The Challenge

As this GP Practice expanded across several locations, its structure and systems were struggling to keep pace. Key management responsibilities were concentrated with a small number of Partners—many of whom were looking to reduce their clinical hours.

At the same time, the Practice was experiencing:

• High turnover within the Admin team
• Increasing operational pressure on senior leaders
• The resignation of the Operations Manager, creating an urgent leadership gap

The Partners needed a more effective organisational structure, better systems, and clarity around roles to support the Practice’s continued growth.

How GHFR Supported

1. Diagnostic Review & Initial Recommendations

GFHR was asked to assess the key issues and identify the skills and structure needed for the future. We provided early feedback on strengths and risks and prepared recommendations for discussion at the next Partner Away Day.

2. Employee Survey & On Site Investigation

We began with an Employee Satisfaction Survey to understand what was working well and where improvements were needed.

We then spent two days on site:

• Meeting Partners, Managers and key team members
• Sitting in on staff meetings, Management meetings and Partner meetings
• Reviewing processes, systems and how core functions were being managed

This gave us a clear, evidence‑based view of operational challenges and cultural strengths.

3. Management Report & Practical Recommendations

We produced a detailed report outlining our findings and making recommendations grouped into clear themes. These included:

• Suggested organisational structure changes
• Leadership and role clarity
• Improvements to communication and recognition
• Systems and process improvements, including several “quick wins” to reduce pressure immediately

4. Recruitment of New Leadership Roles

To help the Practice move quickly, we worked with the Partners to recruit two newly created roles. Our support included:

• Creating job descriptions
• Advertising and candidate screening
• Designing and running the interview and selection process

Outcomes

The Practice now has a structure that supports its size and future plans. Since our involvement, they have seen:

• Stronger communication across sites
• Improved processes and the introduction of a central HR system to manage employee records, absence and training
• A significant reduction in staff turnover
• Greater leadership capacity and clarity across the organisation

These changes have helped the Practice operate more effectively and sustainably as it continues to grow.