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Objective setting. Consultant job planning - standards of best practice. A joint DH/BMA document issued in 2003 All medical and dental consultants in England

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Objective setting l.jpg

Objective setting


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Consultant job planning - standards of best practice

  • A joint DH/BMA document issued in 2003

  • All medical and dental consultants in England

  • Guidance for introduction of objectives- How to set them out in job plans- Relationship with organisation’s objectives- Support required


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Contractual origins - 1

  • T&C’s Schedule 3.10 to 3.13

  • Agreed appropriate and identified personal objectives

  • Nature will depend on speciality

  • May refer to protocols or work patterns

  • May include output and outcome measures


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Contractual origins - 2

  • Mutual understanding

  • Contribution to trust’s objectives

  • Based on past experience & reasonable expectations

  • Reflect different career phases

  • May be affected by changing circumstances


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Contractual origins - 3

  • May include objectives relating to:

    • quality

    • activity and efficiency

    • clinical outcomes and standards

    • local service objectives

    • management of resources

    • service development

    • multi-disciplinary team working


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Positive benefits of process

  • Increases the chances of getting higher performance

  • Motivates

  • Gives understanding and credibility

  • Improves relationships


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Clarifying expectations - 1

  • Lack of clarity can negatively affect:

    • performance

    • motivation

    • appraisals

    • relationships with colleagues

    • the clinical manager’s own credibility


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Clarifying expectations - 2

  • Think

  • Discuss


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Think

  • Clarify in own mind beneficial behaviour

  • Holistic thinking - whole picture

  • Descriptive thinking - specific and objective

  • Measurable against performance

    • above/meets/below requirements

  • Translate to real objectives


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Discuss

  • Makes expectations more comprehensive

  • Ownership and buy-in

  • Builds relationships


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Process

  • Role of job planning meeting

  • Plan lead-in time

  • Role of colleagues/managers

  • Agree paper trail

  • Agree review process


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In setting objectives (1) consider:

  • Aims of health community

  • Role of the organisation

  • Resources available

  • Skill mix

  • Quality

  • Development


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In setting objectives (2) consider:

  • The individual

  • The appraisal process

  • Link to team objectives


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Potential traps

  • Pantomime objectives

  • Incorrectly quantified objectives


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Objectives

  • Objectives- hard- soft- personal development- team

  • Performance standards


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Enhanced SMART

  • Specific

  • Measurable

  • Achievable and agreed

  • Relevant

  • Timed and tracked


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Tracking / reviewing allows

  • Problems to be tackled when small

  • Identification of any learning and/or development needs

  • Feedback to modify behaviour

  • Spontaneous coaching opportunities


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Principles of reviewing/monitoring

  • Happens quickly

  • Accurate and believed

  • Easy to collect and collate

  • ‘Owned’ by those it describes

  • User-friendly


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Conclusion

  • Part of pay progression

  • The set objectives become the goal

  • Therefore, set the correct objectives

  • Challenging but attainable

  • Positive motivation


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