New Appraiser Training - Creating Value Through Appraisal

Good Medical Practice 2024 reset what an appraisal has to evidence, with a greater focus on supporting the professional development and careers of our colleagues. Done well, the appraisal meeting develops how a colleague practises, protects their wellbeing, surfaces concerns early and gives the organisation something it can act on.

Pre course module

Before the day you complete an online pre reading module covering the appraisal cycle, professionalism, documentation, and the current position from the GMC, so the workshop starts with practice rather than theory.

Interactive workshop

Then a full interactive day on the conversation itself. Communication and coaching technique, constructive challenge, the appraisals that are harder than the form allows for, and the documentation that must stand up when your responsible officer reads it. Scenarios and practical exercises throughout, with a mini appraisal practice to consolidate.

• Apply the Good Medical Practice 2024 domains to what you read in a portfolio and what you discuss in the room.
• Prepare thoroughly, reviewing the portfolio and identifying the key themes to review in the appraisal meeting
• Judge whether supporting information is sufficient and sufficiently reflective, against current guidance rather than personal preference.
• Open the discussion so the doctor knows it is supportive, setting the tone before you reach the first item on the form.
• Structure the conversation using a coaching model, so it moves the doctor on rather than working down the form.
• Deliver constructive challenge that stays supportive, including when the evidence is thin or arrives the night before.
• Support a colleague through a difficult period without taking on a clinical, occupational health or managerial role that is not yours.
• Write SMART personal development plans and summaries that meet ASPAT Progress tool standards.
• Meet the sign off requirements that fall to you as appraiser and know what you are attesting to when you do.
• Handle a serious concern that surfaces unexpectedly, and know what to do with it, when, and who to tell.
• Locate appraisal within revalidation and explain what your outputs are for once they reach the responsible officer.
• Set out the recommendations a responsible officer can make, and how your summary contributes to that decision.