Distilling the core meaning of medical engagement to three junior doctor staff groups in a Welsh Health Board. Issue 1 (4th December 2020)

• Record Type: Journal Article
• Authors: Cromarty, Thomas; Rayment, Rachel; Mazelan, Patti; Barwell, Fred; Spurgeon, Peter; Shortland, Graham
• Is Part Of: BMJ leader. Volume 5:Issue 1(2021)
• Page Start: 14
• Page End: 19
• Publication Date: 2020-12-04
• Subjects: medical leadership -- trainees -- doctor -- engagement -- performance management; Medical personnel -- Periodicals; Leadership -- Periodicals; Medicine -- Practice -- Management -- Periodicals; Health services administration -- Periodicals; 610.68
• DOI: 10.1136/leader-2020-000339
• Languages: English
• ISSNs: 2398-631X

Abstract

Abstract : Background: Health systems demonstrate that levels of staff engagement correlate with a variety of performance indicators, including mortality, morbidity, staff sickness. The purpose of this paper is to help healthcare managers and clinical leaders gain greater clarity in understanding the core concepts which drive medical engagement for junior doctor staff groups. Methods: A total of 245 members of medical staff completed the Medical Engagement Survey (MES) with a local focus in a participating Welsh University Health Board in April 2018. In this paper a ' mixed-methods ' research approach is described. Both quantitative and qualitative data have been collected and analysed as part of the MES and these are interpreted and integrated with the aim of highlighting insightful links between the various methodological perspectives (as described by Shorten and Smith). Results: The findings reported are the results of the first purposive sample from an application of the MES targeted specifically at junior doctors. Though improvements in medical engagement often require a cultural change over the longer term, trainees have highlighted to the organisation valuable opportunities for quick wins. These capture the essence of what medical engagement really means to Junior Doctor Staff groups. Being kept informed in a flexible and timely manner about any changes in systems, job roles and rotas. Having more time outside ward duties to develop and progress effectively through training. Being undervalued by senior management and poor communication with medical staffing. Conclusion: The systematic surfacing of these core issues may potentially help keep sight of fundamental staff priorities when attempting to enhance levels of medical engagement. Although these views are from one Health Board, they mirror findings elsewhere. Disengaged junior doctors may be part of continuing the wider problem of lack of engagement in senior staff as they themselves become more senior and influential.