Recruiting a Practice Manager is one of the most important decisions a GP Partnership will make. A strong Practice Manager can help stabilise, develop and future-proof a practice. Equally, many practices will recognise the significant disruption, cost and impact that can come from recruiting the wrong person.
It is often better to wait for the right candidate than to rush into appointing the wrong one.
Across primary care there are many examples of practices having to repeat recruitment processes, manage difficult staffing situations, or undo operational changes after appointing someone who simply was not the right fit for the practice.
Start by Defining What You Need
Before advertising, take time as a Partnership or Board to consider what skills and leadership qualities your practice most needs.
Not every Practice Manager role looks the same. Some practices may need:
- Strong financial and business management skills
- HR and workforce leadership experience
- Operational transformation expertise
- Experience managing at scale or across multiple sites
- Digital and data capability
- Estates and compliance knowledge
- A visible people-focused leader able to build culture and relationships
Be realistic about the priorities for your organisation now, not simply what has historically sat within the role.
Review the Job Description and Person Specification
Avoid recycling old job descriptions without review.
Your advert and supporting documents should clearly reflect:
- The scale and complexity of the practice
- Leadership expectations
- Organisational priorities
- Governance responsibilities
- Experience requirements
- Development expectations
Practices should strongly consider including one or both of the following as desirable:
- Membership of the Institute of General Practice Management (IGPM)
- Or ideally accreditation as a Member of the Institute of General Practice Management (MIGPM)
Accreditation demonstrates a nationally recognised professional commitment to leadership, development and standards within general practice management.
Think Carefully About the Recruitment Process
Interviews for senior leadership posts should go beyond standard question-and-answer formats.
Consider:
A technically capable manager who is not the right cultural fit for the organisation can still create significant difficulties.
Support the Successful Candidate Properly
Recruitment is only the start.
A structured induction and support process can make a substantial difference to long-term success. Consider:
New Practice Managers, particularly those moving into larger or more complex organisations, should not be expected to simply “work it out”.
Invest in Professional Development Early
If your successful candidate is not already an IGPM member, encourage them to join as soon as possible.
Practices should also support:
- Engagement with local PM networks
- Continuing professional development
- Leadership training
- Working towards IGPM Accreditation (MIGPM)
Professional development for managers in a modern general practice is as important as ensuring that clinicians continue to develop. It is part of building resilient leadership for the future.
The Practice Manager role continues to evolve rapidly. Investing in capable, supported and professionally connected leaders benefits practices, staff and patients alike.
The IGPM can support your surgery with recruiting a management role, please enquire for further information to info@igpm.org.uk
