwork or admin. Complete your referrals and letters for the day.

19.30 – Head home, proud of what you’ve achieved for people who needed your help.

The specifics of what you do will depend on how and where you work. Permanent doctors who work in hospitals have different daily breakdown to contract GPs working in surgeries or GPs running clinics.

Find your next GP position with Key Medical Services  

If you are about to qualify as a new GP and enter the world of work in healthcare, our team of specialist consultants would be happy to guide you in this time. From offering career advice to providing support with sourcing assignments, they’ll be sure to help you find the best opportunities to suit you and align with your long-term goals. They will also help you to get your compliance levels up to 100% so that you never miss an opportunity.