From graduate scheme to project managing a new emergency care centre

I decided to join the NHS because I was committed to its principles: that it’s customer focused and free at the point of consumption. I wanted to play a part in developing and improving patient care, so I joined the national management training scheme. The NHS is special to work in because you have a vested interest: you’re sure to know somebody, somewhere who has had the illness or disease that you’re tackling.

Creating a new emergency care centre

The building itself is not as important as the work that goes on inside: we’re planning the building around the type of service we want to provide.

I’m a project manager at NHS Grampian, and one of the projects I’m managing is the construction of a new emergency care centre. It’s exciting to combine long-term service planning with physical construction. The building itself is not as important as the work that goes on inside: we’re planning the building around the type of service we want to provide. It’s important that we address changes in technology and working practices to make the building fit for the future. We have to predict how the service will develop, and build in flexibility for change.

Project managing the planning and delivery of a new building means I work with a wide range of people, including architects, quantity surveyors and engineers, along with the clinicians I usually work with. This is my first project management role so I received some training, and I’m hoping to become accredited with the Association of Project Managers before long.

Managing the process of change

One of the most important things I’ve learned is to seek to understand before you try to be understood.

Working in the health service means there’s a constant state of change. I find that it’s easiest to work through periods of change by developing relationships with individuals – once you become embedded as part of the team, you can work together effectively. One of the most important things I’ve learned is to seek to understand before you try to be understood. In other words, if people resist something, try to find out why; then you can try to develop a win-win situation. You need to establish a clear strategic vision so you can tell people what you want to achieve – if you can’t explain something, it’s no wonder if people resist it. The best approach is to create a joint vision, so you can get there with your team. Everybody wants to do the best they can to improve patient care – this common view is a good starting point for finding a joint agreement.

An exciting environment

It’s interesting to work with clinicians and see how they deliver care. Healthcare is an exciting environment to work in because of the benefits it can bring to patients and carers – you can actually see the impact of what the team is doing. I’m pleased that my work is not driven by profit. We do need to balance the books and work within a financial framework but the main aim is to improve and enhance patient care. It’s exciting now because we’re developing opportunities for ‘joined-up working’ with various agencies, such as local authorities, the voluntary sector and the general public. Public consultations let us develop the service in line with what the public want.

Tips for graduates

• In an interview it will help if you can outline examples that complement the experience you’ve had at university. This could be through work experience, committees, travelling – a range of experiences will help. I was in the university officer training corps, and was commissioned as an officer in the Territorial Army. I gained leadership skills and management training, and attending Sandhurst helped me when I attended assessment centres later on. Anything like this brings added value – doing something in addition to your academic studies shows a wider outlook so you’ll stand out.
• Don’t be afraid to apply too soon – it’s better not to wait until the last minute. You need to sit your degree but you should also be lining yourself up for employment opportunities.
• Look at what tools and techniques employers use for interviewing. Try to think of examples and scenarios that you could use in interviews.

Milne Weir is a project manager at NHS Grampian. He has a BA in public administration and management from Glasgow Caledonian University (1995), and an MSc in healthcare management from the University of Stirling (1997).