How did you feel after reading the first blog on this subject? I hope you weren’t too worried or even disillusioned. If you were, is that perhaps because you haven’t yet assumed the role, or haven’t undergone an effective induction process? What about your handover; what did it involve and was it comprehensive enough?
What should the induction process actually involve? Well, as a practice manager, you’ll undergo the standard induction but ideally there should be a sub-section specifically aimed at your role. This is where you can really get to grips with information about your role and the practice. It can act as an information source, enabling you to find further information about the practice with relative ease.
The generic induction will provide information about the practice, it will aim to gather relevant documentation for verification purposes, and usually it will have a checklist covering, but not limited to, the following:
• Practice introduction
• Conditions of employment
• Equality & Diversity
• Worker / employee relations
• Organisation rules
• Health & Safety
• Mandatory training
The induction process really becomes useful for you as a practice manager when you get into the specifics, and if the current incumbent hasn’t provided you with an induction pack specific to your new practice, use the Practice Index [PLUS] Staff Induction Policy and have a look at Annex B in particular.
You can use this list to complete a thorough and effective handover, and remember despite you predecessor’s apparent eagerness to vacate the hot seat, you’re soon to become the manager; it’s therefore imperative that you understand your practice. Don’t be afraid to repeatedly ask questions – you need to understand everything and they should explain everything to you in as much detail as possible.
The following are key areas which must be covered in the handover:
• Personnel management
• Financial management
• Strategic management
While the above list may seem quite broad, there are multiple sub-elements pertaining to each key area. Like I said, this isn’t going to be a quick one-hour handover; you need time with your predecessor to discuss everything – and don’t blindly accept what they say! You need to see information, registers, contracts, appraisals, etc. etc.
Hopefully, using this document, you’ll feel assured that you haven’t taken a step into the abyss, that you have a good understanding of the current state of your new practice, and that you’re aware of any outstanding issues which may affect service delivery.
I know there’s a lot to digest, but in the words of Sheryl Crow, “No one said it would be easy”.
Until next time…