Philip Jones is the Paramedical Services Manager at the Spire Roding Hospital. He has been with Spire for over 9 years.
One of the most interesting aspects of management within the independent sector is what you learn about business across the board
"Before joining Spire I was one of the Superintendent Radiographers at Papworth Hospital NHS Trust.
In my current role as Paramedical Services Manager I manage the Physiotherapy and Diagnostic Imaging departments at Spire Roding Hospital and am a member of the Senior Management Team.
The most rewarding part of my job is knowing that we do our utmost to provide excellent service across the board to all of our patients and customers.
Since working here I have learned a great deal about the workings of Physiotherapy and I have also acquired skills in Project Management, having led on five large hospital-based projects over the past three years.
One of the most interesting aspects of management within the independent sector is what you learn about business across the board. One of our key challenges is looking at what are competitors are doing and ensuring we do it bigger and better wherever possible. It’s fascinating work. Constantly looking for innovation is also an exciting challenge which provides great opportunity for development for individuals and teams.
The teams in Physiotherapy and Diagnostic Imaging all have a ‘can do’ attitude and they work hard at supporting each other and the hospital at large in our goal to deliver the best possible service to patients, GP’s and Consultants.
When I need to recruit a new team member the potential candidate has to have excellent interpersonal skills and be suitably trained for the role which they are applying for, be it clinical or administrative. Flexibility and an understanding of the nature of our business is also an important consideration. I expect them to have done their homework and know about Spire, the Hospital where they are going to work and the nature of our competition. They need to work well alone, as well as within teams.
To ensure my team members fulfil their potential I meet with them regularly on a 121 basis so that we can discuss their work and look at ways to develop their skills as well as setting them objectives which are stretching but achievable at our Enabling Excellence meetings."