Appraisal and Medical Managers report
May 2007
Introduction
In order to gain a better understanding of the current situation with regard to appraisal, the BMA’s Clinical and Medical Directors Subcommittee commissioned HPERU to undertake a survey of medical managers in both primary and secondary care settings across England. The aim of the survey was to explore medical managers’ experiences of the appraisal process in some depth, to improve knowledge and also to identify any issues which need to be addressed in the future. The questionnaire was sent to the medical director (or equivalent) in all PCTs and NHS trusts across England. A total of 613 completed responses were received. The following is a summary of the key results.
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Summary
- This report presents the results of a survey of medical managers in both primary and secondary care settings across England. The questionnaire was sent to the medical director (or equivalent) in all PCTs and NHS trusts across England. A total of 613 completed responses were received.
- Almost two-thirds of respondents are currently employed as clinical directors and a fifth are employed as medical directors. The majority of respondents are consultants and three-quarters of respondents are male.
- Whilst the majority of respondents report performing clinical appraisals, only two in five perform management appraisals. Respondents were most likely to appraise other consultants, GP principals or other clinical directors.
- The majority of respondents report that they had received some form of training for appraising others and most of these report that the appraisal training did adequately prepare them for both the appraisal process and the appraisal meeting.
- Respondents largely agree that the appraisal process provides a constructive review of the appraisee’s work, provides an opportunity for career and professional development and allows the development of a personal development plan. One in five respondents are concerned that appraisal does not provide the opportunity to feedback views and concerns without fear of reprisal.
- Whilst the majority of respondents report having a personal development plan (PDP) for their clinical work, only two-thirds (67%) have a PDP for their management work.
- Three in five respondents have objectives set for them in either their clinical or management work and whilst four in five respondents report that their objectives are connected to those of their organisation, only three in five respondents report that their objectives are connected to those of the Chief Executive.
- Although the majority of respondents had been appraised for their clinical work in the previous 12 months, a third of respondents had not been appraised for their management work during the same period.
- Around half of respondents were given a choice of appraiser for their clinical work, but less than a fifth were given a choice of appraiser for their management work. In most cases, respondents thought that their appraiser was suitable to conduct both their clinical appraisal and their management appraisal.
- Only half of respondents report having received any form of training as an appraisee, and these respondents report, that it did prepare them adequately for both the appraisal process and the appraisal meeting.
- Most respondents agree that the appraisal process was an open and fair exercise, allowed the development of a personal development plan, provided an opportunity for career and professional development and a constructive review of their work.