The junior doctor shadow board

Abstract

Before 2020, North Manchester General Hospital had a history of poor feedback from junior doctors, regarding both their overall experience and access to non-clinical development opportunities. The circumstances of the COVID-19 pandemic resulted in the medical leadership team giving junior doctors the opportunity to lead the reorganisation of services and redeployment. The aim of this was to increase engagement, representation and development opportunities. This led to the formation of the Junior Doctor Leaders Group, using similar principles as the ‘shadow boards’ seen in the corporate sector. This article reviews the impact of the group. Analysis was conducted using internal key performance indicators, identifying improvement initiatives generated by the Junior Doctor Leaders Group and surveying group members. Initial results suggest that junior doctors felt their voices had gained recognition in the organisation, with 95% of group members stating that it increased junior doctor representation and 90% agreeing that the group made them feel more confident representing and advocating for their colleagues. Increased transparency and trust between junior and senior staff facilitated escalation of concerns to higher management, and the design and implementation of solutions. Members of the Junior Doctor Leaders Group also reported improvements to their work and educational experiences. In the first year after the group was established, members led or co-led a total of 14 organisation-wide improvement projects. Results from the General Medical Council training survey showed improvement across almost all indicators. Therefore, the authors believe that the Junior Doctor Leaders Group offers a novel approach to improving junior doctor engagement and experience, and can be beneficial to both the cohort of junior doctors and the wider organisation.