GP partners ‘must act’ if unprofessional behaviour is reported to them, says GMC
Exclusive GP partners ‘must act’ if unprofessional behaviours or discrimination by practice staff are reported to them, the GMC has said.
Speaking at Pulse LIVE London, GMC regional liaison adviser Sue Whitehead said that GP partners who ignore these behaviours ‘could find themselves coming to the attention of the GMC’.
She said that unprofessional behaviours ‘can affect all staff’ and encouraged GPs to intervene early if such behaviours are reported to them.
She said: ‘If discrimination now is reported to a leader – define leader: I’d say senior partner, trainer, appraiser – if discrimination is now brought to their attention, leaders must act.’
The Good Medical Practice document was updated in 2024 (see box) to reflect that if doctors witness abuse, discrimination, or harassment, they ‘should act, taking into account the specific circumstances’.
Ms Whitehead recommended that GPs address these behaviours by having conversations in person with staff, rather than via email, as emails are ‘more likely to be misunderstood’.
She said: ‘Sometimes people think “I’ll send an email because then it’s in black and white”, and “no one can say I didn’t say this”.
‘Don’t do that, you’re much more likely to be misunderstood by email than if you actually pick up the phone or, even better, speak to someone.
‘It’s an informal conversation of feedback about what you’re noticing that they do. And think about where you’re going to have this conversation. As I say, it’s not easy, but go into those conversations thinking about what you want the outcome to be.
‘If within you’re getting stuck, you’ve reported it, nothing’s happening, there is help and support that you can go for the GMC has a confidential helpline. Every organization, every ICB, will have a freedom to speak up guardian.’
What Good Medical Practice says
56 You must not abuse, discriminate against, bully, or harass anyone based on their personal characteristics, or for any other reason. By ‘personal characteristics’ we mean someone’s appearance, lifestyle, culture, their social or economic status, or any of the characteristics protected by legislation – age, disability, gender reassignment, race, marriage and civil partnership, pregnancy and maternity, religion or belief, sex and sexual orientation.
57 You must not act in a sexual way towards colleagues with the effect or purpose of causing offence, embarrassment, humiliation or distress. What we mean by acting ‘in a sexual way’ can include – but isn’t limited to – verbal or written comments, displaying or sharing images, as well as unwelcome physical contact. You must follow our more detailed guidance on Maintaining personal and professional boundaries.
58 If you witness any of the behaviours described in paragraphs 56 or 57 you should act, taking account of the specific circumstances. For example, you could:
a) check in and offer support to anyone targeted or affected by the behaviour, and/or let them know that you feel that the behaviour you witnessed is unacceptable
b) challenge the behaviour by speaking to the person responsible – either at the time, if safe to do so, or at an appropriate time and place
c) speak to a colleague and/or consider reporting the behaviour in line with your workplace policy and our more detailed guidance on Raising and acting on concerns about patient safety. Before you report the behaviour you witnessed, try and make sure that the person who was targeted is aware of, and supports, your intention to report it
‘Early intervention’ when addressing these behaviours can be ‘really effective’, Ms Whitehead added, but she stressed that support is available when interventions are needed.
She said: ‘In practice, it’s not easy to have those conversations – if someone’s behaviour is slipping, if they’re getting a bit snappier, a bit shorter, with staff, it’s not easy – but the evidence is that’s overwhelmingly effective.
‘If a colleague is behaving in a way that that is their norm- they shout, they belittle, they belligerent – that’s not going to be suitable for a coffee conversation.
‘That’s a much harder thing to sort out. And there is help and support out there. But really it’s when it’s become normalised, that’s much harder to deal with than if you catch it early on.’
Support from the GMC
- Their confidential helpline on 0161 923 6399 (Monday to Friday, 9am – 5pm) provides advice and guidance on any concerns doctors may be struggling with.
- GMC liaison and outreach teams work across the UK and offer training and support on speaking up and raising concerns.
- Read the full guidance on Raising and acting on concerns about patient safety.
Source: GMC
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READERS' COMMENTS [5]
Please note, only GPs are permitted to add comments to articles
Kettles and pots spring to mind
In another part of the country a friend I know discussed, in their ‘confidential appraisal’, concerns about one of their other partners. Explained no real proof available.
They were told by appraiser that they MUST report to GMC and ICB (to be fair to the actual appraiser, after dicussion with senior appraiser)
Disclosure made and after a pretty cursory investigation the ICB and GMC closed their investigation without action.
And the individual making the disclosure is now kicked out of the partnership.
Someone else can work out the lessons from here, but to me it seems appraisals are not the place to discuss these difficulties; they just force you in to a corner.
Terrible advice…’Have the chat, don’t email’ is decent people skills but legally unsafe. “I had a quiet word” against a flat denial is worth nothing at a tribunal or a GMC hearing. ACAS assumes a paper trail. Have the chat then put it in writing, not one or the other. If it isn’t documented it didn’t happen!
And ‘leaders must act’ with no recognition that the discloser usually carries most of the risk isn’t guidance. Bonglim Bong’s comment shows where that road ends
Agree the advice for non minuted ‘chats’ for concerns around professional behaviour is obviously from someone who has never been an employer, let alone a full liability employer should there be a tribunal claim.
Most Partnerships have disputes. Reporting each other to the GMC is usually reckless and damaging. An undocumented chat to a colleague about their perceived unprofessional behaviour is dreadful advice.