induction policy practice guidance note
TRANSCRIPT
Induction Policy Practice Guidance Note
Induction Arrangements for Medical Staff – V04
Date Issued
Issue 1 – Dec 2020
Planned Review
Dec 2023
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Part of CNTW(HR)01 Induction Policy
Author / Designation Liz Coppock, Lead Trainer, CNTW Academy
Becky Dioh, Head of Medical Recruitment and Education
Responsible Officer / Designation
Lynne Shaw – Acting Executive Director of Workforce and Organisational Development
Contents
Section Description Page No
1 Introduction 1
2 Procedures for Medical Staff 2
3 Locum/Agency Medical Staff Induction 2
4 Monitoring and Compliance 2
Appendices – attached to PGN
Document no:
Description
Appendix 1 Medical Staffing Induction Arrangements
Appendix 2 Induction Programme for Newly Appointed Consultants
Appendix 3 Enhanced Induction Document for International Staff
Appendix 4 Locum Doctor Employment Checklist
Appendix 5 Process to Support Locum Consultants and Specialty Doctors
1 Introduction 1.1 The induction of medical staff as with all staff is vital in that: 1.1.1 A comprehensive induction programme is of fundamental importance to
building positive relationships with new staff when they join the organisation. It welcomes people, helps them to settle in and to understand the culture and values of the organisation.
1.1.2 It sets standards and ensures that new staff have clear terms of reference on which to build their knowledge and motivation to carry out their roles as quickly and effectively as possible, thereby contributing to
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the quality of patient care. It also provides health and safety reassurances for the organisation.
1.1.3 A half day Corporate Induction Event will be provided for all new staff.
They will be supplemented by e-learning for essential and statutory and mandatory training plus local induction arrangements. These local arrangements will have a core requirement but will also be flexible to be adapted where necessary to meet the needs of the individual, local team, service or department.
2 Procedure for Medical Staff 2.1 The process for Northumberland, Tyne and Wear NHS Foundation
Trust (the Trust/CNTW) employed medical staff including Consultants and Specialty Doctors as detailed in the Process Flow Chart (Appendix 1) will generally follow the main Trust Induction process.
2.2 This will commence with the Corporate Induction Programme on or near
their first day of employment plus completion of essential, statutory mandatory training via e-learning as laid out in the Induction Policy.
2.3 Following the Corporate Induction Programme a local induction should
be complete in conjunction with the line manager and the Local Induction Checklist, (See CNTW(HR)01 Policy - Appendix 2), returned to the Medical Staffing Department and Training and Development Department for recording. For new Consultants an additional programme of meetings and visits (Appendix 2) are co-ordinated and undertaken and an opportunity to be mentored made.
2.4 Within the first 6 months of employment all Consultants and SAS Drs
will also attend a two day bespoke Induction Programme for medical staff.
3 International Doctors 3.1 International Doctors will attend the Corporate Induction Programme on
or near their first two days of employment 3.2 Following Corporate Induction an enhanced Induction document must
be completed along with the line manager, other people mentioned in the document (Appendix 3)
3.3 This should be completed within two months of starting. 4. International Fellowship Doctors 4.1 The Fellows will attend the Corporate Induction Programme on or near
their first two days of employment plus completion of essential, statutory and mandatory training via e-learning as required in Induction Policy.
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4.2 Following Corporate Induction an enhanced Induction document must be completed along with the line manager, clinical supervisor and educational supervisor. Overall responsibility for the completed document lies with the line manager. (Appendix 3)
4.3 This should be completed within two months of starting. 4.4 Regular meetings with the Fellowship Tutor will ensure that all induction
requirements are met and any specific or individual needs are addressed.
5. Locum/Agency Medical Staff Induction 5.1 Any locum/agency staff taken on by the Trust will report to Medical
Staffing on the first Day of duty. Induction will follow the Locum Doctor Employment Checklist (Appendix 4) before they can commence with the Trust.
5.2 A Local Induction following the Trust process resulting in the completion
of a Local Induction Checklist is undertaken by the Head Consultant of the service in which the Locum is placed.
5.3 Ongoing support of the Locum is provided in line with procedure set out
in Appendix 5 6 Monitoring And Compliance 6.1 Monitoring of compliance with the Trust standard induction
requirements will be undertaken through compliance reports provided by Workforce Planning team on Quarterly Basis to Workforce Training and Development Sub Group.
6.2 Medical Staffing Department will maintain and report to Workforce
Training and Development Sub Group any non compliance with locum arrangements.
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Appendix 1
Medical Staff Induction Arrangements
Employee commences with Trust
Consultant or Specialty Doctor
Attends Corporate Induction and Complete essential, statutory,
Mandatory training via e-learning during first 2 days of employment
Attends Consultant and SAS Induction (Within first 6 mths of employment)
Consultant and SAS Doctors
Complete Local Induction paperwork
(PGN Appendix 2)
International Doctors
Complete Enhanced Local Induction paperwork
(PGN Appendix 3)
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Appendix 2
Induction Programme for Newly Appointed Consultants
John Lawlor - Chief Executive
Paula Whitty, Director of Research
Academic Consultants (if applicable to post)
Gary O’Hare, Executive Director of Nursing and Chief Operating Officer
Dr Rajesh Nadkarni, Executive Medical Director
Professor Eilish Gilvarry, Deputy Medical Director (Responsible Officer), Medical Development and Revalidation
Dr Bob Barber – Chair of MSC
Dr Mike Shaw – Chair of Local Negotiating Committee
Consultants in Service Area
Group Director, Group Nurse Director, Group Medical Director
Andy Hope Mental Health Act Office, St Nicholas Hospital
Tim Donaldson – Chief Pharmacist
Crisis Assessment and Treatment Team (Newcastle)
Or
CAIS Team (Northumberland)
Or
Crisis Team (Sunderland)
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Appendix 3
Name: Job Title: Hospital Base:
Departmental Enhanced
Induction Plan
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Key Information
Aim: To support the doctors in settling down in their professional and personal
lives in the new environment
Objectives
Increase awareness of the key structures within which care is delivered in the
NHS
Improve understanding of the differences from previous practice settings that
you may face in the day to day clinical practice at CNTW
Increase understanding of the Team working and understanding of team
member’s roles and responsibilities.
Improve knowledge and skills in other roles such as training, teaching,
leadership and service development
Help full-fill the statutory and mandatory training requirements of CNTW and
other bodies such as Mental health act appropriate to your role
Introduction to the cultural aspects of the life in the North East
Information and Practical help to start living in the North East and to address
any immediate issues
Continuing support and supervision in personal and professional areas
Understand the role of your secretary and what this means in practice.
Principles
Extended (3-6 months) rather than one event
Personalised- needs based, developmental and collaborative
Underpinned by evidence - Start well (RCPsych), GMC, BMA, direct
feedback
Local delivery - Central Assurance
Linked to Initial Job plan / appraisal
Maximise the resources already available in Trust
Pastoral support crucial - begins before starting in the Trust
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Information for Fellowship Doctor
CNTW recognises the challenge and steep learning curve for clinicians who have
been recruited through international recruitment. We appreciate that this is
despite that these are very experienced clinicians in their own care systems and
it’s often due to lack of sufficient knowledge of the new systems and framework
of care in NHS which may be quite different to their own previous system of care.
This can create risks to patient care and put those new staff under undue
pressure. GMC and Trust policy are clear that they would need to be supported
in a manner to make this transition safe, supportive and done in a manner that
offers time for reflection and validation. There are several mechanisms in place
for this, a crucial one is induction.
The aim of the induction is to enable you to understand the context of your
clinical practice within your teams and the wider NHS structures of care. It will
help for this program determine the level of autonomy and supervision required.
The pastoral aspects are as important for you (and your family) to settle into this
part of the world. The resettlement officer would help with the induction in this
area.
The Induction in this context is shared responsibility of the doctor along with
various directorates such as Medical, Operations and Human Resources, though
a large onus is on the service line, immediate line management, supervisor, tutor
along with the resettlement officer. The current evidence, through direct feedback
of Medical staff recruited tells us the first few months of development can make
very positively affect the doctor’s performance and retention in the longer term.
Communication between the key leaders identified within this document will allow
opportunity for open discussion about any specific issues that have been
identified during the transition period into the role and any areas that need to be
addressed in greater detail.
Typically the induction period would be 3 months. It would have several one day
events such as the corporate induction and the clinical induction days. The rest
of the induction would be within the local areas with your clinical supervisor, line
manager and Fellowship Tutor.
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Local Induction Checklist
Once completed to be submitted to [email protected]
Area to Cover
When to Cover Responsibility Date Completed
Comments
Relocation Assessment of Needs Completed Before Start Date Resettlement Officer
Introduce Line Manager + responsibilities Before Start Date Resettlement Officer
Introduce Colleagues + roles Before Start Date Line Manager
Orientation to site facilities and locations inc parking, restaurants
Day 1 Line Manager
Orientation to ward / Department inc lockers, toilets, kitchen facilities
Day 1 Line Manager
Financial processes explained and documents issued it travel expenses
Day 1 Line Manager
Orientation to Service Provision and Client Group
Day 1 Line Manager
Work Related Policies and processes explained in time off, sickness, handover etc
Day 1 Line Manager
Provide information on Trust wide and department communication systems provided inc issuing bleeps, Trust Bulletins etc
Day 1 Line Manager
Provide IT login Day 1 Line Manager
Provide guidance on documentation relevant to role inc processes quality and confidentiality
Day 1 Line Manager
Explain key contact details for service and staff relevant to role
Day 1 Line Manager
Introduce Secretarial Support Day 1 Line Manager
Introduce Local Management Structure Day 1 Line Manager
Inform about Trade Union Support Day 1 Line Manager
Inform about Trust and Local Medical Staff Committee
Day 1 Line Manager
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Area to Cover
When to Cover Responsibility Date Completed
Comments
Inform about Local Postgraduate Teaching Programme
Day 1 Line Manager
Safety and Security Procedures in Clinical Area
Day 1 Line Manager
Inform about Self-Prescription Day 1 Line Manager
Inform about PAM (OH provider) Day 1 Line Manager
Who can I speak to immediately if there is a cause for concern e.g. violent incident on the ward / patients are making threats to personal / own safety for example.
Day 1 Line Manager
Confidentiality Day 1 Line Manager
Inform about Essential Processes:
Clerking Patients
Daily Review
E-Discharge
MDTs
CPA
Within 1 week Line Manager
Complete Shadowing plan for initial 2-3 months
Independent Caseload
Assisting in RC Roles
Tribunal reports / attendance
Discharge / Transition decisions
Working out of Hours (if applicable)
Within 1 week Line Manager
Weekly timetable including informal feedback meeting time
Within 1 week Line Manager
Arrange meetings for Clinical Supervision + explain importance
Within 2 weeks Clinical Supervisor
Boundaries in Patient and Colleague Relationships (underpinned in cultural differences)
Within 2 weeks Line Manager
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Area to Cover
When to Cover Responsibility Date Completed
Comments
Meet with Buddy / Mentor Within 1 month Doctor
Royal College – Information about local division and support available
Within 1 month Line Manager
Arrange meetings for Education Supervision, if applicable + explain importance
Within 1 month Educational Supervisor
Team Working – what is your role in the team and who is the Team?
Within 1 month Line Manager
Team Leadership – who is your Team Leader and who do you lead?
Within 1 month Line Manager
Who will provide supervision for complex clinical cases
Within 1 month Line Manager
Support Needs Plan – Plan to support in event of SUI/Complaint/Conflict/Excessive Workload
Within 1 month Line Manager
Action learning set for new cohort/Balint Group Within 1 month Line Manager
Resilience Within 1 month Line Manager
Mindfulness Practice Within 1 month Line Manager
Escalation of Concerns Within 1 month Line Manager
How to contact staff to share a concern Within 1 month Line Manager
Complete Job Plan Within 6 weeks Line Manager
Development of AC role – Sec 12 Course Booking + AC Portfolio
Within 3 months Line Manager
Simulation Training for Tribunals Within 3 months Line Manager
Complete Initial Appraisal Within 3 months Appraiser
Inform about Peer Group Within 3 months Justine Nicholls
Educational Supervision Training Within 6 months Line Manager
Case Based Discussions arrange (once in 3 months and within 12 months)
Within 6 months Line Manager
DONCS – once in 6 months and 12 months Within 6 months Line Manager
Patient Feedback – 6 months Within 6 months Line Manager
Talent Management Within 12 months Line Manager
Special Interest Within 12 months Line Manager
Healthcare Leadership Model Within 12 months Line Manager
Career Progression – support with Portfolio for GMC Specialist Registration
Within 12 months Line Manager
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Appendix 4
Locum Doctor Employment Checklist Signed:……………………. …… Date: ………….....
Name:
Mobile number:
Approval for Booking obtained from SMT:
Grade:
Place of Work:
Dates of Locum:
Agency:
Previous engagement with CNTW as an Agency Locum: (if so list dates)
GMC Checked (including L2P) (attach copy):
Approved Clinician Status/Responsible Clinician Status: Section 12 Approval (if applicable):
Immigration Status (passport recorded):
Alert List Checked:
References Checked*:
Last substantive employer and Last place of work
MRC Psych Qualification (if applicable):
Fitness to Practice Form Signed:
Any Convictions Declared:
CRB Disclosure no and date obtained:
Pharmacy form complete (send to Lorraine in Pharmacy SNH) and Pharmacy Induction Information given:
Emergency contacts form complete:
Health Declaration completed:
Health information requested from agency (if required from declaration form):
Accommodation Arranged (if applicable): (Trust to pay 1mth only):
Switchboard Informed:
Confirmation of booking faxed to agency:
Andy Hope (Mental Health Act Office-SNH) informed (for Approved Clinician Status and section 12 approvals - Consultant bookings only):
Hourly rate agreed:
To attend Corporate Induction if booking is >1 week Notify Terri Lawson, Medical Directorate Office, CKH to arrange local induction Copy of Induction Disc given:
Original documents sighted on first day:
GMC Passport CRB form Letter given and Declaration Signed
Advise on Breaks (min 20 mins per day) to be recorded on timesheets
Pass Locum paperwork/file to DST to add locum details to Invoice Log Spreadsheet
For Consultant Appointments: Email Dr Owen and College Tutor if post supervising trainee
End of Placement Assessment form – emailed to Agency following completion
Locum Spreadsheet updated and file archived (at the end of placement)
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Lead Consultant/Clinical Director Responsibilities
To complete Local Induction Form:
To arrange email account with IT:
To arrange RiO Training:
To arrange Essential Training (e-learning) on Safeguarding and Information Governance:
Arrange for 1 month review :
Arrange for 3 month review:
Arrange for 6 month review:
Arrange for 12 month review:
Arrange for 18 month review:
Arrange for 24 month review:
Completion of End of Placement Assessment Form:
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Appendix 5
Supports for Locum Consultants and Specialty Doctors
The aims of these support arrangements are to assure Northumberland, Tyne and
Wear NHS Foundation Trust (the Trust/CNTW) that doctors who are temporarily
employed in the Trust are practicing to an acceptable standard and that they
receive professional support to at least the same extent as colleagues in
substantive posts. The specific objectives include:
To meet the requirements of Trust Policies, CNTW(HR)01, Induction Policy
and CNTW(C)31, Clinical Supervision Policy
To give the doctors concerned opportunities to gather the necessary
information for appraisal/revalidation
If this process raises concerns about the performance of a doctor who is
employed by the Trust, they should be addressed within the framework of the
Trust Policy, CNTW(HR)02 - Handling Concerns about Doctors. If the doctor is
not employed by the Trust, i.e. they are an ‘agency locum’; the concern must be
reported to the locum agency concerned and consideration given to reporting the
concern to the General Medical Council.
Procedure This procedure places responsibilities on the line manager of the doctor
concerned as well as on the doctor themselves. The doctor should ensure that
they maintain the evidence generated by this process in a portfolio. The line
manager should ensure that the information is passed to the doctor’s next
employer.
In certain circumstances the Line Manager may delegate some of their responsibilities to another senior clinician, but the Line Manager must be assured that the delegated doctor has the necessary competency to fulfil the task concerned. The Line Manger must conduct the review interview with the locum doctor themselves.
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Timing Responsibility Action
Before taking up post
Medical Staffing Complete locum doctor checklist
Within one month
Line Manager Complete and return local induction checklist
At one month Locum Doctor Participate in one round of multi-source feedback (MSF) with colleagues/co-workers
Line Manager Conduct at least one Case-based Discussion of a randomly selected case representative of the locum doctor’s area of work
Line Manager Interview at least two appropriate clinical colleagues who work closely with the locum doctor to gather feedback on the doctor’s performance. The information gathered from colleagues in this step must be attributable to the clinicians concerned.
Line Manager Ensure that the locum doctor is involved in monthly peer review of clinical work
After one month Line Manager Discuss results of the review, including the MSF, with the doctor. Ensure that the doctor has an appropriate personal development plan
At three months Line Manager Conduct at least one Case-based Discussion of a randomly selected case representative of the locum doctor’s area of work
Line Manager Interview at least two appropriate clinical colleagues who work closely with the locum doctor to gather feedback on the doctor’s performance. The information gathered from colleagues in this step must be attributable to the clinicians concerned.
At six months and every six months thereafter
Line manager Conduct at least one Case-based Discussion of a randomly selected case representative of the locum doctor’s area of work
Interview at least two appropriate clinical colleagues who work closely with the locum doctor to gather feedback on the doctor’s performance. The information gathered from colleagues in this step must be attributable to the clinicians concerned.
At the end of contract
Line Manager Complete a Locum Doctor Assessment Form and discuss with the locum doctor