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Practice Experience Program is a self-directed education program designed to support non vocationally registered doctors on their pathway to RACGP Fellowship
Become a student member today for free and be part of the RACGP community
RACGP offer courses and events to further develop the knowledge you need to develop your GP career
Become a provider with the CPD Program and be recognised for the quality education and training you offer GPs
The Abuse and violence: working with our patients in general practice provides the best-available current evidence for GPs
Stay up-to-date with the latest information and resources on the COVID-19 vaccine rollout.
Download the Standards for general practice (5th edition) - a benchmark for quality care and risk management in Australian general practices
Coronavirus (COVID-19) resources for general practitioners
Advice and guidelines for GPs and practice teams to help protect general practice information systems
Video consultations can provide convenient and accessible healthcare delivery
Read all of the RACGP reports and submissions on various healthcare topics
Read all of the RACGP position statements on various healthcare topics
Join our RACGP Facebook groups
AGPT practice and supervisor handbook
Providing feedback to the registrar is central to the work of a supervisor. It’s a complex skill that takes time to develop and master and is impacted by the relationship between supervisor and registrar. An effective supervisor-registrar relationship that is conducive to feedback is one that operates as an alliance, where the registrar perceives the supervisor to be acting in the registrar’s best interest.
It’s important that feedback is provided frequently and not just when completing assessments. Feedback conversations can occur any time a registrar’s performance is observed. For example, after a problem case discussion, consultation observation, ad hoc supervisory encounter, or random case analysis.
It’s generally best to obtain the registrar’s own assessment of their performance first and uncover the issues they had with their performance before you give them feedback. Ensure your feedback is specific and about behaviour.
It can take time to establish a feedback culture. Doctors are known to invest considerable effort in ‘saving face’ (avoiding others losing respect for them) and being seen as credible by colleagues. A registrar may be reluctant to expose their weaknesses, particularly if they see their supervisor as overly judgemental. One way to overcome this is for you to demonstrate a willingness to be vulnerable by seeking feedback when you’re unsure about your own clinical practice. Another is to demonstrate this with the wider practice team by inviting shared reflections in your regular meetings.