How to Promote Work–Life Balance for General Practitioners

When I’m speaking with GPs, whether they’re exploring a permanent move or considering their next locum contract, one theme comes up in almost every conversation: work–life balance. 

For some, it’s a question of what even is work-life balance in a modern GP setting where patient demand is high and admin never seems to end. For others, it’s about protecting time for family, travel or further study without feeling guilty for stepping away from the consulting room. 

From my perspective as someone who is on the phone with hundred of GPs every week, balance isn’t a nice-to-have. It’s one of the biggest drivers of job satisfaction and a major factor in whether a GP stays in a clinic long-term or starts looking elsewhere.  

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What work–life balance really means for GPs

For most GPs I work with, balance comes down to three things: 

• Control over their schedule – having a say in the days they work, whether they do after-hours and how their sessions are structured. 
• Manageable workloads – enough time to give proper care without constantly running behind or taking admin home. 
• Space to recharge – time for family, hobbies or further study so medicine doesn’t become their entire identity. 

Locum GPs often choose that path specifically for flexibility. They might work two weeks on, two weeks off, or build contracts around travel plans or study blocks. They avoid some of the long-term administrative burden and can pick environments that suit their lifestyle. 

Permanent GPs, on the other hand, tend to be looking for predictable hours, supportive teams and room for growth – things like protected time to complete an advanced skin certificate, or the ability to finish in time for school pick-up a couple of days a week. 

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Why balance is now front and centre

Work–life balance has always mattered, but the conversations I’m having now are very different to even a few years ago. 

Early-career GPs are far less willing to compromise on lifestyle. At DNA we are seeing them test different environments, use locum work to figure out what they enjoy and walk away from a clinic that doesn’t align with their values. 

More experienced GPs are also reassessing. Many have done the long days, the after-hours and the weekends. Now they want to support personal wellbeing in the workplace and protect time with their families, sometimes shifting into locum roles or reducing their hours to make that possible. 

Across the board, expectations are changing. Money still matters, of course, but it’s rarely the only deciding factor. 

 

The pressures that make balance harder

General practice is uniquely demanding. GPs are now juggling: 

• High patient volumes 
• Increasingly complex care needs 
• Rising administrative requirements 

These pressures can build gradually until they hit burnout. Locums avoid some of the long-term load but face their own challenges… constantly adapting to new systems, walking into understaffed clinics, and needing to get up to speed quickly. 

Both groups need structures around them that deliberately protect their wellbeing, not just vague promises of a “supportive culture”. 

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Practical ways I am seeing clinics support GP wellbeing

The clinics I see doing this well aren’t necessarily the ones with the flashiest fit-outs. They’re the ones making practical, visible changes, such as: 

• Shorter consulting blocks or no after-hours for GPs who want that structure 
• Dedicated admin time blocked into the diary so notes and results don’t spill into personal time 
• Clear, well-organised onboarding so locums aren’t losing the first two days to logins and confusion 
• Mental health support – formal EAP access or informal check-ins that are actually followed up 
• CPD funding and on-the-job learning so GPs can grow their skills during work time 
• Real autonomy in clinical decisions, even within corporate environments 

For locums, simple things like being treated as part of the team, having access to resources, and being paid promptly make a big difference. Recognition and respect go a long way in both permanent and locum settings. 

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How I match GPs with roles that fit their lives

When I’m mapping the market or taking on a new brief, I don’t just ask about billings and hours. I’ll ask clinics: 

• What does flexibility really look like here? 
• How do you induct a new GP? 
• What kind of team support do you offer day to day? 

Then, when I’m speaking with GPs, I’ll dig into their version of balance: 

• Is it fewer days? No weekends? 
• A particular type of patient mix or clinic style? 
• Proximity to home or schools? 
• Space to complete further study? 

From there, it’s about matching lifestyle as much as skillset, especially for locums, where we can line up contracts around travel plans, family commitments or training blocks. 

Behind the scenes, our weekly payroll gives clinics the choice: pay locums directly, or have us handle it so doctors know they’ll be paid on time, every time. It seems like a small detail, but it’s a big signal that their time and effort are respected. 

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A real example of balance in action

Recently, we placed a GP in a clinic in regional WA. She had multiple offers on the table but chose the one that allowed her to work three days a week, with no after-hours and a very supportive admin team. 

That structure meant she could: 

• Spend more time with her young family 
• Keep her commute short and manageable 
• Continue an advanced skin certificate with hands-on support in the clinic 

For the practice, it wasn’t their original ideal of a five-day GP, but by being flexible, they gained a committed doctor who is building a specialist caseload and has every reason to stay. 

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Advice for practices that want to stand out

If you’re trying to attract and retain GPs in a competitive market, my advice is simple: 

• Be proactive and genuine. Don’t wait for GPs to ask about culture and balance – talk about it upfront. 
• Be honest, warts and all. If you can’t offer certain perks, be clear about what you can offer in return. 
• Listen early, not when it’s too late. Encourage doctors to raise small issues so they don’t become reasons to leave. 

At the end of the day, the clinics that keep their doctors long-term are the ones where GPs feel heard, supported and trusted, where work–life balance isn’t a slogan, but something that’s built into how the practice runs. 

That’s the story I’ll keep championing in every brief and every conversation: roles that support excellent patient care and sustainable, rewarding careers for GPs.