News and Insights

Case Study: Recruitment of a Consultant Neurologist to a Hospital in Jeddah, Saudi Arabia

Thu, 12 Mar 2026 15:57:55 GMT

Job Search Success for a Consultant Neurologist in Jeddah Saudi Arabia

Background

A Joint Commission International (JCI) accredited military hospital in Jeddah, Saudi Arabia, sought to recruit an experienced Consultant Neurologist to strengthen its specialist services in neurology.

The hospital provides secondary-level medical care to military personnel, air force staff, and their families, delivering a comprehensive range of diagnostic and therapeutic services across most medical and surgical specialties.

As the population served by the hospital continued to grow, there was an increasing demand for specialist neurological expertise to manage common neurological conditions such as epilepsy, stroke, neuromuscular disorders, and neurodegenerative diseases.

The hospital therefore initiated an international recruitment process to identify a highly qualified neurologist with strong clinical and academic credentials.

The Recruitment Process

Through targeted international search and professional networks, Odyssey Recruitment identified a board-certified neurologist practicing in the United States with extensive experience in hospital-based neurology and outpatient neurological care. The candidate had a strong background in the management of common and complex neurological disorders and experience working within multidisciplinary hospital teams.

The physician was attracted by the opportunity to practice in a modern, well-resourced hospital with respected international accreditation while contributing to the care of a unique patient population within the Saudi military healthcare system.

The recruitment process was structured and straightforward with an initial review of the candidate's resume and credentials followed by an interview conducted remotely by the hospital's human resources and medical teams. The topics covered in the interview included clinical scenarios and their management.

Following this successful interview and positive reference checks, the neurologist was offered a two-year employment contract with the option of renewal.

Employment Package

The hospital provided a comprehensive expatriate employment package designed to attract internationally trained specialists.

Key elements included:

Tax-free salary (determined by official government scales and level of experience accumulated after specialist board certification)
Accommodation (an apartment in the city of Jeddah)
Comprehensive healthcare coverage
Six weeks of paid annual leave
Study leave for continuing professional development
End-of-service award in accordance with Saudi employment regulations

This package allowed the consultant to focus on clinical practice while benefiting from the financial and lifestyle advantages commonly associated with medical careers in the Gulf region.

Role and Responsibilities

In the position of Consultant Neurologist , the physician joined the hospital’s specialist medical team within the department of Internal Medicine and was responsible for:

Providing inpatient and outpatient neurological consultations
Diagnosing and managing a wide spectrum of neurological conditions
Collaborating with multidisciplinary teams including internal medicine, emergency medicine, and radiology
Contributing to clinical governance and maintaining high standards of patient care in accordance with JCI accreditation requirements
Mentoring junior medical staff and participating in continuing medical education activities within the hospital.
A five day working week

Registration with the Saudi Commission for Health Specialties and Immigration

Professional registration and immigration processes can be time-consuming and if not handled efficiently lead to delays in starting work. The key is good organization with meticulous preparation.

The process of obtaining registration with the Saudi Commission for Health Specialties is detailed in our article about professional registration in Saudi Arabia and consists of two steps (primary source verification of qualifications and experience and credentialing) and occasionally three if the prometric exam is required.

Visa applications for both work visas and dependent family members require employer sponsorship and are processed at the Embassies of Saudi Arabia in the country of origin. Processing times vary by country and should be verified in advance.

Our candidate was awarded registration as a consultant neurologist on the basis of credentials review and without the prometric examination. His visa was issued by the Saudi Embassy in Washington USA and the hospital provided his relocation flight straight to Jeddah.

He was met by the official hospital meet and greet service and escorted to his new home ready to start the one day induction process at the commencement of his new role.

Conclusions

This case highlights the advantage of well managed international specialist medical recruitment to swiftly address workforce shortages within healthcare organisations, particularly in specialities such as neurology with well documented candidate shortages.

For the hospital, the neurologist recruitment ensured the ability to provide high-quality neurological expertise in accordance with JCI standards.

For the candidate, the role offered an unique opportunity to gain international experience, practice in a modern hospital environment with clinical standards similar to those of the USA, and benefit from the attractive financial and lifestyle advantages associated with medical practice in Saudi Arabia.

Case Study: Recruitment of a Consultant General Surgeon from the United Kingdom to Kuwait’s Private Healthcare Sector

Fri, 06 Mar 2026 11:51:14 GMT

A Successful Surgical Job Search in Kuwait

Background

A highly experienced Consultant General Surgeon based in the United Kingdom approached Odyssey Recruitment seeking an international career opportunity that would provide both professional advancement and improved financial rewards.

The surgeon had completed full specialist training in the UK, held FRCS and CCT and was practising at consultant level with substantial experience in general surgery and upper abdominal surgery, including management of complex gastrointestinal conditions, elective abdominal procedures, and emergency surgical care.

While the candidate valued the clinical standards and professional environment of the UK system, he was increasingly interested in exploring opportunities overseas that could offer:

Greater financial incentives
Exposure to a different healthcare environment
A favourable work–life balance
Long-term career development in a well-resourced medical setting

After reviewing several international destinations, Kuwait’s private healthcare sector emerged as an attractive option due to its expanding hospital infrastructure, strong demand for Western-trained specialists, and competitive remuneration packages.

Identifying the Opportunity

Odyssey Recruitment identified a leading private hospital group in Kuwait which was actively expanding its surgical services and seeking an experienced Consultant General Surgeon with expertise in upper gastrointestinal and abdominal surgery.

The hospital operated a modern secondary-level facility equipped with:

Advanced operating theatres
Comprehensive imaging and diagnostic services
Multidisciplinary clinical teams
A growing patient population from both Kuwaiti nationals and expatriate residents

The organisation was specifically seeking a Western-trained surgeon who could contribute to the development of the surgical service, perform a high volume of procedures, and provide mentorship to the more junior surgical staff.

Following a detailed review of the candidate’s experience and surgical portfolio, Odyssey Recruitment presented his profile to the hospital. The candidate was shortlisted and invited to attend a structured interview with the hospital’s medical leadership team.

Recruitment and Licensing Process

After a successful interview process, the surgeon received a formal offer of employment as a Consultant General Surgeon within the hospital’s surgical department.

A key component of the recruitment process involved obtaining a professional licence to practise medicine in Kuwait. This credentialing process required:

Verification of primary and specialist medical qualifications, GMC registration and recent clinical experience via DataFlow
Certificate of good standing from the UK regulator, the General Medical Council (GMC)
Professional references

Odyssey Recruitment supported the candidate throughout the documentation and submission process, coordinating with the hospital’s credentialing team to ensure all regulatory requirements were satisfied.

The licensing process proved relatively straightforward for a UK-trained consultant surgeon, reflecting the strong recognition of UK medical qualifications in Kuwait’s healthcare system.

Once professional registration was approved, the candidate travelled to Kuwait and obtained his work permit upon arrival, allowing him to commence employment without significant delay.

Employment Package

The hospital offered a highly competitive expatriate compensation package, typical of senior medical positions in the Gulf region. The benefits included:

Tax-free salary
Fully provided accommodation
Annual return flights for the surgeon and eligible dependants
Generous annual leave entitlement
Private medical insurance
End-of-service gratuity (end-of-service award) in accordance with local labour regulations

The package provided substantial financial advantages compared with equivalent roles in many Western healthcare systems.

Professional Role in Kuwait

Upon joining the hospital, the surgeon quickly integrated into the surgical department and began performing a broad range of procedures within his subspecialty area. His clinical responsibilities included:

Elective upper gastrointestinal and abdominal surgery
Management of general surgical emergencies
Multidisciplinary case collaboration with gastroenterology, oncology, and radiology teams
Mentorship and supervision of resident doctors
Participation in clinical governance and quality improvement initiatives

The hospital’s well-equipped facilities and supportive administrative structure allowed him to maintain a high standard of surgical care while developing his clinical practice in a dynamic international environment.

Conclusions

This case illustrates several important aspects of international recruitment of specialist surgeons to the Middle East.

UK-trained consultant surgeons with CCT and GMC Specialist Registration are highly valued in Gulf healthcare systems where Western clinical training and experience are widely recognised and sought after.
The licensing process in Kuwait is similar to that of the other Gulf States and relatively accessible for appropriately qualified specialists, provided that credential verification and regulatory documentation are carefully managed.
Positions in Kuwait frequently offer substantial financial incentives, including tax-free income, accommodation, travel benefits, and end-of-service awards, making them attractive options for experienced consultants seeking to maximise earnings.
Structured recruitment support, including guidance through credentialing, licensing, and immigration procedures, is valuable for a smooth transition into international roles.

For consultant surgeons considering work overseas, Kuwait’s private healthcare sector continues to present lucrative and professionally rewarding opportunities within modern, well-resourced medical facilities.

Case Study: Recruitment of a UK Consultant Histopathologist to Private Practice in Singapore

Tue, 03 Mar 2026 16:38:35 GMT

Background

An experienced Consultant Histopathologist working within the UK NHS approached us to explore international opportunities. He had completed specialist training in the United Kingdom, held FRCPath, and CCT with GMC Specialist Registration and had over a decade of consultant-level experience in a busy district general hospital reporting a broad range of surgical pathology cases.

While professionally established, he sought a healthcare environment which provided more favourable opportunities including:

High technical standards and modern laboratory infrastructure
Adequate staffing levels and a reasonable case load
A predictable medico-legal climate
Competitive remuneration
A safe, well-organised urban environment with excellent international schooling options

After reviewing several jurisdictions in Asia and the Middle East, Singapore emerged as the most aligned with his professional and personal objectives.

The Opportunity in Singapore

The position under consideration for this candidate was with a leading private hospital in Singapore, providing secondary and selected tertiary level services to a mix of local and international patients. The hospital operated a fully accredited pathology laboratory with a strong focus on Anatomical pathology (histopathology and limited cytopathology) and Surgical biopsy and resection reporting.

The caseload was predominantly histopathology, including:

Gastrointestinal biopsies and resections
Breast pathology
Dermatopathology
Urological specimens
Gynaecological surgical pathology
General surgical pathology

The laboratory was digitally integrated, with robust quality assurance processes, international accreditation standards, and strong clinician-pathologist communication.

Registration and Licensing

A key element of the process was securing registration with the Singapore Medical Council (SMC). Given his credentials, UK Certificate of Completion of Training (CCT) and consultant status, the candidate was eligible to apply under the specialist pathway, subject to:

Primary Source verification of primary medical and specialist qualifications
GMC Certificate of Good Standing
Employer sponsorship (job offer)
Formal assessment by the relevant Specialist Accreditation Board

We coordinated closely with the hospital’s human resources team to ensure accurate and timely documentation submission, realistic processing timelines and alignment of employment contract commencement with SMC approval. The process was structured, transparent, and completed within anticipated timeframes.

Professional Transition

From a professional perspective, the transition from UK NHS work to Singapore private sector practice was smooth with efficient laboratory workflows and strong administrative support.

Unlike some NHS environments, the private sector model emphasised service efficiency and responsiveness, but without compromising diagnostic accuracy or clinical discussion.

Workload was consistent but manageable, with defined turnaround expectations and adequate technical staffing support. Importantly, he retained time for clinicopathological meetings and ongoing professional development.

Singapore provided some lifestyle attractions with a safe, low crime and generally clean environment, excellent public infrastructure, efficient and timely public transport and high-quality international education

Remuneration and Contract Structure

The employment contract offered:

A competitive base salary benchmarked to private sector specialist rates in Singapore
Performance-linked incentives
Relocation allowance
Medical insurance coverage
Structured annual leave

Singapore’s low personal income tax regime further enhanced net income compared to equivalent UK consultant earnings.

Conclusions

This case illustrates several key points relevant to anatomical pathologists and other specialists considering international career opportunities. Singapore is an attractive location, often over looked but with jobs comparable to those of the more popular states of UAE, Qatar and Saudi Arabia.

Professional Regulatory Compatibility: UK specialist qualifications are well recognised in Singapore, making the licensing pathway realistic and predictable for appropriately credentialed consultants.

Comparable Clinical Standards: Singapore’s public and private hospitals operate within a highly regulated environment with modern technology and sound clinical governance. The healthcare system is rated as equivalent in standards to those of the UK, New Zealand and Australia.

Financial and Lifestyle Incentives: Competitive remuneration, favourable taxation, political and economic stability, and exceptional urban infrastructure and international transport links make Singapore an attractive long-term option.

Case Study: Locum General Surgeon – Remote Practice in St. Anthony’s, Newfoundland and Labrador

Fri, 27 Feb 2026 22:12:25 GMT

Background

Odyssey Recruitment was approached by a general surgeon holding Canadian citizenship who had completed his higher surgical training in the United Kingdom. He had obtained examination eligibility with the Royal College of Surgeons of Canada, based on recognised UK postgraduate training and qualifications, enabling him to proceed towards Canadian specialist certification.

His professional objective was twofold:

To secure clinical experience within the Canadian healthcare system.
To develop a portfolio career in locum general surgery, with exposure to autonomous rural practice.

After credential verification and documentation review, he applied for specialist licensure with the College of Physicians and Surgeons of Newfoundland and Labrador and was granted registration as a General Surgeon in the province. We were then able to secure locum positions for him.

The Hospital Setting: St. Anthony’s Newfoundland

The locum tenens appointment was to a 50-bed regional hospital in St. Anthony’s, northern Newfoundland, one of the most geographically isolated surgical posts in Atlantic Canada. The facility provides essential secondary care services to a dispersed coastal population, including:

Emergency and elective general surgery
24 hour emergency department
anaesthesia
internal medicine
psychiatry
obstetrics and gynaecology
Endoscopy services
Trauma stabilisation
Inpatient surgical care
On-call coverage for acute presentations
Primary Care
Ophthalmology
Orthopaedic Surgery

Unlike tertiary centres in larger provinces, there is no immediate access to subspecialist backup. Visiting consultants are infrequent, and aeromedical retrieval is weather dependent, a significant operational constraint during winter months.

This is true rural general surgery in its classical sense: broad scope, high responsibility, and limited infrastructure. General surgeons are at times expected to perform emergency orthopaedic and obstetric procedures and occasionally must make patient visits by air.

Clinical Scope and Operational Reality

As a locum general surgeon, the candidate assumed responsibility for:

Acute abdomen management
Bowel obstruction and perforation
Cholecystectomy (open and laparoscopic)
Hernia repair
Emergency laparotomy
Endoscopic diagnostics
Trauma triage and transfer decisions
Other acute surgical emergencies

Remote Canadian hospitals frequently operate with lean staffing models. In this case:

Anaesthetic cover was limited
Operating theatre availability required flexible scheduling
Nursing shortages occasionally affected throughput
Imaging access was restricted after hours

The role demanded clinical independence, procedural competence across a wide spectrum, and pragmatic decision-making regarding transfer versus local management.

Professional and Personal Considerations

The province of Newfoundland and Labrador, located on Canada's eastern coast, remains one of the most challenging provinces in which to recruit and retain specialists and family physicians. Common deterrents include:

Severe winter climate with long winters and short summers
Geographic isolation
Low population density and limited social infrastructure
Reduced professional peer network
Distance from major urban centres

For many physicians, particularly those accustomed to metropolitan tertiary environments, this is perceived as an unattractive posting. However, for this candidate, the experience offered:

Significant operative autonomy
High procedural volume in essential surgery
Close multidisciplinary collaboration
Strong community appreciation
Competitive locum remuneration

Most importantly, it provided accelerated integration into the Canadian healthcare system.

Immigration and Strategic Advantage

One structural advantage of Newfoundland and Labrador is its participation in the Atlantic immigration pathway (formerly the Atlantic Immigration Pilot, now the Atlantic Immigration Program). This framework allows employers in designated provinces of Atlantic Canada to sponsor skilled professionals with an expedited route to permanent residency.

Key advantages include:

Relative ease of securing employment due to low competition for jobs
Employer-supported work permit pathways
Fast-track permanent residency processing
Reduced barriers compared to highly competitive provinces such as Ontario or British Columbia

Newfoundland represents a pragmatic and often overlooked gateway for internationally trained surgeons, other specialists or family physicians seeking:

Permanent residency
A pathway to Canadian citizenship
A “second passport” strategy
Entry into the Canadian specialist workforce

Outcome

The surgeon successfully completed multiple locum tenens assignments in St. Anthony’s and other hospitals in the province developing strong familiarity with rural Canadian practice standards, a sustainable locum portfolio model and professional references within the provincial health authority.

His Canadian citizenship removed immigration barriers, but for non-citizens the region offers one of the most accessible immigration-linked employment routes in Canada.

Conclusions

While Newfoundland is frequently regarded as cold, isolated, and professionally remote, it offers a compelling proposition for surgeons prioritising:

Rapid career entry into Canada with low competition for jobs, significantly increasing appointment probability and recruitment timeframes
Rapid permanent residency - Immigration pathways are materially faster in Atlantic Canada, creating a strategic advantage for internationally trained physicians.
High autonomy practice - Operational demands are high, requiring resilience, broad clinical competence, and independent decision-making.

Case Study: UK NHS GP Transitioning to Corporate General Practice in Geelong, Victoria (MMM1)

Fri, 27 Feb 2026 17:54:45 GMT

Background

An experienced General Practitioner, trained and practising within the UK National Health Service, approached us following increasing dissatisfaction with workload intensity, administrative burden, and diminishing professional autonomy.

Despite holding full UK specialist credentials, including Membership of the Royal College of General Practitioners (MRCGP) and a Certificate of Completion of Training (CCT) in General Practice, he sought to quit the UK in favour of a jurisdiction offering a sustainable clinical workload, greater clinical autonomy, improved quality of life and better remuneration.

Following independent research and advisory discussions, he identified Australia as the preferred destination.

Why Australia?

Australia offers a structured, expedited pathway to specialist (vocational) registration for qualified general practitioners who hold the MRCGP and CCT and are listed on the UK GMC GP Register.

The expedited specialist pathway via the Australian Health Practitioner Regulation Agency (AHPRA) and the Royal Australian College of General Practitioners (RACGP) is based upon credentials review and primary source verification.

This pathway significantly reduces regulatory uncertainty and allows appropriately qualified GPs to avoid the protracted supervised routes typically associated with international medical graduates.

Position Secured: Corporate General Practice – Geelong, Victoria

We secured a position within a large corporate primary care group operating across Queensland, New South Wales, the Australian Capital Territory, and Victoria. The successful placement was in the city of Geelong, Victoria and classified as:

MMM1 (Modified Monash Model 1) – metropolitan
DPA (Distribution Priority Area) at the time of recruitment

Geelong is located approximately 75 kilometres southwest of Melbourne’s CBD, offering metropolitan accessibility with a regional lifestyle profile in a smart coastal city.

Regulatory and Workforce Considerations

Under standard DPA rules, many international medical graduates are restricted to working in designated workforce shortage areas. However, this case illustrates a critical regulatory nuance:

UK-qualified GPs eligible under the expedited specialist pathway are not subject to the same geographic restrictions as non-specialist IMGs.

Because the candidate achieved specialist (vocational) registration:

He was able to practise in an MMM1 metropolitan classification within the DPA
He accessed Medicare billing eligibility equivalent to Australian-trained Fellows

This is a material strategic advantage for UK CCT/MRCGP holders considering relocation.

Employment Model

The corporate entity provided the GP with a fee for service agreement whereby the practice collected the fees for services provided by the GP and retains a percentage of these fees for the administrative, staff and property costs.

The terms were favourable and included:

Percentage billings model with guaranteed income during onboarding
Full administrative and nursing support
Digital records and established patient base
Flexible sessional commitments
Structured induction and compliance support
Relocation expenses

From a business perspective, corporate general practice groups offer scalability, peer support networks, initial guaranteed income and operational infrastructure which reduce transition risk for internationally relocating clinicians.

Professional and Lifestyle Outcomes

The GP joined the medical clinic after securing a visa and within his first year:

He established a stable patient list
Achieved income materially higher than his NHS earnings
Reduced out-of-hours obligations

Geelong provided coastal living, high-quality schools, and direct access to Melbourne without metropolitan housing cost pressures.

Strategic Conclusions for UK GPs

For UK GPs holding CCT and MRCGP, Australia represents not merely an alternative, but a strategically accessible destination with regulatory clarity. When navigated correctly, specialist recognition enables access to metropolitan-adjacent locations such as Geelong (MMM1) with eligibility for Medicare billing.

This case demonstrates that with precise understanding of registration pathways, DPA/MMM classifications, and corporate practice structures, relocation to Australia can be both clinically and financially advantageous.

Case Study: South African–Trained Emergency Physician Secures Australian Career Pathway via Regional Western Australia

Fri, 27 Feb 2026 15:40:18 GMT

Background

An experienced Emergency Physician, originally trained in Cape Town, South Africa , had returned to Tanzania for personal reasons. While clinically active and professionally competent, he found himself increasingly concerned about long-term career sustainability, economic stability, and the absence of a structured pathway to internationally recognised specialist accreditation.

His professional benchmark was the healthcare system he had previously worked in within South Africa, a tertiary-linked, consultant-led emergency care model with defined governance structures, procedural exposure, and academic oversight linked to the University of Cape Town.

His objective was clear:

A healthcare system with the highest of clinical standards
A stable economic and political environment
Transparent career progression
A credible pathway to permanent residency and eventual citizenship

He approached Odyssey Recruitment to explore international options within the Anglosphere.

Initial Consideration: Canada

Canada was initially assessed as a potential destination. However, regulatory analysis revealed a critical barrier: The Royal College of Physicians and Surgeons of Canada does not grant automatic equivalence to Emergency Medicine qualifications obtained in South Africa, (MMed in Emergency Medicine and FCEM -Fellowship of the College of Emergency Medicine), despite recognising several other specialty pathways.

This meant that entry into specialist practice would require:

Re-training in a Canadian residency program OR
Lengthy practice based assessment
Limited provisional scope
Significant uncertainty regarding time to independent specialist status

For a mid-career physician seeking progression rather than repetition of training, this pathway presented disproportionate risk.

Strategic Pivot: Australia as a Viable Anglosphere Alternative

Australia emerged as the most strategically appropriate alternative for several reasons:

Structured specialist assessment pathways for international specialists
Clear immigration and permanent residency options
Comparable emergency department governance models
Strong demand for emergency physicians in regional centres
Top Up Training Options

We identified a Service Registrar position in Bunbury, Western Australia, at a regional hospital operating a 24-hour Emergency Department. The department maintains clinical standards consistent with training hospitals accredited by the Australasian College for Emergency Medicine (ACEM).

While the specific role was not an accredited FACEM training post, the institution itself participates in accredited training, ensuring exposure to appropriate case-mix complexity and consultant oversight.

Appointment and Visa Sponsorship

Structured preparation for this role included:

Credential verification
Scope-of-practice alignment
Interview preparation focusing on Australian ED governance standards and clinical scenarios

The candidate was successfully interviewed and offered the position. Crucially, the role included a two year full time employment contract with an employer sponsored visa.

Registration was secured through the Medical Board of Australia under the Australian regulatory framework.

Professional Development Strategy

Although not immediately entering an accredited training post, the appointment allows the physician to achieve important objectives on the path towards specialist accreditation in Australia :

Australian clinical experience
Demonstrate performance within an ACEM-aligned environment
Strengthen a future application for specialist assessment or training entry
Develop local referee reports and procedural logs

Australia’s system permits structured “top-up” pathways toward Fellowship where equivalence is partial rather than fully recognised. This makes it uniquely adaptable for physicians trained in robust but non-directly equivalent healthcare systems.

Regional Western Australia, including Bunbury, provides a clinical exposure profile often broader than many Western European or North American urban centres. Emergency physicians frequently manage:

Trauma
Procedural sedation
Rural retrieval stabilisation
Broader undifferentiated cases

Such exposure can strengthen clinical autonomy and adaptability.

Lifestyle Advantages

Beyond professional recognition, Australia offered the candidate desirable personal and family goals which included:

Political and economic stability
A defined route to permanent residency and eventual citizenship
Access to diverse practice environments (metropolitan, regional, rural)
Stable and high quality education for children

Strategic Conclusions for International Emergency Physicians

This case demonstrates several key principles relevant to internationally trained specialists:

1. Partial Equivalence of Qualifications Does Not Mean Impossibility

Where one jurisdiction (e.g., Canada) does not recognise a specialist qualification as equivalent to their own, another (e.g., Australia) may not offer full equivalency but does offer a status of partial equivalence and a structured bridging route whereby equivalence can eventually be obtained.

2. Regional Australia Provides Strategic Entry Points

Candidates tend to favour the major metropolitan cities but positions outside these hubs attract less competition and are often more easily secured in a shorter time frame; and time is of the essence when attempting to complete specialist accreditation.

3. Personal Goals and Career Strategy Must Align

For physicians seeking permanent residency, a second passport and long-term family security, Australia remains one of the most accessible Anglosphere destinations offering clear migration pathways and promising medical careers.

Through targeted placement in a regional Western Australian Emergency Department, this physician transitioned from uncertainty in Tanzania to a defined pathway toward Australian specialist status and long-term settlement.

For similarly positioned candidates, the lesson is clear: regulatory barriers in one country do not eliminate global opportunity — provided the pathway is carefully structured and strategically managed.

Case Study: Recruitment of a South African Anaesthetist to Hunter New England, New South Wales

Fri, 27 Feb 2026 13:39:25 GMT

Background

A fully qualified specialist anaesthetist based in Cape Town, South Africa, approached us seeking international career options. She had completed her specialist training in leading university hospitals in Cape Town and was practising independently within a busy tertiary-level environment.

Her motivations for seeking relocation were both professional and personal:

Concern regarding South Africa’s economic instability
Increasing societal violence affecting long-term security planning
Desire for political stability and predictable governance
English-speaking clinical environment
Clear pathway to permanent residency and eventual citizenship
High standard of living with strong public infrastructure
A warm climate

After comparative analysis of viable jurisdictions (including the UK, Ireland, Canada, New Zealand and Australia), Australia emerged as the most aligned with her objectives.

Why Australia?

Australia emerged as the winner for reasons of career prospects and lifestyle. Australia offered:

A stable political and economic environment
A publicly funded health system with strong specialist demand for specialist anaesthetists
Competitive remuneration (better than the UK and New Zealand)
English as the primary working and official language
Cultural similarity to South Africa (part of the Anglosphere)
Defined immigration pathways for specialist doctors with options for permanent residency and ultimately citizenship
Regional workforce incentives
An outdoor lifestyle in a warm climate

The key constraint was geographic: metropolitan Sydney roles are highly competitive for international medical graduates (IMGs), particularly in anaesthesia. However, New South Wales’ regional health districts present substantive opportunities for appropriately qualified specialists.

Employer: Hunter New England, NSW

The best opportunity to secure an initial position in the Australian health system was in Hunter New England Health, New South Wales (NSW), one of the largest Local Health Districts in New South Wales, serving a diverse population across regional and rural communities.

The post was within a regional secondary-level hospital providing:

Elective and emergency surgical services
24 hour emergency department
Obstetric anaesthesia
Trauma and acute care coverage
Participation in on-call rosters
Supervision and teaching of resident medical officers
Opportunities for service development

The department had experienced intermittent consultant shortages, impacting theatre throughput and rostering stability. The addition of an experienced specialist anaesthetist was strategically important for service continuity.

Recruitment & Regulatory Process

Our role encompassed end-to-end management of the recruitment and onboarding procedures.

1. Credential Assessment & AHPRA Pathway

The first step in the recruitment process is credentialing and evaluation of eligibility for an appropriate category of professional registration with the AHPRA.

Review of basic medical and specialist qualifications from South Africa
Determination of appropriate registration pathway as the specialist pathway
Preparation of documentation for Medical Board assessment
Coordination of primary source verification of credentials with EPIC / ECFMG

2. Employer Alignment

The next step is the submission of the candidate's CV to employers for consideration for appointment in suitable positions. This involves:

Matching candidate skillset to regional workforce and hospital needs
Arrangement of interviews with prospective employers
Negotiation of job offers, employment contract structure and remuneration
Clarification of scope of practice and supervision framework

3. Contractual Terms Secured

Upon completion of steps 1 and 2, the candidate had a favourable job offer with a visa sponsorship and a clear pathway to full specialist registration with AHPRA, permanent residency and citizenship.

The candidate received:

A Permanent specialist appointment
Five-year contract (enewable)
Competitive base salary aligned with NSW Staff Specialist Award
Salary packaging to optimise net earnings and superannuation
Generous annual leave entitlement
Three relocation expense reimbursements
Employer-sponsored visa
Defined pathway to Permanent Residency

4. Immigration Strategy

The offer agreed and signed, is conditional upon obtaining a visa permitting work in the offered position.

The visa sponsorship was structured to ensure:

Employment security
Full time employment (40 hours per week + on call duties)
Family relocation support
Eligibility for permanent residency
Long-term citizenship pathway

This alignment between professional stability and immigration strategy was central to the candidate’s decision.

Outcome

With the visa approved, the anaesthetist successfully commenced employment in Hunter New South Wales.

Clinical integration was rapid. Her prior tertiary-level experience translated well to the regional Australian setting. She contributed meaningfully to:

Operating theatre efficiency
Obstetric anaesthesia coverage
On-call resilience
Departmental workforce stability

Feedback from the hospital confirmed that her appointment significantly reduced locum reliance and improved roster sustainability.

From a personal perspective, she achieved:

A high standard of living
Safe community environment
English-speaking professional integration
Clear long-term settlement and professional prospects

Conculsions

This placement illustrates how strategic international recruitment can align candidate career and lifestyle objectives with regional workforce demand.

For hospitals in New South Wales and beyond, experienced South African specialists represent a highly trained, English-speaking workforce segment capable of immediate service contribution.

While metropolitan roles may be competitive, with priority granted to local applicants, regional Local Health Districts provide substantive career pathways for well-qualified international specialists and a good point of entry to Australia.

For anaesthetists seeking promising career options a comfortable lifestyle, and long-term settlement pathways, regional Australia remains one of the most strategically sound global options.

Successful international recruitment requires integrated management of professional registration and visa applications. Fragmented management increases risk; integrated oversight improves outcomes.

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Case Study: Recruitment of a Senior Emergency Medicine Physician from the UK to Shanghai, China

Thu, 26 Feb 2026 16:16:42 GMT

Overview

This case study outlines the successful international placement of a senior Emergency Medicine physician who was working within the National Health Service (NHS) in the United Kingdom (UK) in a substantive senior role in a leading private hospital in the dynamic city of Shanghai, China.

The physician was an experienced Emergency Medicine consultant with a strong clinical portfolio in high-acuity adult and trauma care. Despite professional stability within the NHS, he was seeking fresh challenges and a materially improved remuneration package.

Through targeted search and international network engagement, Odyssey identified a suitable opportunity with a leading private healthcare group headquartered in Beijing, China with hospitals in major cities including Shanghai, Beijing, and Guangzhou.

Employer Profile

The Chinese healthcare company operates a network of Joint Commission International (JCI) accredited Western-standard private hospitals serving expatriate and affluent local populations in China's largest cities. The group is known for:

International accreditation standards (JCI)
Multidisciplinary teams including North American, European, Australian, and Asian-trained physicians
English-language clinical environments
Modern diagnostic and resuscitation facilities

The Shanghai hospital offered a high-volume but well-structured Emergency Department, managing:

Adult and paediatric emergencies
Minor trauma cases
Medical and surgical admissions
Internationally insured patient populations

For an NHS-trained Emergency Medicine consultant, the clinical governance structures and documentation standards were familiar, while operational efficiencies and remuneration were notably superior.

Recruitment Process

1. Candidate Sourcing and Assessment

The candidate was selected from our data base, having recently registered with Odyssey seeking lucrative and interesting international career opportunities. He was exploring various possibilities but this one stood out from the others. The reputation of the hospital company, its international accreditations, the lure of Shanghai, China's largest and most exciting city and the financial package trumped the other offers.

He met the credentialing requirements with ease and had sufficient suitable experience to lead an emergency medicine physician team and provide an effective clinical service. Resuscitation certificates (BLA, ALS, ATLS) were all up to date. His NHS background provided reassurance regarding training standards, patient safety culture, and clinical independence.

2. Interview and Offer

Following the submission of the candidate's CV to the hospital, he was invited for an interview conducted remotely and then a site visit with panel interview. A strong performance resulted in a job offer.

The final package included:

Substantially increased net income compared with UK earnings
Housing allowance
Medical insurance
Annual leave and flight allowances

From a financial perspective, the move represented a significant enhancement in earning capacity while maintaining high clinical standards.

Medical Registration in China

One of the key concerns for internationally mobile physicians is regulatory complexity. In this instance, the medical licensing process in China proved comparatively straightforward.

Key elements included:

Verification of primary medical qualification
Confirmation of specialist training
Confirmation of GMC registration
Employer sponsorship
Health and criminal record clearance

The hospital’s HR and credentialing teams facilitated the majority of documentation, significantly reducing the administrative burden. Unlike some jurisdictions requiring prolonged equivalency examinations, this pathway was employer led and efficient.

The physician relocated to Shanghai within a practical timeframe and commenced practice without undue delay.

Clinical Practice in Shanghai

Upon relocation, the physician integrated into a well-equipped Emergency Department environment featuring:

Modern resuscitation bays
Advanced imaging access
English-speaking multidisciplinary teams
Efficient admission pathways

The patient demographic differed from the NHS model, with a higher proportion of privately insured expatriate patients. Expectations around communication, service responsiveness, and clinical documentation were elevated but aligned with international best practice standards.

Importantly, the physician reported:

High levels of professional satisfaction
Financial security
Strong institutional support
A manageable workload structure compared with NHS pressures

He remained in post for many years, reflecting both professional and personal success in the placement and continued enjoyment of life in the Shanghai metropolis.

Key Takeaways for Emergency Physicians

For senior Emergency Medicine consultants considering international relocation:

Private Asian healthcare markets can offer substantial financial uplift without compromising clinical standards. The international hospital accreditation system provides a good indicator of hospital standards.
Obtaining a licence to practice medicine in China is straightforward and faster than many countries.
International private hospitals increasingly seek NHS-trained physicians, valuing clinical training, governance experience and clinical autonomy.
Cultural adaptability and strong communication skills are critical in multicultural environments.

Key Takeaways for Hospitals with Emergency Departments

For ED directors and private hospital groups:

Experienced NHS consultants are highly transferable into international emergency settings in secondary and tertiary level hospitals.
Competitive packages are essential to attract senior physicians from publicly funded systems.
Long-term retention is achievable when remuneration, and working conditions are aligned.

Conclusions

This case demonstrates the successful transition of a senior Emergency Medicine physician from a leadership role within the NHS to a high-performing private hospital system in Shanghai.

The placement delivered:

Financial advancement
International career diversification
Sustained professional satisfaction

For both physicians and hospital operators, this case underscores the viability and strategic value of well-managed international Emergency Medicine recruitment.

Interventional Radiology in Dubai: A Strategic Career Move for UK NHS Consultants

Thu, 26 Feb 2026 11:13:26 GMT

Overview

A leading private hospital in Dubai sought a senior interventional radiologist to establish and lead a foundational interventional radiology service. The radiologist's mandate was not simply procedural delivery, but structured service creation; building a safe, sustainable, and scalable interventional radiology service compliant with the high clinical standards of the prestigious and internationally accredited hospital.

Odyssey successfully sourced and placed an experienced UK NHS-trained Interventional Radiologist into this role. The appointment has since evolved into a strategically significant service line within the organisation and afforded the radiologist an interesting and rewarding career move.

This case highlights the international career opportunities which are open to UK NHS consultant radiologists and other radiologists who have trained in comparable healthcare systems.

The Brief

The internationally accredited Dubai hospital identified a strategic need to expand its radiology service from a diagnostic one to an interventional service with the capability to perform vascular and non vascular interventional procedures.

The objective was to create a high-quality, evidence-based interventional radiology service capable of delivering core minimally invasive procedures, with a structured pathway toward further subspecialisation and service expansion.

The hospital’s executive leadership recognised that successful implementation would require a radiologist with more than just clinical procedural expertise. The post demanded:

Proven tertiary-level interventional radiology experience
Demonstrable service design and clinical governance expertise
Ability to develop protocols, pathways and KPIs
Strong collaboration and negotiation skills with senior management
Capacity to mentor radiographers, nurses and junior medical staff

This was therefore a senior strategic appointment rather than a purely clinical hire.

The Middle East market for experienced interventional radiologists is competitive. Many candidates have procedural competency but limited experience in leadership roles and service development.

Our brief was clear: identify a candidate with both subspecialist interventional radiology credentials and demonstrable tertiary hospital service development experience in a developed country healthcare system.

The Professional Proposition

Among established interventional radiologists working in healthcare systems restricted by underinvestment and limited technology, dissatisfaction is common. Predictable career inflection points are service saturation within overburdened hospitals, burnout and stress, and increasing administrative burdens with limited strategic autonomy. These are strong motivators for seeking new positions with fresh challenges.

This Dubai appointment offered some attractive incentives:

A long-term, full-time contract (without expiry)
Competitive tax-free remuneration
An incentive scheme to reward activity
Executive-level engagement in service design
Direct influence over equipment selection and procedural scope
Strong multidisciplinary integration

Candidate Profile

We sourced a candidate who was currently practising as an interventional radiologist in a tertiary university hospital in the United Kingdom's National Health Service (NHS). He was a department leader with responsibility for clinical standards, policies and education and teaching of radiology trainees.

This radiologist held the FRCR and CCT in diagnostic and interventional radiology followed by several subspeciality radiology fellowships. He had over 10 years of consultant level experience and was used to managing high procedural volumes across vascular and non-vascular interventions. He was also expert in audit, clinical governance, and structured reporting.

This background translated effectively into the Dubai private healthcare environment, where governance standards remain robust but decision making can be significantly more agile.

Recruitment Process and Onboarding

The recruitment and onboarding procedures were swift and well organised. Following submission of the candidate's CV to the employer, the CV was reviewed and approved and an exploratory meeting organised with the candidate and employer to assess mutual interest in the opportunity.

An interview was arranged and followed up with a site visit to meet colleagues and inspect the facilities and equipment. A job offer was issued, negotiated and accepted and application for a licence to practice radiology made to the appropriate regulatory authority. Once approved, the physician was ready to start work.

The hospital provided accommodation for a short time after arrival in Dubai and then the radiologist had to find his own, a relatively easy task in Dubai where accommodation is plentiful although not always cheap.

Outcomes After Appointment

A three month probation period is standard in the UAE for all new hires. During this time, the radiologist focused upon understanding the new healthcare system, its regulations, policies and procedures and planned the development of the new interventional radiology service. This included:

Developing procedural protocols
Designing referral pathways
Selecting equipm ent
Establishing complication reporting standards
Building relationships with oncology, surgery and nephrology departments
Performing basic interventional procedures.

Within the private sector context, implementation timelines were materially shorter than those typically encountered in NHS capital planning cycles.

Following completion of the probationary period, the radiologist established a fully operational interventional radiology service and is now recognised internally as both a clinical and strategic leader.

Why the UAE Appeals to Interventional Radiologists

The UAE has experienced considerable growth of its healthcare system in the last decades with many new hospitals and clinics in public and private sectors providing an extensive range of primary, secondary and tertiary medical services.

Hospitals are encouraged to apply for, and often succeed in gaining prestigious international accreditations from the Joint Commission International (JCI) and similar organisations with the assurance of the high standards of clinical services that these accreditations require.

This attracts physicians from the developed healthcare systems of North America, Australasia and Western Europe, motivated by financial incentives, greater clinical autonomy, strategic leadership opportunities and a lifestyle infused with sunshine, sound infrastructure and global connectivity.

Who Should Consider Similar Roles?

Similar positions in the Middle East states are suitable for experienced radiologists with strategic leadership experience, competence in service design and an understanding of international hospital regulatory and accreditation systems.

Strategic Conculsions

Whilst most radiology jobs in Dubai and the other emirates of the UAE have a purely procedural scope of practice, the most compelling roles are those requiring senior level clinical leadership, governance familiarity, and service development capability.

For internationally trained interventional radiologists at a career transition point, such appointments offer the opportunity to deploy established expertise within hospitals dedicated to rapid service development and innovation whilst operating according to international clinical standards.

The financial compensation packages, tax free at source, are competitive with the remuneration in the UK and Europe. The lifestyle is attractive for physicians seeking to live in a warm climate with proximity to Europe, Asia and Africa.

If you are an Interventional Radiologist exploring international options, a structured discussion regarding scope, licensing eligibility, and realistic market positioning can clarify whether this pathway aligns with your career objectives. Contact us or upload your CV .

Establishing a Cardiac Electrophysiology Service in Abu Dhabi: Strategic Recruitment of an International Consultant

Wed, 25 Feb 2026 13:35:10 GMT

Executive Summary

This article outlines the strategic recruitment and integration of a European-trained Consultant Cardiologist (Electrophysiology) into a major public tertiary hospital in Abu Dhabi. The appointment was undertaken to establish a comprehensive in-house electrophysiology (EP) service, reduce external referrals, and expand the institution’s tertiary cardiac capabilities.

For hospital executives, medical directors, and clinical service planners, this case demonstrates how targeted international recruitment aligned with infrastructure planning and regulatory compliance can successfully launch a complex subspecialist service.

Identifying the Service Gap

Abu Dhabi, the capital of the United Arab Emirates (UAE) , has a well developed public health service (SEHA) which provides integrated primary and secondary medical care with selected tertiary care from a group of modern hospitals and clinics in Abu Dhabi and its neighbouring emirate, Al Ain.

Cardiac disease remains one of the leading causes of morbidity and mortality in the UAE and high incidences of cardiovascular pathology alerted the attention of healthcare planners to the urgent need for subspecialist cardiology services to complement the existing general cardiology and cardiac surgery service.

A structured internal review identified:

Increasing regional prevalence of complex cardiac arrhythmias
Dependence on external referral centres for invasive EP procedures
Limited local ablation capacity
Growing device implantation demand (ICD, CRT, pacemakers)

Strategic objectives were defined as:

Establishing a fully operational electrophysiology laboratory
Performing diagnostic EP studies and complex ablations locally
Building a sustainable arrhythmia management pathway
Enhancing institutional tertiary referral status

This required the recruitment of an experienced consultant cardiologist capable of building an electrophysiology service.

Consultant Cardiologist Profile Defined

The specification for a suitable candidate for this role extended beyond the standard consultant clinical cardiology criteria and encompassed strategic leadership and administrative capabilities.

Clinical requirements:

Independent operator status in diagnostic EP studies
Radiofrequency and cryoablation experience
Device therapy proficiency (ICD, CRT, lead management)
Documented procedural volumes
Experience in tertiary referral environments

Strategic and leadership competencies:

Service design and protocol development
Multidisciplinary coordination
Teaching and mentorship capacity
Clinical governance familiarity
Equipment specification input

International Recruitment Strategy

The recruitment campaign was designed to target cardiologists with the requisite clinical skills and considerable experience both clinically and in leadership positions within a tertiary hospital. A candidate from Italy, Dr AS was sourced from a major tertiary hospital in Italy.

The recruitment pathway included:

1. Credential Assessment

Qualification review, training verification
Procedural logs and case volumes
Scope-of-practice review
Leadership achievements

2. Structured Clinical Interview

Conducted remotely as a first stage interview, the discussions focused on:

Service design roadmap
Equipment requirements (3D mapping systems, ablation platforms)
Risk management protocols
Complication escalation pathways
Projected case mix evolution

3. Site Visit and Infrastructure Assessment

A formal visit to the hospital in Abu Dhabi, undertaken over a weekend enabled:

Introductions to the clinical director and staff
Evaluation of cath lab readiness
Review of ICU and cardiac surgery backup
Nursing and technical team assessment
Administrative planning meetings

This stage ensured alignment between the candidate's expectations and the institutional capability and was followed by a job offer and subsequent on boarding procedures.

Professional Registration - MOH

All physicians practising in Abu Dhabi must obtain licensure with the relevant medical regulatory authority, the Ministry of Health (MOH), and are credentialed for the appropriate licence category, in this case, Consultant Cardiologist.

The Data Flow Report, a primary source credential verification service, is used to confirm qualifications, licence and recent practice history as a first step followed by a credentials review by the MOH and approval of the proposed employment arrangement with the employer acting as sponsor to the licence.

A further privileging process is performed by the hospital management to define the candidate's scope of

practice.

Remuneration and Retention Framework

To secure the services of a senior European consultant, the hospital offered a competitive tax free expatriate package on a fixed term, renewable contract with executive level support for the service development and technology acquisition needed to implement the service. This included:

Tax-free consultant salary ( experience dependent, SEHA official scales)
Housing provision
Annual travel benefits
Six weeks annual leave
Comprehensive medical coverage
End-of-service benefits

Beyond compensation, retention considerations included:

Defined scope of clinical practice
Clear clinical autonomy
Defined service development authority
Administrative support
Access to continuous professional development

Probation and Implementation Phase

New employees with SEHA hospitals have an initial three month probationary period during which either party can terminate the employment contract. Dr AS used this time to familiarise himself with the new healthcare system, get to know his colleagues and start the initial phase of the electrophysiology service.

He developed the clinical protocols which would form the framework of the emergent service, and ordered the appropriate technology. Initial EP cases were performed, referral pathways formalised and audit and KPI monitoring initiated.

Within the first phase of operation, the service achieved increased procedural volume and capability, increasing numbers of patients referred for management and an enhanced regional profile.

Conclusions

The recruitment of a European-trained Consultant Electrophysiologist enabled the successful establishment of a new tertiary electrophysiology service in Abu Dhabi, enhancing the portfolio of available medical services and reducing the frequency of overseas patient journeys for treatment.

This case illustrates that:

international subspecialist recruitment, when combined with infrastructure investment, regulatory planning, and executive alignment can rapidly elevate institutional capability and reduce dependency on external referral centres.
for healthcare organisations seeking to expand advanced subspecialty services, a structured, and strategically aligned recruitment approach is essential
competitive financial remuneration packages and incentives are crucial to attracting high calibre physicians.

Family Medicine in Canada: Scope of Practice and Clinical Autonomy Explained

Thu, 19 Feb 2026 15:50:35 GMT

Internationally trained General Practitioners (GPs) considering practice opportunities in Canada, frequently have two dominant concerns at the outset of their search for positions: the scope of clinical practice and level of clinical autonomy afforded by the job.

Fortunately the responses are usually straightforward. Canada offers some of the broadest and most autonomous scopes of practice for Family Physicians globally. However, that scope varies by province, medical practice, community size, and individual physician preference.

This article provides a detailed overview of what GPs can expect in terms of clinical responsibility, procedural work, hospital involvement and professional independence.

1. The Role of the Family Physician in Canada

Family Physicians form the cornerstone of Canada’s publicly funded healthcare system acting as the gatekeeping layer between primary and secondary care. Patients needing specialist opinion require referral from a GP to access publicly funded specialist care.

Unlike some healthcare systems where primary care is narrowly defined, Canadian family medicine is designed to be comprehensive and continuous. GPs have considerable clinical autonomy and the ability to determine their preferred schedules and scope of practice with opportunities to develop enhanced procedural and secondary skills rarely available in other countries. This is particularly relevant to physicians seeking practice opportunities in the more remote areas of this vast country.

In most provinces, family physicians function as comprehensive primary care providers, assessing and treating patients of all ages from infancy to old age. This includes the management of chronic disease, preventative medicine and in some areas, basic hospital care, minor surgery, anaesthesia, obstetrics and emergency medicine.

2. The Core Scope of Family Medicine Practice

Family physicians enjoy work scheduling autonomy. Most physicians maintain patient panels between 1,200 and 1,800 patients depending on practice model. Patient appointment lengths typically range from 10–20 minutes.

The basic scope of practice includes:

Acute illness management
Chronic disease management (diabetes, hypertension, COPD, heart failure)
Mental health (depression, anxiety, ADHD, addiction medicine)
Women’s health and contraception
Antenatal and postnatal care (varies by region)
Paediatrics
Geriatrics
Palliative care
Preventive screening and immunisation

3. Procedural Scope

One of the defining features of Canadian family medicine, particularly outside major metropolitan centres, is the opportunity to develop and maintain procedural skills. Expanded procedural scope directly influences earning potential under Fee-for-Service models with procedure fees generally higher than those for consultations.

Common office-based procedures include:

Skin excisions and biopsies
Joint injections
IUD insertions
Vasectomies (in some practices)
Cryotherapy
Minor surgical procedures

In rural settings, additional skills may include:

Emergency medicine coverage
Obstetrics (including deliveries)
Inpatient care
Anaesthetic services (with additional certification)
First assist in surgery

4. Urban vs Rural Scope

Urban practices tend to prioritise patient consultations, chronic disease management and other standard primary care services over enhanced skills and procedural competency, which are personal options rather than essential skills. Specialist referral is close at hand hence there is less need to manage complex cases, perform urgent procedures or attend to hospitalised patients. Patient panels can be large and demanding and appointment schedules intensive.

Urban medical clinics are often the best starting point for physicians new to the Canadian primary care services. Collegial support is crucial to successful integration into the system.

Rural medicine in Canada often resembles a hybrid of general practice and community hospitalist medicine where GPs frequently manage hospitalised patients, work shifts in emergency departments and even practice obstetrics and anaesthesia, performing basic surgical procedures. A greater level of clinical autonomy is usual but this must be accompanied by both competence and confidence as collegial support is limited and secondary care many miles away. Additional courses may be undertaken to acquire the supplementary skills required for this type of work.

5. Employment Structure and Autonomy

Most Canadian Family Physicians join clinics or medical practices and operate as independent contractors. They bill provincial health insurance plans directly and pay over heads to the clinics to cover property and administrative costs. This arrangement is called a fee split, with 20-30% of the total fees paid to the clinic.

Under this system, physicians enjoy substantial professional autonomy with the ability to select patient panel size, determine clinic schedules and procedural scope. Some choose to incorporate for tax efficiency.

6. Financial Compensation Models

The fee for service model remains the most common financial compensation model but capacitation and blended models are gaining popularity. Both models possess advantages and disadvantages.

Fee-for-Service (FFS)

Gross fee income is tied directly to the clinical volume of work and the total fee value of consultations and procedures performed. This rewards effort and acts as a motivational incentive but can lead to income fluctuation over the course of time.

Capitation or Blended Models

In these models, income is partially based upon the number of registered patients (capitation) with fees for each item of service or fixed fees for sessional work. These modes are less dependent upon the quantity of services provided and reduce the pressure on the physician to maintain high daily patient volumes. The disadvantage is the lowering of maximal earnings.

Some provinces, such as British Columbia, have introduced reformed models which financially compensate for time spent, patient complexity and administrative work.

7. Team-Based Care

Canadian primary care increasingly operates within multidisciplinary teams. Family Physicians retain overall clinical responsibility but collaborate within team-based care models.

Depending on province and funding structure, clinics may include:

Nurse practitioners
Registered nurses
Pharmacists
Social workers
Dietitians
Mental health counsellors

8. Hospital Privileges and Inpatient Care

In urban settings, inpatient care is often managed by hospitalists. Family physicians can chose to maintain hospital privileges or relinquish them to focus on their clinic work. In some provinces and rural regions, family physicians may:

admit and manage inpatients
provide maternity care
cover emergency departments

9. Professional Regulation and Standards

Family Physicians must hold licensure through their provincial College of Physicians and Surgeons and hold board certification with the College of Family Physicians of Canada. The College also overseas Continuing Professional Development (CPD) requirements which are mandatory for all family physicians.

10. Comparison With the UK and Australia

Conclusion

For experienced General Practitioners seeking professional independence, high incomes and diverse clinical exposure, Canada offers one of the most attractive primary care environments internationally.

Province-by-Province Breakdown of GP Opportunities in Canada

Mon, 16 Feb 2026 16:26:36 GMT

A Strategic Overview for International General Practitioners

Canada’s primary care market is provincially regulated and funded , which means that job opportunities, income structures, licensing pathways and immigration incentives vary significantly between provinces and territories. For internationally trained General Practitioners (Family Physicians), choosing the right province is one of the most important strategic decisions in the relocation process. Below is a practical, recruitment-focused breakdown of the most active provinces for international GP recruitment.

Ontario

Physician Regulator: College of Physicians and Surgeons of Ontario
Population: 16.25 million (largest provincial market)

Demand Profile

Ongoing shortages in both urban and rural areas
Strong demand in Northern Ontario and smaller communities
Competitive urban markets (Toronto, Ottawa)

Payment Models

Blended capitation models (Family Health Organizations)
Fee-for-service (FFS)
Salary in community health centres

Earnings

Gross billings typically CAD $300,000–$450,000+
Rural incentives available

Pathway for International GPs

CFPC eligibility for GPs with approved qualifications
Practice Ready Assessment (PRA) options
Return-of-service agreements common

Best suited for: GPs seeking large patient populations and structured capitation models.

British Columbia

Physician Regulator: College of Physicians and Surgeons of British Columbia

Population: 5.7 million

Demand Profile

High demand across Vancouver Island and Interior regions
Significant rural recruitment drive

Payment Reform

BC recently introduced the Longitudinal Family Physician (LFP) payment model , blending:

Time-based payment
Patient complexity adjustment
Fee for service (FFS) components

This reform has improved predictability of earnings.

Earnings

CAD $275,000–$400,000+ depending on model
Rural retention bonuses

Best suited for: GPs wanting lifestyle balance and coastal living with evolving payment reform stability.

Alberta

Regulator: College of Physicians and Surgeons of Alberta

Population: 5 million

Demand Profile

Strong rural and regional shortages
Stable urban markets (Calgary, Edmonton)

Payment Structure

Predominantly Fee-for-Service
Primary Care Networks (PCNs) provide additional funding

Earnings

CAD $350,000–$600,000+ (particularly rural with expanded scope)

Incentives

Rural recruitment grants
Relocation allowances
Signing bonuses

Best suited for: Procedurally confident GPs seeking high income and broader scope of practice.

Nova Scotia

Regulator: College of Physicians and Surgeons of Nova Scotia

Population: 1.1 million

Demand Profile

Active international recruitment strategy
Significant GP shortages

Payment

Blended models and salary options
Strong provincial recruitment packages

Immigration

Provincial Nominee Program (PNP) physician streams available

Earnings

CAD $250,000–$400,000+

Best suited for: GPs seeking a structured relocation pathway and strong immigration support.

Saskatchewan

Regulator: College of Physicians and Surgeons of Saskatchewan

Population: 1.26 million

Key Advantage

One of the most established Practice Ready Assessment (PRA) programmes in Canada.

Demand Profile

High rural demand
Underserved communities actively recruiting
Urban practice positions available in capital Saskatoon

Earnings

CAD $350,000–$500,000+
Significant rural incentives

Best suited for: International GPs requiring a clear PRA pathway with structured supervision.

Manitoba

Regulator: College of Physicians and Surgeons of Manitoba

Population: 1.5 million

Demand Profile

Rural and northern physician shortages
Active recruitment of internationally trained doctors

PRA Programme

Well-developed and internationally recognised.

Earnings

CAD $325,000–$500,000+

Best suited for: GPs open to rural medicine and structured entry routes.

Newfoundland & Labrador

Regulator: College of Physicians and Surgeons of Newfoundland and Labrador

Population: 549,738

Demand Profile

Significant recruitment drive
High need for community-based GPs
Rural practices

Incentives

Signing bonuses
Relocation assistance
Return-of-service arrangements

Earnings

CAD $350,000–$550,000+

Best suited for: GPs prioritising rapid entry and strong provincial support.

Quebec

Regulator: Collège des médecins du Québec

Population : 9.11 million

Key Consideration

French language fluency mandatory
Distinct regulatory system

Demand

Ongoing need, particularly outside Montreal

Best suited for: Francophone physicians.

Strategic Comparison Table

Key Strategic Considerations for International GPs

Before applying for GP positions, candidates should research the 13 provinces and territories of Canada and select a preferred province which offers opportunities compatible with personal career and lifestyle goals and the possibility of securing an appropriate physician licence and visa.

When selecting a province, evaluate:

Board or PRA eligibility for licence
Visa or work permit applications and time frames
Financial compensation model (fee for service, salaried, belnded)
Return-of-service obligations
Urban vs rural preference
Income objectives
Family considerations (schools, climate, housing)

There is no single “best” province , only the province best aligned with your professional goals and licensing profile.

How Primary Care Works in Canada: A Guide for International General Practitioners

Mon, 16 Feb 2026 15:25:43 GMT

Canada offers one of the most stable and professionally rewarding environments for General Practitioners (Family Physicians) globally. However, the structure of primary care differs in important ways from the UK, Ireland, Australia and other Commonwealth systems.

This guide provides a comprehensive overview of how primary care operates in Canada, including funding, remuneration, practice models, referral systems, and rural medicine, specifically for internationally trained GPs exploring employment opportunities in Canada.

1. The Foundation: Publicly Funded, Provincially Delivered Healthcare

Canada operates a publicly funded healthcare system governed by the Canada Health Act , whereby eligible residents of Canada must have reasonable access to essential health services defined as insured health services and extended healthcare services. Insured health services include medically necessary hospital, physician and certain surgical-dental services. Extended health care services include certain long-term care services including nursing home care and adult residential care.

The act sets out the criteria and conditions for the coverage of both types of services which must be provided on the same terms and without patient charges across the country. However, each province and territory administers its own health services, and must meet the conditions set out in the Act to receive their full federal cash contribution under the Canada Health Transfer.

This decentralised model differs from the publicly funded National Health Service (NHS) in the United Kingdom with implications for both financial compensation and professional regulation of general practitioners.

Family Physician licensing is provincial or territorial and not national, therefore separate licenses are required to practice in each province. Similarly, physician payment models are determined provincially with wide disparities in remuneration across the country.

2. The Role of the Family Physician in Canada

Family Physicians are the cornerstone of the Canadian healthcare system. Working in clinics as independent contactors rather than salaried employers, their scope of practice is extensive and often encompasses a broader procedural scope than their counterparts in the UK.

The scope of practice includes:

Comprehensive primary medical care from infancy to old age
Specialist referrals
Chronic disease management
Preventive medicine and screening
Women’s health and antenatal care
Minor surgical procedures
Psychiatry
Palliative care
Hospital privileges (in some regions)
Emergency or urgent care (especially rural settings)
Obstetrics (in some rural practices)

3. Practice Structure: Independent Contractor Model

In contrast to NHS GP partnerships, Canadian clinics are typically corporate entities or physician-owned group practices rather than equity partnerships. Most Canadian family physicians operate as independent contractors and bill the provincial health insurance plan directly on a fee for service basis, paying a percentage overhead to the clinic (commonly 20–30%) to cover administrative expenses. Salaried positions exist but are quite rare.

Income is therefore activity dependent and can be enhanced by the performance of procedures or undertaking additional clinical sessions. Income potential is generally higher than in the UK with greater control over scheduling and patient volumes.

4. How GPs Are Paid: Fee-for-Service vs Alternative Payment Models

Fee-for-Service (FFS)

This is the traditional model and still the most common form of family physician financial compensation. Physicians bill per consultation or procedure according to a provincial fee schedule and are reimbursed accordingly. Transparent and straightforward with a direct correlation between workload and income, this model offers high earning potential but income variability.

Alternative Payment Plans (APPs)

Many provinces now offer alternative financial compensation models to the standard free for service model. Occasionally these are salaried posts but more commonly a blend of different models including session based payments or capitation payments (payment per registered patient), often mixed with a fee for service component.

For example:

Ontario offers Family Health Organizations (FHO) models.
British Columbia has Longitudinal Family Physician (LFP) payment reforms.
Alberta provides both FFS and Primary Care Network models.

The choice of financial compensation model significantly impacts income, work-life balance and administrative burden.

5. Referral Pathways and Specialist Access

As in the UK, family physicians act as gatekeepers to secondary care and refer patients to selected specialists when appropriate. Referrals are required for publicly funded specialist access, although not necessarily for private specialist consultations. Wait times vary considerably by province and specialty and lengthy waits are common in fields and regions where specialists are in short supply.

Family physicians may directly order diagnostic radiological and laboratory investigations, particularly ultrasound, CT, MRI and standard blood tests. In rural areas, GPs may assume extended responsibilities due to limited specialist availability and some manage hospital in patients and perform obstetric procedures.

6. Rural and Remote Medicine in Canada

Rural Canada faces significant physician shortages and family physicians are often attracted to work in these areas by financial inducements and the opportunities to enhance their skills and assume greater levels of responsibility and specialist practice. Financial benefits include relocation packages, sign up bonuses, retention bonuses, housing support, higher billing incentives and provincial recruitment grants. The Atlantic provinces offer an accelerated route to permanent residency for physicians willing to sign up for 2 years.

In these settings, Family Physicians may provide emergency medicine coverage, manage telemedicine consultations and services, practice obstetrics, perform minor surgery and provide anaesthetic services (with additional training).

7. Workload and Appointment Structure

Appointment lengths are generally shorter than UK standard GP appointments with a typical structure of 10-15 minute appointments, 25–40 patients per day (depending on practice style) and flexible scheduling determined by the physician. Evening or weekend clinics are common in some urban centres.

There is no national mandate on patient panel size. Many GPs maintain 1,200–1,800 patients, though this varies widely.

8. Medical Liability Protection

Canadian physicians obtain protection through the Canadian Medical Protective Association (CMPA) .

CMPA provides medico-legal defence and advisory services rather than traditional indemnity insurance.

Fees vary by province and scope of practice but are often partially reimbursed by provincial governments.

9. Income Expectations

Income varies significantly by province and workload.

Approximate gross annual billings:

Urban FFS GP: CAD $300,000–$450,000+
Rural GP with expanded scope: CAD $400,000–$600,000+
Alternative payment models: CAD $250,000–$400,000

After overheads (20–30%), net income remains highly competitive internationally.

Incorporation can provide additional tax efficiency.

10. Comparison with the UK NHS Model

Canadian practice is often perceived as more entrepreneurial, with greater financial upside but increased personal responsibility.

11. Provincial Variability

Each province has unique characteristics and these should be understood before deciding upon preferred practice locations. The selection of province determines the licensing pathways and requirements and practice opportunities available.

Ontario – Large population base, blended capitation models
British Columbia – recent primary care payment reforms
Alberta – strong rural incentives
Nova Scotia – active recruitment of international physicians
Saskatchewan & Manitoba – PRA pathways and underserved opportunities
Newfoundland - a mixture of salaried and fee for service opportunities

12. Key Considerations Before Applying

Primary care in Canada offers exceptional professional autonomy, competitive incomes, and diverse clinical scope, but success depends on careful province-specific planning. International GP candidates should evaluate the following issues and then select a province as the focus of applications:

Eligibility for a professional licence in each province
Provincial licensing timelines and pathways - Practice Ready Assessment (PRA) or board eligibility
Immigration route (work permit vs permanent residency)
Payment model preference
Rural vs urban lifestyle
Long-term settlement goals

Conclusion

Canada’s primary care system is decentralised, physician-led, and financially rewarding. For internationally trained General Practitioners, it represents a structured but achievable pathway to relocation and long-term career development.

Understanding the independent contractor model, billing systems, and provincial differences is essential before embarking on licensure and immigration. For GPs seeking clarity on licensing, visa options, and live-market vacancies across Canada, a structured recruitment pathway significantly reduces risk and delays.

Exploring Subspecialties in Respiratory Medicine: Global Career Pathways for Physicians

Fri, 10 Oct 2025 15:22:05 GMT

Respiratory medicine is one of the most intellectually dynamic and rewarding specialties in modern medical practice, integral to the management of pulmonary pathologies, which still remain some of the leading causes of morbidity and mortality worldwide.

The demand for specialist respiratory physicians continues to rise across hospitals, universities, and research centres internationally. For those pursuing careers in this field and seeking overseas opportunities, understanding the breadth of subspecialty options can help define your career path and position you for consultant or senior specialist roles in high-demand markets.

The Scope of Respiratory Medicine

Respiratory Medicine is already a subspeciality of Internal or General Medicine. In the UK, as in most jurisdictions, respiratory physicians start postgraduate specialist training in internal medicine completing the basic and intermediate training levels before electing to "sub specialise" in respiratory medicine, pursuing advanced or fellowship training in this specialised area of medical practice.

Within most jurisdictions respiratory medicine is a recognised scope of medical practice, secondary to the primary scope of internal medicine. However some jurisdictions such as New Zealand do not have a registration pathway for respiratory medicine physicians who must therefore register under the scope of internal medicine.

This field of respiratory medicine is a large one as respiratory disease is common worldwide and remains a significant cause of morbidly and mortality. From the routine management of asthma to the treatment of severe conditions including pulmonary malignancy and pneumonia, the respiratory physician has a busy case load ranging from the chronic and mundane to the acute and esoteric.

The speciality is not insular and interacts with a broad array of other medical specialities which include intensive care medicine, general internal medicine, gastroenterology, occupational medicine, ENT surgery, transplant surgery, sleep medicine and public health medicine. It increasingly uses interventional procedures, particularly minimally invasive ones.

The increasing complexity of the speciality prompted the British Thoracic Society (BTS) to suggest that some areas of respiratory medicine required advanced or “super-specialist” training to focus on the management of some problematic pathologies or highly technical interventional procedures.

Core Subspecialties in Respiratory Medicine

The BTS has identified a wide range of subspecialty fields within Respiratory Medicine which require distinct technical competencies and specialised training to optimise patient management. These include:

Asthma: Whilst primary care services can manage most cases of chronic asthma, severe and refractory asthma management requires specialist oversight and treatment with biologic therapies in tertiary hospital settings.

Bronchiectasis: Primary care services can manage most cases of chronic bronchiectasis but specialised management is essential for chronic airway infection and airway clearance interventions.

Chronic Cough: Specialist respiratory physicians are often referred patients with persistent symptoms which have failed to respond to standard treatments. Diagnostic integration and treatment plans with ENT Surgeons and gastroenterologists are common.

Chronic Obstructive Pulmonary Disease (COPD): Advanced cases require specialist management with medication, oxygen, ventilation and sometimes surgical intervention.

Cystic Fibrosis (CF): Transition to adult services often requires specialist treatment to maintain airways, treat infections and prevent complications.

Interstitial Lung Disease (ILD): Interstitial Lung Disease (ILD) is often diagnosed with significant lung limitation and tertiary care involves supportive care to reduce morbidity, pharmacologic treatments, and supportive non-pharmacologic interventions like pulmonary rehabilitation, supplemental oxygen, and palliative care.

Interventional Pulmonology: Minimally invasive bronchoscopic and pleural procedures for complex thoracic conditions, such as central airway obstruction, benign and malignant lung diseases, and pleural effusions. Techniques include advanced bronchoscopy (EBUS and robotic bronchoscopy), endobronchial thermal therapies (laser, cryotherapy, argon plasma), airway stenting, and medical thoracoscopy.

Long Term Ventilation : The treatment planning and management of specialised care for patients who are not being weaned from ventilation in an intensive care setting and have chronic respiratory failure.

Occupational Lung Disease: The assessment and management of occupational related respiratory disorders focused on managing established, symptomatic disease to reduce complications and consequences

Pleural Disease: Tertiary management of pleural disease is required when standard approaches fail for the management of persistent and malignant pleural effusions and air leaks.

Pulmonary Vascular Disease: Tertiary management of pulmonary vascular disease (PVD) involves pharmacological and procedural intervention ranging from balloon pulmonary angioplasty or atrial septostomy for specific types of PVD to lung transplantation.

Pulmonary Oncology: Respiratory physicians work with a dedicated tertiary care team of thoracic surgeons, medical oncologists, radiation oncologists, pathologists, radiologists, and palliative care physicians providing targeted treatment, radiotherapy and surgery.

Sleep Medicine: Respiratory physicians play a crucial role in sleep medicine by diagnosing and treating breathing disorders which occur during sleep, typically obstructive sleep apnea (OSA) and hypoventilation syndromes.

Tobacco Dependency: Respiratory physicians play a crucial role in treating tobacco dependence, which is a major risk factor for respiratory conditions with smoking cessation programmes and preventive health strategies.

Tuberculosis (TB): Respiratory physicians are central to tuberculosis (TB) treatment, with global and public health roles in its prevention, diagnosis, and control.

Additional training in these fields can be undertaken in tertiary medical facilities as fellowships with an average of 6-12 months duration.

Global Demand for Respiratory Subspecialists

Healthcare organisations around the world have strong demand for respiratory physicians in both secondary and tertiary level hospital facilities. The job descriptions should detail the specific skills and experience required including the ability to perform complex interventional procedures. In some secondary level hospitals, the practice of respiratory medicine is combined with general medicine. In tertiary hospitals, an exclusive scope of practice in respiratory medicine is usual, often combined with expertise in one or more of the above fields.

The table below lists the common fields of expertise within respiratory medicine and the typical opportunities available across the regions of the world. This information is useful for physicians planning an international career or time spent overseas as part of a sabbatical.

Applying for Respiratory Medicine Jobs

A specialist respiratory medicine physician seeking an international practice opportunity should first determine career and lifestyle goals. Jobs in secondary level hospitals usually require some internal medicine practice, even if just on call acute work. Tertiary level hospitals require expertise in one or more areas of the speciality. Your own preferred scope of practice, as well as interests in clinical research, public health initiatives, medical education and clinical service development should point you towards the appropriate selection of jobs.

Further subspecialist training in one or more areas of respiratory medicine enhances clinical capabilities and global employability. Physicians with fellowship or research experience from recognised centres in the UK, Ireland, North America, Western Europe or Australasia are highly sought after for consultant-level posts worldwide in hospitals, public health organisation and NGOs. Additional expertise in clinical service design, multidisciplinary leadership, procedural innovation or public health further strengthens candidacy for international recruitment.

Locations

Americas

Canada offers attractive fee for service opportunities
Caribbean and Bermuda offer positions in secondary level hospitals with limited options for advanced tertiary level practice.

Asia Pacific Region

Australia and New Zealand employ respiratory physicians on a salaried basis with additional allowances for

continuing professional development and relocation. Combined with generous leave allowances and opportunities for teaching and research, these are attractive options.

Singapore and Hong Kong provide technologically advanced healthcare environments with competitive remuneration and academic career progression

The Middle East

The UAE, Saudi Arabia, Qatar continue to expand their healthcare infrastructure, with strong demand for interventional pulmonology and sleep specialists.

Take the Next Step

If you are a respiratory medicine physician seeking to expand your career internationally, Odyssey Recruitment offers access to high-quality roles across Australia, New Zealand, Canada, the Gulf States, and beyond.

Register your CV | Browse current respiratory medicine vacancies | Contact our medical recruitment team for advice on international registration, visa pathways, and relocation support.

Preparing for Your GP Job Interview in Australia: A Complete Guide for International Doctors

Thu, 02 Oct 2025 13:26:51 GMT

This article provides a detailed guide to General Practitioner (GP) job interviews in Australia for international physicians. It details the typical format of interviews, common questions and topics of discussion, providing strategies for a successful outcome.

There is substantial demand for international medical graduates to fill general practitioner positions across Australia due to shortages in the local workforce capacity, particularly outside the major cities. However competition for jobs can be intense and it is therefore essential to have a sound strategy for a job search with the goal of securing a favourable job offer in a desirable location.

The recruitment process is straightforward. It starts with the submission of a CV and cover letter, and hopeful shortlisting for a job interview, after which a job offer may be forthcoming. Thorough preparation for job interviews is recommended covering both the topics on which the interviewers are likely to focus and your own relevant concerns.

Common to all interviews, the aim of the interviewers is to evaluate the GPs clinical skills, administrative abilities, motivations for seeking the position and ability to function well as a member of the clinic staff, promoting a favourable impression of the clinic. Whilst the interviewers aim to establish your suitability for the position, and you must convince them of that, you must not lose sight of your own objectives in the process. The interview is also about determining if the opportunity aligns with your own career and family goals.

Research and Preparation for GP Interviews

Before addressing the standard topics covered in interviews, it is vital to start with some research. Hopefully you will have defined your own career and family goals, researched locations and have a fairly defined idea of what location and type of practice will suit you. You may favour the high patient volume bulk billing models of practice, or alternatively prefer the low patient volume high fee private billing practices or even the compromise of mixed billing.

Once you have a sound idea of what you are seeking, you can then assess each GP practice opportunity with its capacity to meet your objectives. An exact fit may be impossible, but a reasonable compromise should be achievable. You should have prepared a list of topics you need to discuss at interview with a clear understanding of your own "red lines".

Whilst researching practices, it is worth bearing in mind that each clinic has its own features and culture, often imposed by the company which operates and manages the clinic, usually termed the "service entity". GPs are self employed contractors, paid a percentage of the fee revenue they generate with the balance going to the service entity to cover staffing, property, equipment and administrative charges. The management capabilities of service entities varies from excellent to poor and an assessment of the clinic should include an overview of the facility management.

The first port of call is usually the clinic website where you can get a general idea of the size of the clinic by number of rooms and staff. It may list types of services provided, additional services and any special interests of the general practitioners working there, as well as equipment available. Some clinics have integral basic laboratories or radiological services. The location of the practice will provide some insight into the local patient demographics and potential competition from other clinics in the area.

Interview Format

Interviews start with a telephone or zoom / teams call often as an introduction to representative of the clinic and to assess genuine interest before proceeding to a formal job interview. The arrangement and conduct of job interviews can be time consuming and many clinics wish to eliminate candidates who are not considered to be serious about the position or are found to be unsuitable for the position. If this hurdle is cleared and both parties agree there is a prospect of a deal, the interview will proceed.

Formal job interviews are conducted remotely by zoom or teams by the other GPs in the clinic, the practice manager or owner of the practice. Attention to the functioning of remote call technology , sound, lighting, dress, background and internet connectivity are standard and covered in other articles.

Interviews are usually friendly, relaxed and often quite informal providing a comfortable venue for the exploration of the opportunity and its mutual suitability. The typical topics of discussion are detailed below. At the end of the call, follow up arrangements are usually detailed. This may be an immediate job offer, the prospect of a job offer pending the outcome of other interviews, an invitation for a site visit if feasible or the end of the process if one or both parties believe that there is no prospect for a successful deal.

Common Interview Topics and Questions

1. Clinical Competence and Experience

Your qualifications, experience in general practice and eligibility for MBA/AHPRA registration and RACGP PEP SP / FSP programs should be detailed in your CV and cover letter. The interviewers will wish to discuss this in more detail, particularly your experience with different patient demographics, practice locations and additional specialist interests. Expect these issues to be probed:

Patient Volumes: average number of patients seen per day, duration of appointments (short versus long)
Practice Locations: patient demographics, experience in rural or underserved communities
Scope of practice: clinical strengths and ability to manage chronic diseases, other special interests, procedural competencies, psychiatry
Teaching experience: experience as a trainer of GPs and teacher of medical students
Career goals: ambitions to train in further enhanced skills such as emergency medicine, anaesthesia, obstetrics, rural and remote medicine.

2. Understanding of the Australian Healthcare System

Employers seek reassurance that you have researched the healthcare system and have an understanding of its method of working and variations from the system in which you have trained. This is particularly relevant for GPs from the UK who have worked as salaried GPs or partners in practices where revenue was generated via a capitation model. The fee for service activity model of Australia requires a different focus on activity and revenue generation and negotiation of a fair revenue percentage attributed to the service entity. Expect to be asked about:

Medicare Billing and practice models: bulk billing, mixed billing and private models (see article on GP Contracts for details)
Distribution Priority Areas (DPAs) and Modified Monash Models (MMM): classification of practice location into metropolitan, rural and remote areas
Revenue generation: fee payments for medical services
The role of service entities: the clinic operation and management service obligations of the service entity
Net fee income: fees due to GP after deduction of the service entity percentage

3. Cultural Fit and Communication

Australian primary care clinics value doctors who build strong patient relationships, expand the patient pool of the clinic and increase the range of services whilst maintaining strong collegial relations with the clinic staff and clear, concise communication. Expect the following topics to be covered:

Personal strengths and weaknesses: self insight into one's own capacities and limitations and their management
Leadership skills: experience in leadership and ability to lead staff to achieve goals of the clinic
Communication style: clear and concise communication with patients and staff
The management of Aboriginal patients: special cultural programs to enhance healthcare outcomes and treatment compliance

4. Motivation, Professional Goals and Special Interests

Practices aim to build long term relationships with new recruits and therefore wish to understand you reasons for wishing to join them and your ultimate goals. Common topics of conversation are:

Reasons for selecting the location and clinic as choice of place to practice: it is advisable to have researched both location and practice and have positive, convincing reasons for your selection. A vague response suggests a lack of enthusiasm which does not bode well for a successful long term agreement.
Extra Hours: a willingness to work additional hours in the evening or at weekends can be beneficial for the practice particularly where there are lengthy patient waiting lists.
Career goals: how do you envision your long term career? Do you have plans to enhance your practice scope with further training and qualifications which increase practice revenue?
Proposed length of stay in Australia: practices usually offer new GPs contracts of 2 years duration with penalty clauses for early departure. However they may wish to know if your aim is a long term stay with a view to residency status and citizenship or a short term stay for further experience. This has an obvious impact on the type of visa which the practice can sponsor.

5. Practical Considerations

Interviews often finish with questions about the practical considerations of relocation and may wish to know the earliest date you anticipate being available to start work and the number of family members who will accompany you. These are important issues for the calculation of relocation expenses if offered and the need for locum tenens cover until your arrival. It is helpful to provide a reasonable estimate of start date and relocation costs so that favourable terms can be negotiated.

6: Prepare Questions

Prior to wrapping up the interview, the interviewers will usually invite the GP candidate to ask questions. This is your opportunity to clarify any issues which are still unclear and ensure that you have sufficient information to decide if the opportunity is right for you. You may wish to address the following topics:

Billing model: this should be apparent from the job advert and description but is worth reconfirming
Patient numbers: the average number of patient appointments per physician per day is the best indication of fee revenue levels.
Service Entity Fees and Services: the service entity fee is expressed as a percentage of revenue and may be open to negotiation particularly if you can perform work which attracts higher billings. You also want to know the full extent of services which the service entity provides particularly the equipment and IT capabilities and staffing levels.
Minimum income guarantee: ask if you can have a minimum income for at least 3-6 months whilst you establish yourself and build a patient base.
Relocation allowances: help with the costly process of relocating a family is worth negotiating and helpfully paid in stages.
Professional development: further leave or expenses to attend obligatory CPD and optional training is a valuable benefit worth negotiating.

After the Interview

After the initial interview, follow up is usually swift, hopefully with the offer of a contract. If you wish and are willing to travel, you may be able to make a site visit to the clinic to expect its facilities. Job offers consist of an offer letter with a contract setting out the terms of the offer in detail. Advice on reviewing these contracts and negotiating the terms can be read in our article about Australian GP service contracts .

If you have multiple offers to consider, review the contract in its entirety for an estimate of its value and do not focus narrowly on fee splits and billing. Also consider the practice location and its potential.

Conclusion

Preparing thoroughly for your GP job interview in Australia demonstrates professionalism, adaptability, and genuine interest in the role. By researching the healthcare system, clinic and its location and highlighting your clinical strengths and enthusiasm for the practice opportunity, you can stand out as an exceptional candidate.

For further assistance finding a suitable GP job in Australia, register your CV , browse advertised jobs or contact us to discuss your job search. You can find further insights and information in our Australian GP jobs section.

Work as a GP in Australia: Registration, Visas, and Pathways Explained

Wed, 01 Oct 2025 22:34:31 GMT

Australia is one of the most popular destinations for General Practitioners (GPs) from the Anglosphere countries of the UK, Ireland, Canada, and USA, as well as other countries of the world. With attractive earning potential, a high demand for family physicians, and the promise of an enviable lifestyle, it is not surprising that so many doctors are drawn to make the move. Yet, the pathway from being a qualified GP abroad to becoming a practising doctor in Australia can appear complex.

This article provides a detailed overview of the registration, visa, and employment processes you need to understand before starting your Australian GP career.

Why Australia Needs International GPs

Australia has long relied upon overseas trained doctors to provide essential healthcare, particularly in the rural and remote areas of this vast country. Despite the country’s efforts to train more local GPs, demand continues to outstrip supply. This demand is strongest outside the major cities, where practices often offer attractive financial packages, relocation support, and visa sponsorship to attract good international candidates.

International medical graduates (IMGs) represent a large portion of the GP workforce and are essential for filling service gaps caused by an aging domestic workforce and a high concentration of Australian-trained doctors in the major cities.

Key factors driving the need for international GPs

Uneven distribution of primary care doctors

Australia's vast geography and uneven population density, whereby most of the population is clustered around the eastern coast of the country, has attracted the majority of Australian trained doctors to work in the metropolitan areas, where they have access to tertiary and secondary hospitals, specialist physicians for ease of referral and a larger population base.

This results in a severe shortage of general practitioners in the rural and remote communities, some of which are on the outskirts of the major cities. The government uses visa requirements and incentives to encourage international GPs to work in these underserved "Distribution Priority Areas" for a number of years, directly addressing the regional workforce imbalance.

Aging GP workforce and retirement

The current general practitioner workforce in Australia is aging, with a higher proportion of GPs aged over 55 compared with other medical specialties. As these doctors retire, they leave a gap which cannot be easily filled by domestic graduates alone. International doctors are therefore vital for filling these positions and ensuring continuity of care for patients.

Medical student preferences

Despite an increase in the number of medical graduates, fewer freshly qualified Australian doctors are choosing general practice as their career, favouring the secondary specialities of hospital medicine instead. The combination of aging GPs approaching retirement with a diminishing number of new entrants to the field has created a shrinking domestic GP pool, with opportunities for international general practitioners to seize. Indeed international recruits are essential to sustain the primary care medical services.

Increasing demand for primary care medical services

The population of Australia is aging and exhibits a high prevalence of the acute and chronic diseases associated with advancing years, placing extra demands on the primary care services. The existing workforce is not sufficient to manage these growing needs. Projections indicate that the GP shortfall will continue to worsen if these trends persist without a substantial increase in staffing from both domestic and international sources.

Step 1: Obtain Registration with the Medical Board of Australia

If you are considering a career in Australian general practice, the first step is to determine your eligibility for a licence to practice in the appropriate category. The Medical Board of Australia (MBA) is the sole national professional regulatory agency with offices in each state and territory. It registers physicians and develops standards, codes and guidelines for the profession. All doctors in Australia must hold registration with the MBA. The Australian Health Practitioner Regulation Agency (AHPRA) issues practising licenses for all MBA registered doctors in active medical practice.

International Medical Graduates (IMG) seeking registration to practise as general practitioners in Australia, have three pathway options. The choice of appropriate pathway depends upon the origin of the primary medical degree and specialist qualification in general practice.

Knowledge and clinical skills will be assessed through one of the following registration pathways:

Standard pathway
Competent Authority pathway
Specialist pathway.

To identify the correct pathway, it is important to check

If the basic medical degree training is recognised by the Australian Medical Council ( AMC ) and the World Directory of Medical Schools ( WDOMS ).
If the specialist qualification is recognized by the Royal Australian College of General Practitioners (RACGP) This can be verified against the list of approved qualifications on the PEP Specialist website .

Select A Registration Pathway

The Specialist Pathway (via RACGP or ACRRM or PEP SP)

The specialist pathway to AMB and AHPRA registration is suitable for two categories of GP: those who have undergone training via the Australian General Practice Training Program (AGPT) and hold the Fellowship of the Royal Australian College of General Practitioners (FRACGP) or Fellowship of the Australian College of Rural and Remote Medicine (FACRRM) and for specialist international medical graduates (SIMGs) who are eligible for entry to the RACGP Practice Experience Program Specialist (PEP SP).

The PEP Specialist is a self-directed six-month education program complemented by workplace-based assessments. Generally, participants are required to work in practices in DPA MM2-MM7 locations. Supervision is required until the awarding of RACGP Fellowship, after which GPs are granted full specialist registration and permitted to work unsupervised across Australia. Specialist registration allows access to Medicare rebates at the same rate as Australian-trained GPs.

Qualification for the Practice Experience Program Specialist (PEP SP)

The Practice Experience Program Specialist (PEP SP) is for Specialist Medical Graduates (SIMGs) who hold a recognised overseas general practice specialist qualification and wish to qualify for specialist registration in Australia and be admitted to Fellowship of the RACGP (FRACGP) via the Medical Board of Australia's (MBA) Specialist Pathway - specialist recognition .

Entry to this program consists of three steps: assessment of specialist qualification, approval of a job offer and approval of the right to work in Australia.

1. Qualification Comparability Assessment

The process begins with an application for a comparability assessment by the RACGP which has a list of qualifications approved for the PEP SP program and a second list of disapproved qualifications. If your qualification is not on either list, you may apply to have a curriculum comparison assessment. At the end of this process your qualification will be approved or disapproved and added to the appropriate list.

Based on the assessment of your overseas training, qualifications, and experience, you will be deemed either:

Eligible for the PEP SP Program: you may proceed to have a job offer approved, demonstrate the right to work and then sign the PEP SP agreement and start work
Ineligible for the PEP SP Program: you will not be eligible for specialist registration but may be able to enter the Fellowship Support Program (FSP) which is a self-funded education and training program to support doctors with general practice experience on their journey to Fellowship. It includes self-directed learning, in-practice learning, and workplace-based assessments (WBAs) for feedback and progress monitoring. Registrars work in accredited training practices under supervision. This can be entered with general registration acquired under the competent authority or standard pathways.

2. Job offer

You must secure a suitable job offer in an approved general practice. The RACGP must approve this placement.

3: Australian Health Practitioner Regulation Agency (AHPRA) registration

After a successful comparability assessment, the RACGP will upload its report to the Australian Medical Council (AMC) portal. You can then apply to AHPRA for provisional specialist medical registration.

4: Right to Work in Australia

You must hold an appropriate visa which allows you to work in the GP position if not an Australian citizen or resident.

5. Medicare access: The RACGP and employing medical clinic assists with the application for a Medicare provider number, which is necessary for billing patients for services.

The AHPRA Expedited Specialist Pathway

The AHPRA Expedited Specialist Pathway offers a fast-tracked route to specialist registration for eligible general practitioners (GPs) who have trained in comparable health systems, such as those in the UK, Ireland, and New Zealand. Launched by the Medical Board of Australia , this pathway removes the need for a full assessment by an Australian specialist college, significantly reducing the cost and time it takes for qualified GPs to begin practising in Australia.

Eligibility and Features

Eligibility for this fast track route to specialist registration and entry to the PEP SP requires a primary medical qualification (AMC and WDOMS approved) and a specialist qualification from an approved country. As of October 21, 2024, the accepted GP qualifications include specific certifications from the UK, Ireland, and New Zealand.

Eligible GPs apply directly to the AHPRA/Medical Board of Australia. While this pathway leads to specialist registration equivalent to a Fellow, it does not automatically grant Fellowship of the RACGP and GPs must enter the PEP SP program for 6 months. Post-registration requirements include completing six months of supervised practice, an orientation to the Australian health system, and cultural safety education.

Application Process

The application process involves verifying qualifications, securing a GP position with a supervisor, and submitting an application through the AHPRA portal. The AHPRA grants provisional registration with conditions. Full specialist registration can be applied for after satisfactorily completing the required supervision and training.

The Competent Authority Pathway

This pathway to provisional general registration is suitable for medical graduates from the UK, Ireland, USA or Canada and graduates from other AMB and WDOMS recognised medical schools who have passed a qualifying exam (PLAB, USMLS 1-3, MCCQE1) and have at least one years practice experience in UK, Ireland, Canada or USA.

The Standard Pathway

This is the pathway to provisional general registration for all doctors ineligible for the specialist or competent authority pathways. The Australian Medical Council (AMC) Part 1 MCQ exam must be passed.

Step 2: Visa and Immigration Options

If not an Australian citizen or permanent resident, you will require a visa to work as a GP in Australia. Your primary visa options are the employer-sponsored Skills in Demand (SID) visa, valid for up to 4 years or various permanent skilled visas. A key requirement for all pathways is obtaining registration with the Medical Board of Australia.

Skills in Demand (SID) visa (Temporary)

This is the most common temporary visa for general practitioners moving to Australia and requires sponsorship from an approved Australian employer. This new employer-sponsored visa is available for occupations on the Core Skills in Demand list, which includes GPs.

Duration: Initial grant for four years, with a pathway to permanent residency after working for an approved employer for two years.
Processing Time: Expedited processing within 4 weeks.
Flexibility: Provides 180 days to find a new employer if you switch roles.
Eligibility: No age limit for GPs
Family entry: family members can accompany the visa holder

Application process

The application process is completed online in three stages and can be lodged simultaneously.

Sponsorship application: The employer submits an application to become an approved Standard Business Sponsor.
Nomination application: The employer nominates the doctor for a specific position.
Visa application: The doctor and any family members apply for the visa.

Permanent visas

Several permanent visa options are available for general practitioners, either with or without sponsorship by an employer. All require evidence of eligibility for registration with the Australian Medical Board. English language proficiency is also necessary. Some visas may require GPs to work in designated Distribution Priority Areas (DPAs), often in regional Australia.

The Employer Nomination Scheme (ENS) Visa (Subclass 186)

The Employer Nomination Scheme (ENS) Visa (Subclass 186)is an Australian permanent residency visa for skilled foreign workers who are nominated by an eligible Australian employer. The visa allows the applicant and any included family members to live, work, and study in Australia indefinitely.

Visa streams

The Subclass 186 visa has three streams, each with different eligibility criteria:

Temporary Residence Transition (TRT) stream: For applicants who hold a Temporary Skill Shortage (Subclass 482) or Temporary Work (Skilled) (Subclass 457) visa and have worked for their nominating employer for at least three years.
Direct Entry (DE) stream: For applicants who have been nominated by an employer but do not qualify under the TRT stream. You must have at least three years of relevant work experience and eligibility for registration with the AMB.
Labour Agreement stream: For applicants who are sponsored by an employer with a Labour Agreement with the Australian government.

General eligibility requirements

To be eligible, all applicants must meet the following criteria:

Nomination: You must be nominated by an eligible Australian employer. The nomination must be for a full-time, ongoing position in an eligible occupation.
Age: You must be under 45 years of age, unless you fall under specific exemption categories.
Health and character: You and any family members included in the application must meet Australia's health and character requirements.
Other requirements: You must not have any previous visa cancellations or outstanding debts to the Australian government.

Employer eligibility requirements

For an employer to nominate a candidate, they must:

Be a lawfully and actively operating business in Australia.
Have a genuine need to fill the nominated position.
Ensure the position pays the market salary rate.
Pay the Skilling Australians Fund levy for the nominated employee.

Application process

Employer nomination: Your employer first lodges a nomination application with the Department of Home Affairs.
Visa application: Once the nomination is approved, you must lodge your visa application within six months.
Documentation: You must provide all necessary documents, including proof of identity, English language proficiency, skills, and work experience.
Wait for a decision: Processing times vary by stream.
Visa grant: If approved, you can continue or begin working for your employer and reside in Australia permanently.

Key obligations and considerations

Employment period: As an applicant, you commit to working for your nominating employer for at least two years. Leaving your employer shortly after the visa grant may be seen as misuse of the visa program.
Travel facility: The visa includes a travel facility that expires five years from the date of grant. After five years, you will need to apply for a Resident Return Visa (RRV) to re-enter Australia as a permanent resident

Skilled Independent Visa (Subclass 189)

The Skilled Independent Visa (subclass 189) is an Australian permanent residency visa for skilled workers who are not sponsored by an employer, state, or family member. It is a points-tested visa, meaning eligibility is based on a points system which considers your age, English language ability, skilled employment, and qualifications.

Key features

Permanent residency: Allows you to stay in Australia indefinitely.
Freedom of location: You can live and work anywhere in Australia without restriction.
Pathway to citizenship: Eligible visa holders can apply for Australian citizenship after meeting the residency criteria.
Family inclusion: You can include your partner and dependent children in your visa application.
Medicare access: Entitles you and your family to Australia's public healthcare system.
Travel rights: Allows you to travel to and from Australia for five years. After that, you may need a Resident Return visa to re-enter the country.

Eligibility requirements

To be invited to apply, you must meet the following criteria:

Age: Be under 45 years old when you receive your invitation.
Occupation: Nominate a speciality which is on the Medium and Long-term Strategic Skills List (MLTSSL).
Skills assessment: Obtain a positive skills assessment from the Australian Medical Board
Points test: Score at least 65 points on the points test. However, higher scores are generally more competitive and more likely to receive an invitation.
English language: Meet the Australian Medical Board requirements for English fluency
Health and character: Meet the required health and character standards, which includes providing police clearance certificates.
Invitation: Receive an invitation to apply from the Department of Home Affairs after submitting an Expression of Interest (EOI).

Application process

The application is a multi-stage process:

Skills assessment: Obtain eligibility for registration with the Australian Medical Board
Expression of Interest (EOI): Submit an EOI through the SkillSelect system, providing information on your skills and points claims. If you score below 65 points, you cannot be invited to apply.
Invitation to apply (ITA): If your EOI is successful, you will receive an invitation to apply for the visa. These invitations are issued during irregular, points-based selection rounds.
Visa application: After receiving an ITA, you must submit your final visa application within 60 days.
Visa grant: If approved, you will be granted the permanent subclass 189 visa.

The Skilled Nominated Visa (Subclass 190)

The Skilled Nominated Visa (Subclass 190) is a permanent Australian visa for skilled workers who are nominated by an Australian state or territory government. The visa is points-tested, and successful applicants can live, work, and study anywhere in Australia.

Key benefits

Holders of the Subclass 190 visa receive permanent residency, allowing indefinite leave to remain in Australia. The visa grants the right to work and study anywhere in Australia for both the visa holder and their family. Access to Medicare, Australia's public health scheme, is also included. Other benefits include the ability to sponsor eligible relatives for permanent residency and unlimited travel in and out of Australia for five years. After meeting residency requirements, visa holders may also be eligible to apply for Australian citizenship.

Eligibility requirements

To be eligible for the Subclass 190 visa, you must be nominated by an Australian state or territory government, each having its own specific criteria and list of in-demand occupations. Applicants must be under 45 years old when invited to apply and their occupation must be on the relevant skilled occupation list. Some states may waive the age limit for doctors, especially those working in regional areas.

Eligibility for registration with the Australian Medical Board is required and candidates must also score a minimum of 65 points on the skilled migration points test, which includes 5 points for the state or territory nomination. Additionally, all applicants and included family members must meet Australia's health and character requirements.

Application process

The application process involves several steps:

Obtaining eligibility for registration with the Australian Medical Board
Submitting an Expression of Interest (EOI) through the SkillSelect system, indicating desired states for nomination.
Awaiting nomination from a state or territory government, which may require a separate application.
Receiving an Invitation to Apply (ITA) from the Department of Home Affairs upon nomination, giving 60 days to apply.
Lodging the visa application online with supporting documents and fees.
Receiving the visa grant if successful; permanent residency is activated upon first entry to Australia if applying from offshore.

Skilled Work Regional (Provisional) Visa (Subclass 491)

The Skilled Work Regional (Provisional) Visa (Subclass 491) is a five-year provisional visa for skilled workers to live, work, and study in designated regional areas of Australia, replacing the 489 visa. You must be nominated by an Australian state or territory, or sponsored by an eligible family member. A points test is required, and you must be under 45 years of age. After three years of living and working in a regional area, you can apply for the permanent Skilled – Regional (subclass 191) visa.

Key Requirements

Nomination/Sponsorship: You must be nominated by a state or territory government or sponsored by an eligible family member living in a designated regional area.
Points-Tested: This is a points-tested visa, meaning you must meet a certain score based on factors like age, skills, and experience.
Age Limit: You must be under the age of 45 at the time you are invited to apply.
Skills Assessment: eligibility for registration with the Australian Medical Board
Expression of Interest (EOI): You need to submit an EOI through the SkillSelect system and receive an invitation to apply.

Benefits

Permanent Residency Pathway: After holding the 491 visa for three years and meeting certain residency and income requirements, you can apply for the Skilled – Regional (subclass 191) permanent visa.
Live and Work: You and your family can live, work, and study in regional Australia for up to five years.

What is a "Regional Area"?

For visa purposes, a designated regional area is generally anywhere in Australia except for Sydney, Melbourne, Brisbane, Gold Coast, and Perth.

Next Steps

Submit an EOI: Create and submit an Expression of Interest via SkillSelect.
Obtain Nomination: Have an Australian state/territory or an eligible family member nominate you.
Apply for the Visa: Once invited, you can apply for the visa.
Meet Residency Requirements: Live and work in a designated regional area for three years.
Apply for PR: After three years, you can apply for the permanent subclass 191 visa.

Step 3: Securing Employment

Most international GPs are recruited directly by practices or through medical recruitment agencies. The recruitment process starts with CV and Cover Letter submission followed by an interview, usually conducted virtually. Some GPs may wish to visit the clinic where they intend to work to assess the facilities, staffing levels, equipment available and location of the practice. A successful interview usually leads to a job offer. Our articles on negotiating job offers and financial compensation provide insights and advice on managing the important issues in contracts.

Key considerations include:

Clinic Billing model: Private billing, mixed billing, or bulk billing (this determines your fee revenue).
Fee split: Commonly 65–75% of billings (the percentage of fee revenue due to the service entity
Net Fee Income: your net income = total revenues - service entity fees.
Minimum income guarantee: Many practices offer this for the first 3–6 months.
Relocation support: Flights, temporary accommodation, and cash relocation packages are often available, but check for rebate clauses.

Step 4: Preparing for the Move

With the job offer agreed on hopefully highly favourable terms and a generous relocation package negotiated to ease your passage, it is time to start work on the more mundane tasks of relocating self and family, finding accommodation, schools, cars and international transport.

A quick checklist includes:

AHPRA Registration and licence: essential for starting work
Medicare Provider number: again essential to obtain patient fee payments
Professional indemnity insurance: mandatory for all doctors in Australia.
Housing and schools: research what is available in the location where you will work.
Shipping goods: arrange packing of containers and international shipping of personal goods
Flight: book international flights well in advance
CPD obligations: RACGP and ACRRM require ongoing professional development.

A Realistic Timeline

From job offer to arrival in Australia, most GPs should anticipate a 3-9 month timeframe. Occasionally further delays will occur if there are issues with the applications for registration with the MBA/ AHPRA and visa. Some job offers allow the employer to rescind the offer if the GP does not start work within a specified time frame so this should be considered before signing the offer and if delays are anticipated a later start date negotiated.

Here are some average timelines:

Initial research and job search: 1–2 months.
MBA / AHPRA registration eligibility: 3–6 months.
Visa sponsorship and approval: 2–4 months.

Conclusion

Australia's GP shortage has created superb opportunities for international GPs to fill the gaps in clinics throughout the country. These positions offer a combination of professional satisfaction with an attractive lifestyle. The recruitment process may appear complex at first, but with the right guidance on all its aspects and thorough preparation, the hurdles can be swiftly negotiated and the job started.

We specialise in recruiting GPs and assisting them through every stage of this journey, from choosing the GP position to negotiating contracts and arranging relocation.

Next steps:

Register your CV with Odyssey Recruitment
Browse our current GP job opportunities in Australia
Contact our recruitment team for personalised advice

Negotiation of Financial Compensation for GP Jobs in Australia

Mon, 29 Sep 2025 14:12:19 GMT

Candidates considering General Practitioner positions in Australia will quickly notice that few positions offer salaries. The majority of General Practitioners are self employed, billing patients directly, then paying the practice a service fee for providing rooms, reception staff, nurses, equipment, and other overheads.

Negotiating under this model requires a slightly different approach from a standard employment contract. Here’s how to make sure you secure the best possible terms.

General Practitioner Jobs in Australia

Most general practitioners in Australia work in practices which are owned or leased and operated by companies or partnerships, termed the "service entity". The service entity manages the facility, provides equipment and administrative and nursing staff and manages patient scheduling and billing. The general practitioner provides medical services and pays the service entity a service fee which is a percentage of total billings. This model offers independence, but also requires careful negotiation to ensure a balance of strong revenues with adequate administrative support.

In our article on general practitioner contracts , we looked in more detail at the role of the service entity and terms of the contact between the general practitioner and the service entity. In this article we shall focus exclusively on the negotiation of the financial compensation model.

General Practitioner contracts are commercially straightforward. Revenue is activity dependent with a fee billable to patients or their insurers for each chargeable service. A percentage of total revenue is then due to the service entity. This is commonly 25%-35% but may reach 40% or be as low as 20%, although this is quite rare. The range of revenue percentage due to the service entity is variable and often negotiable hence it is worth researching the factors which contribute to this variability and how these factors may be managed to influence liabilities.

Step 1: Understand the Model of Patient Billing

The prime determinant of revenue streams and service fees due is the billing model of the clinic. General Practice Clinics have three operating models: bulk billing, mixed billing or private billing, depending upon their acceptance or not of the Medicare rebate as the full payment for the medical service. Bulk billing practices usually have high patient volumes but low fees whereas private billing practices have higher fees but lower patient numbers.

Medicare Australia

Medicare Australia is the country's universal health insurance scheme run by the Australian Government through Services Australia . It provides subsidised or free healthcare services to all Australian citizens and permanent residents, as well as some international visitors, by covering costs of medical services.

The Medicare Benefits Schedule (MBS) lists the services Medicare subsidises which includes GP consultations, specialist consultations, surgical procedures, radiological and pathology investigations and and some prescriptions. Eligible individuals receive a Medicare Card which is used to access medical services.

Bulk Billing Clinics

In bulk billing clinics, the general practitioner (GP) accepts the Medicare rebate as the full payment for the patient consultation or other service. The practice handles the billing directly with Medicare, and the patient has no out-of-pocket costs. This appears straightforward but for many years, the Medicare rebate paid to GPs has not keep pace with the rising costs of running a medical practice making it financially unviable for many clinics to rely on bulk billing alone.

Bulk billing practices rely on high patient volumes to generate sufficient revenue to cover operating costs. However for many clinics, this is a challenge and bulk billing clinics have largely been replaced with mixed billing clinics which can increase revenues by charging higher fees for which the patient pays a cost.

Recent government incentives have aimed to boost bulk billing rates, particularly for certain patient groups. Data published in 2024 and 2025 showed that these incentives have led to some increases in bulk billing rates across the country.

Bulk billing rates can vary significantly by area. Data from 2023 showed that New South Wales had the highest annual GP bulk billing rate at 82%, while the Australian Capital Territory had the lowest at 53%.

Mixed billing Clinics

This is the most common model of primary care clinic. Mixed-billing practices bulk bill certain patients while privately billing others. For example, they may continue to bulk bill children under 16, pensioners, and concession card holders, while other patients pay a private fee. This boosts fee revenues and enhances the financial viability of the clinic.

Private billing Clinics

Some clinics are entirely private-billing and patients pay the full fee upfront. The practice can then process the patient's Medicare rebate which is refunded to the patient who is left to fund the out-of-pocket "gap" payment.

A Comparison of Clinic Billing Models and Service Fees and their impact on net income

This table contrasts the three clinic billing models with variable service fees to demonstrate their impact on weekly GP billings and net revenue after the deduction of service fees. The key insight is that a small difference in billing model or service fee percentage can translate into thousands of dollars in net weekly income, hence GP candidates should always consider both the billing structure and the practice’s support package and service fees.

Step 2: Review the Practice Location

The location of the medical practice has an important bearing on both fee revenues and service fees. The model of patient billing in general practice clinics varies by location across Australia. Rural and remote areas and areas of lower socioeconomic status have increased rates of bulk billing clinics whilst the major cities have the majority of private clinics. Recent data indicates bulk billing rates have also recently increased in certain states due to government incentives targeting specific patient groups.

Rural and regional posts often offer lower service fees or additional incentives to attract doctors and this can be significant in determining net income.

Factors which increase the likelihood of bulk billing:

Remote locations: Very remote areas consistently have higher bulk billing rates compared to major cities. However, out-of-pocket costs for non-bulk-billed visits are also typically higher in remote regions.
Socioeconomic status: Bulk billing rates are generally higher in areas with a lower socioeconomic status.
Certain patient groups: Doctors are more likely to bulk bill specific patients, especially after the introduction of new government incentives in November 2023. These groups include:
Children under 16
Concession card holders
Pensioners

States with higher bulk billing rates:

New South Wales : In 2023, NSW had the highest annual GP bulk billing rate of any state or territory, at 82%. The outer metropolitan area of Sydney also has electorates with very high rates of bulk billing.
Northern Territory: The NT has historically had high bulk billing rates, particularly in very remote areas. In late 2023 to 2024, the rate increased further, particularly for children under 16.
Queensland: Queensland has also seen recent increases in bulk billing rates. Some remote LGAs in Queensland, such as Woorabinda, have some of the highest bulk billing rates in the country.
Tasmania: Bulk billing rates in Tasmania had been low but have recently seen a significant increase, particularly for children under 16.

States with lower bulk billing rates

Australian Capital Territory: In 2023, the ACT had the lowest bulk billing rate in Australia at 53%, continuing a long-term trend.
Western Australia: Some inner-metropolitan electorates of Western Australia, such as Curtin, have had low bulk billing rates.

Step 3 : Consider AHPRA Registration Category and Additional Qualifications

In Australia, a general practitioner's professional registration category and additional qualifications and experience determine eligibility for specific, higher-paying Medicare Benefits Schedule (MBS) item numbers and thereby increase practice revenue. Whilst all GPs can provide general consultations, specialised skills permit additional billing for complex services which require specific training or procedural competency.

GPs who are eligible for specialist registration with the AHPRA and have enhanced skills and qualifications can leverage their increased revenue generation potential to negotiate reduced service fees.

Specialist (Vocational)Registration with AHPRA

AHPRA registration category is the most significant factor influencing fee revenue. General Practitioners may practise with general or specialist AHPRA registration but the specialist registration confers two major benefits:

Higher Medicare rebates: Specialist GPs receive higher rebates for many services listed on the MBS compared to physicians with general registration.
Eligibility for specific billing items: Eligibility for certain MBS item numbers is limited to specialist registered GPs. This is required for complex and specialised services, including chronic disease management.

Billing for specific areas of practice

Psychiatry

GPs with additional training in psychiatry can use specific MBS item numbers to bill for mental health treatment plans (MHTPs) and focused psychological strategies (FPS), which carry higher rebates.

Without psychiatry training: A standard GP can create an MHTP and use items coded 2700 and 2701, which cover mental health services and management.
With psychiatry training: A GP with specific psychiatry qualifications, such as FPS skills training, can use the higher-paying items coded 2715 and 2717 for MHTPs. They can also provide counseling services using FPS items 2721 and 2725.

Procedural services

For GPs in rural and remote areas, additional qualifications in procedural services directly lead to higher billing potential through the Practice Incentives Program (PIP).

PIP Procedural GP Payment: This incentive payment encourages GPs to attain enhanced skills in secondary care hospital practice fields of obstetrics, emergency medicine, surgery, and anaesthetics. The payment has different tiers based on the volume and type of procedural services provided.
Specific MBS item numbers: GPs trained in procedures such as skin excisions, wound care, or diagnostic tests including spirometry and ECGs can bill the specific MBS item numbers for these services.

Billing for complex care

Specialist registration and specific training in chronic disease management allow GPs to bill for higher-value MBS items, such as those related to:

Health assessments.
Chronic disease management plans.
Team care arrangements.

Example comparison

The difference in billing is clear when comparing item numbers for similar services. For instance, a long consultation (40+ minutes) with a Specialist GP may attract a higher Medicare rebate than the same length consultation with a non specialist GP for specific complex conditions.

How additional qualifications are acquired

GPs who hold the Fellowship of the Royal Australian College of General Practitioners (FRACGP) or the Australian College of Rural and Remote Medicine (FACRRM) are eligible for specialist registration and hence the increased fee rates.

Additional training and qualifications can be obtained via the RACGP and ACRRM in rural and remote medicine, emergency medicine, anaesthesia, obstetrics and basic surgical procedures leading to diplomas and eligibility for enhanced levels of practice and fees.

Step 4 : Look Beyond the Fee Percentage

The GP's net income is the total fee revenue minus the service fee expressed as a percentage of the total fees, usually paid on a 2 weekly schedule. The service fee typically ranges from 20% - 40% of total fees but an average of 30% is common. However, the true value of the service fee is not just the percentage but lies in what the service fee includes. This should be clarified before signing an agreement and the following issues are important.

Service Entity: Confirm the name and ABN company number of the service entity and ensure that the business is officially registered as a commercial entity and not subject to any restrictions or insolvency procedures. Ensure that multiple service entities or novel arrangements are not involved in the operation of the clinic.
Facilities and equipment: Verify the clinic locations and their maintenance status. Clinics should be adequately maintained and equipped. What facilities are available (treatment rooms, diagnostics, minor procedures)? What equipment is standard? Are utility bills included?
Staff Support : Confirm the level of staff support provided for administrative and nursing activities and ensure that staff numbers are actually sufficient to fulfil their function.
Clinic Marketing : How does the clinic support patient demand? Does it advertise and if so how effectively? Does it have an established patient base?
Leave Provisions: confirm if annual, study and sick leave entitlements are incorporated into the contract and whether financial compensation is due.
Work Schedule: How much flexibility is there in your working hours? It is normal to have a minimum of 38-40 hours per week but extra hours at weekends and evenings may be optional.
Initial Guarantee: Is there an initial minimum income guarantee (e.g., minimum billings or hourly income)? If so for how long does this apply?
Relocation Expenses: Are these offered and if so how much and what do they cover? Is there a rebate for early contract termination?

Step 5: Negotiate Professionally

The relationship between physician and service entity is a business partnership entered into for mutual professional and commercial benefit. It is in the interests of both parties to act with trust and transparency and negotiate fairly. Prior to negotiating the terms of an agreement it is best to define your priorities and understand your own professional value then set out your red lines beyond which the deal cannot proceed.

The essentials which must be incorporated into the terms of the agreement are:

Service fee percentage and exactly what it includes
Any guaranteed minimum income during your start-up period and the duration of the guarantee
Access to leave or CPD allowances
Termination clauses and notice periods

General Issues to consider:

Goals: define concise goals before commencing the negotiation process. Do you value a lower service fee or are you prepared to offset an existing fee with additional benefits such as CPD funding, increased leave or flexible hours? What is the maximum service fee you can tolerate?
Leverage your value: specialist registration, additional qualifications and procedural competency will all increase your fee earning potential. This can be used to negotiate lower service fees or extra benefits.
Added Value: if the service fee is non negotiable, look for added value through extra equipment, more staff, training, or marketing.

Final Thoughts

With a sound understanding of the medical clinic billing model and personal fee earning potential, most GPs should be able to achieve a contract which offers an appropriate net fee income and decent working environment. We assist GPs to navigate these negotiations and secure roles which match their career and lifestyle goals. Should you be interested to work in Australia as a GP, please review the currently advertised jobs or upload your CV .

A Guide to General Practitioner Employment Terms and Contracts in Australia

Fri, 26 Sep 2025 21:29:32 GMT

Receiving a job offer is an exciting milestone at the end of what can often be a lengthy recruitment process to secure a position as a general practitioner in Australia. However, a sense of relief and urgency to sign the offer documents should not distract attention from a careful and thorough review of the terms of the employment agreement.

This document sets the foundation for your professional relationship with a practice. A clear understanding ensures your role meets both career and lifestyle expectations.

This practical guide helps General Practitioners to identify the key clauses, common pitfalls, and negotiation points.

The Job Offer

After the long process of job applications, interviews and reference checks, a job offer for a general practitioner (GP) position in a promising medical practice can be a most welcome relief. However, candidates should not allow the initial excitement to cloud their judgement and before signing the job offer, close consideration must be given to the terms of the employment agreement.

This agreement is the foundation of the relationship between the medical practice and the medical practitioner and determines the course of their working relationship. It must cover the important issues of financial compensation, mutual obligations, annual leave and superannuation as well as the often overlooked matters of scope of practice, continuing medical education and restraint areas and durations.

Any issues of concern should be raised and addressed before signing the agreement as renegotiating terms after signature is challenging and sometimes impossible. Legal advice should be sought where appropriate.

The Essentials: Key Clauses in a GP Employment Contract

Each medical practice has its own employment agreement and although these vary to some degree, there are core provisions essential to all agreements which define the working relationship between the GP and the practice. Financial compensation, billing, superannuation, working hours, leave and professional regulatory requirements must be incorporated into the terms of the agreement whilst relocation allowances and restraint areas and durations may not be.

1. Remuneration, Billings, and Superannuation

Financial remuneration tends to be the prime consideration of most GPs and this must be set out unambiguously in the contract. There are three remuneration models which can be used by medical clinics with varying advantages and disadvantages to each:

Net Percentage Based Payment model: the most common model, which is a fee for service structure dependent upon physician activity with deductions for administrative and property expenses.
Fixed Salary Model: this is quite rare in Australian general practice.
Hybrid Model: Income Guarantee + Percentage, usually limited to first 6 months of contract to provide some financial security to GPs joining a new practice whilst they build a patient base.

Before we compare these models, we shall review the operating model for most general practice clinics in Australia.

The Role of the Service Entity

In Australia, many primary care medical practices are managed and operated by a " service entity". The service entity is a private company, usually a limited company, which owns or leases the clinic premises, employs support staff, and manages the practice administration including patient billing. The service entity may operate a single clinic or several clinics within a state and the larger ones operate clinics across many or all states of Australia.

Rather than employing GPs directly, the service entity charges a service fee for the use of the facilities and staff. GPs are typically engaged as independent contractors and bill Medicare and private patients under their own provider number. Total revenue per practitioner is dependent upon activity level with each item of service attracting a fee (billable activities include patient consultations and performance of procedures).

Service fees typically range from 20-35% of billings. This model is often slightly confusing and unfamiliar to GPs from countries such as the UK where many GPs are salaried or operate on the basis of a capitation model with income dependent upon the number of patients registered with the practice, rather than activity levels. However it is straightforward and generally transparent but it does require a solid patient base to generate the expected income levels and this may take time to build in a new country or location. To resolve initial hesitancy and risk, some service entities offer a hybrid model of remuneration with a guaranteed income for the first few months of a contract. This allows a new GP to develop a patient clientele and generate reliable revenue streams.

The self employed contractor status has implications for tax liabilities, insurance and superannuation which we shall consider below.

Services Provided by the Service Entity

The services provided by the service entity cover management of the clinic property, equipment and administrative staff. These vary by company but the following are standard:

Provide receptionist and administrative services during normal operating hours including the following:

billing, Medicare and Centrelink support;
general accounts management and bookkeeping;
handling of correspondence, filing and patient file management;
word processing;
appointment scheduling and calendar management;
telephone calls handling
patient management
other general administrative support;
nurses.

Providing a serviced office and surgery facility including the following:

cleaning
stationery (printing paper, ink cartridges, envelopes, letterhead and any other miscellaneous office supplies)
IT and communication facilities (computer terminals,computer printers, fax machines, access to computer software used by the practice including medical software, word processing applications and email)
medical practice supplies and equipment for the Medical Services
office and medical practice furniture
tea and coffee in tea room; and
advertising, which if it includes a reference to the Practitioner must only be with the consent of the Practitioner.

The Net Percentage Based Payment Model

The Net Percentage Based Payment is the standard and most prevalent model of financial compensation and is based upon a simple formula, ca lculated as the Patient Fees minus the Service Fee.

Formula: Net Payment = Patient Fees – Service Fee (percentage deduction)

Patient Fees: defined as the total of all fees billed for medical services, including Medicare rebates and private billing.
Service Fee: defined as an agreed percentage deduction by the service entity to cover clinic overheads such as nursing staff, administration, clinic lease and maintenance, IT infrastructure and equipment.
Net Percentage Based Payment: the GP's income after the deduction of the service fees, generally reconciled and paid fortnightly.

A Worked Example

Collection of Patient Fees

Most GP contracts include provisions setting out the method of patient fees collection and management. Whilst the GP is responsible for the provision of medical services and fees generated under his or her provider number, the service entity acts as the agent of the GP in patient billing and fee collections.

Appointment of the Service Entity as Agent:
The GP usually authorises the service entity to:
Render invoices to patients.
Liaise with Medicare Australia and private insurers to process rebates and claims.
Collect patient fees and deposit them into the service entity’s account for reconciliation.
Reconciliation of Accounts:
Patient fees collected are reconciled against the GPs billings, with the service fee deducted. The net amount is then paid to the GP in accordance with the agreed schedule (commonly fortnightly).
DNA (Did Not Attend) Fees:
Some contracts specify that non-attendance fees may only be pursued at the discretion of the practice manager. This can affect the GP's billings, so it is important to know the practice’s policy.

What to check:

Is it clear that the service entity is acting as your billing agent?
How often are accounts reconciled, and will you receive transparent reports?
Who decides whether DNA fees are applied?

Why it matters:
Clarity on the billing process ensures confidence in the accuracy of payments and avoids disputes about income.

Superannuation Contributions

Superannuation obligations are governed by the Superannuation Guarantee Charge Act 1992 (Cth) and the Superannuation Guarantee (Administration) Act 1992 (Cth), along with related regulations.

If you are an employee, the practice must pay compulsory contributions (currently at least 11%).
If you are an independent contractor, contributions may still be required if you are deemed to be working “wholly or principally for labour” under the legislation.
Your contract should state clearly whether the practice will make contributions or whether you are expected to arrange these yourself.

This is both a financial and a compliance issue which must be clarified before signing the agreement.

A Comparison of Remuneration Models

2. Hours of Work and Leave Entitlements

The contract should specify the work schedule with expected sessions or hours per week, along with any after-hours or weekend duties. It should also detail entitlements to annual leave (usually at least 4 weeks) and professional development leave (commonly 1 week). For contractor arrangements, leave is often unpaid unless negotiated.

Here is an example of a work schedule which provides the contractor GP with some degree of flexibility:

Thirty Eight (38) hours per week to be worked during the period Monday to Friday, 8.00am to 6.00pm; and
Otherwise minimum work hours will be determined as agreed in writing between the parties from time to time.
Minimum Days: 5 per week
Minimum Weeks: 44 per year

3. Performance and Quality of Medical Services

Most contracts define the scope of medical practice to be provided, any additional duties and include provisions regarding professional standards of care. These clauses ensure compliance with law, regulation, and internal practice policies.

Clinical Duties: a clear definition of core GP responsibilities.
Additional Roles: Supervising registrars, teaching, or administrative duties should be explicitly stated. Beware of vague wording such as “other duties as required.”

Key obligations include:

Responsibility for the provision of Medical Services: the GP is wholly responsible for the clinical services provided.
Standards of Care: Services must be delivered competently, lawfully, safely, efficiently, and professionally.
Licensing and Registration: the GP must hold and maintain all necessary qualifications, licences, and professional registration with the Australian Health Practitioners Regulation Agency ( AHPRA).
Ongoing Professional Development: the GP is expected to maintain professional qualifications and training up to date at his or her own expense, in line with CPD and AHPRA requirements.
Compliance with Practice Policies: the GP must adhere to the service entity’s policies on WHS, discrimination, harassment, and IT use, even if these do not legally form part of the contract.
Work Health and Safety (WHS): Compliance with all national and state WHS laws is mandatory.

4. Insurance

GP contracts in Australia usually contain clear obligations regarding insurance. These clauses are designed to protect both the practitioner and the service entity, as well as ensure compliance with Australian law.

Typical requirements include:

Professional Indemnity Insurance: At least $20 million cover, maintained throughout the contract and for up to six years afterwards. This is to cover all medical malpractice claims and in most contracts the practitioner must indemnify the service entity in respect of any Claims in respect of any injury (including illness) or death of any person as a result of any act or omission of the Practitioner in connection with the provision of the Medical Services to Patients.
Workers’ Compensation Insurance: If required by law, depending on whether the GP is classified as an employee or contractor.
Other Insurance: Any other cover required by law, such as public liability.
Evidence of Cover: You must provide certificates of currency when requested.

Why it matters:
Insurance clauses are essential to safeguard the GP's clinical practice, protect against medico-legal risk, and ensure compliance with contractual and regulatory requirements.

5. Relocation Packages

Some GP contracts include a relocation package to support practitioners moving interstate or internationally. These incentives are helpful to reduce the upfront costs of relocation but often come with repayment obligations should you leave the practice before the end of the minimum contract duration.

The typical structure of a $20,000 allowance:

Staged Payments:
$5,000 on submission of the PEP application (within 4 months of signing).
$2,500 on submission of the AHPRA application (within 8 months of signing).
$2,500 upon visa grant and commencing within 12 months.
$10,000 one month after the official commencement date.
Repayment: If you leave within two years, you must repay the entire relocation package within 14 days.
Currency: Payments are in AUD.

What to check:

Are the milestones achievable for your circumstances?
Is the repayment clause proportionate and fair?
Does the package cover flights, shipping, or accommodation, or is it a fixed cash benefit?

Why it matters:
Relocation packages provide valuable support but can become a liability if you exit early. Understanding the repayment conditions is vital before accepting.

6. Potential Red Flags to Watch For

While most contracts are standard and straightforward, the documents should be read thoroughly for any unexpected, ambiguous or unusual terms.

Vague or Ambiguous Wording: avoid unclear terms such as “reasonable administrative duties.” Seek clarification of the issues and request that the clause is redrafted appropriately.
Restraint of Trade Clauses: these are common restrictions intended to reduce competition and patient poaching. Check radius (5–10 km) and duration (6–12 months) and ensure that these are reasonable and not unduly onerous.
Indemnity and Insurance: confirm who pays for cover and the level of cover required.
Superannuation Compliance Risks: e ven contractors may trigger compulsory super obligations under legislation.

8. Seeking Advice and Negotiating Terms

An employment contract is a two-way agreement. Many terms are negotiable, and reputable employers expect constructive discussion. For complex agreements, seek advice from a solicitor specialising in employment law and medical contracts who can highlight risks, explain implications, and ensure that your interests are protected.

Remain wary of employers who refuse to negotiate terms or seek to impose terms which are unfair.

9. Final Checklist: Top 5 Things to Check in Your GP Contract

Before signing and agreement, ensure that you have clarity on the following issues:

Remuneration Model: Net percentage, fixed salary, or hybrid? If a hybrid model is offered, confirm if it is of a fixed duration and if so for how long?
Service Fee: What service fee is deducted, and what does it cover?
Superannuation Obligations: Will the practice make contributions, or must you? Are the terms compliant with legislation?
Hours and Leave: What are the expected hours and leave entitlements? Are after-hours duties required and paid?
Scope of Duties: Are your responsibilities clearly defined, or is vague wording used?
Restrictive Clauses, Insurance, and Relocation – Are restraints fair? Who pays for indemnity cover? What are the relocation expenses covered and the repayment terms for relocation support?

A thorough review is not about being difficult or obstructive. It is about starting a professional relationship on the right footing, with clarity and mutual understanding and resolving potential issues before they escalate into a conflict.

GP Jobs in Australia

Search for GP jobs in Australia or register your CV with us for future openings.

More information about GP work in Australia .

A Guide to CV and Cover Letter Drafting for General Practitioner Jobs in Australia

Tue, 23 Sep 2025 16:41:02 GMT

A carefully drafted curriculum vitae (CV) and cover letter are essential documents for successful applications to secure general practitioner positions in Australia. In this article we shall highlight the important issues for this competitive market and some of the common pitfalls to be avoided.

Applying for General Practitioner Jobs in Australia

Australia is one of the best countries in which a general practitioner can hope to practise. The primary healthcare system is well developed and organised, infrastructure and technology modern, clinics well resourced and equipped and there is a strong demand throughout the country for qualified general practitioners (GPs) with qualifications eligible for the expedited pathway to registration. This creates a fast track entry system into Australian medicine but increases competition for jobs, particularly those in desirable locations.

It is therefore incumbent upon each candidate to present their application for practice opportunities in the most favourable light highlighting important information and providing a detailed overview of scope of practice, skills and interests. Listing a series of qualifications and positions held is not sufficient to pique the interest of the owners of the medical practices and the other GPs who are the key decision makers in the recruitment process.

Structuring Your CV and Cover Letter for Successful GP Job Applications in Australia

Each application for a job as a GP commences with the submission of a CV and cover letter. The former is a concise professional history and the latter an introduction to that history with an indication of motivation for seeking the position. The aim of both documents is to secure a positive impression and invitation for interview where the opportunity and its suitability may be better assessed.

Clarity, structure, and relevance are vital for both documents. Template documents should be drafted and edited appropriately for each job application, with consideration to the skills and attributes sought by the employer. The job description should be read thoroughly with an eye for any specialist skills or interests which are required.

Some clinics may seek GPs with experience in rural medical environments where extensive experience in managing patients at home without hospital referral is crucial whilst others may require ability to perform minor operative procedures. Develop some insight into your own motivations for seeking the job and set these out.

CV Drafting

1: Personal Details

This is the starting point in all CVs and should include the following information:

full name
current address
telephone number ( a mobile number is usually best for accessibility)
email address
date of birth (important when a visa is required to take up the job)
nationality (relevant to prove eligibility to work or need for a visa)
marital status and number of dependents (again, important when a relocation, and especially an international one, is being considered as there are cost implications)

2: Professional Summary

This is an optional section which can be placed before or after the personal details section and should consist of a brief summary of your qualifications, relevant experience, skills and career goals. You may wish to emphasise special interests in relevant fields such as chronic disease management, child health, emergency medicine or skin cancer and aims you have to further develop your capabilities.

3: Qualifications

Qualifications should be listed in chronological order with the date of award of the qualification and the name of the awarding organisation. This must include medical degree, fellowship or board certification in general practice and any additional qualifications including diplomas in specialist fields such as paediatrics, obstetrics. emergency medicine and anaesthesia.

The specialist Australian qualifications in general practice are the Fellowship of the Royal Australian College of General Practitioners, abbreviated to FRACGP and the Fellowship of the Australian College of Rural and Remote Medicine, abbreviated to FACRRM. Equivalent international qualifications should be listed.

4: Education

This can be listed as a separate section or combined with the qualifications section. It should list education since leaving school in chronological order detailing the institution attended, program of study and the dates of attendance. Undergraduate and post graduate medical education should be listed including residency or vocational training programs in general practice and fellowship or enhanced special training afterwards.

5: Professional Registration

Details of current professional registration should list the category of registration (specialist or general), the regulatory authority and dates of obtaining registration and its expiry or renewal date.

Registration with multiple national, state or provincial regulators should be included indicating if these are active or inactive.

Registration status with the Australian Medical Board and Australian Health Practitioner Regulation Agency (AHPRA) should be mentioned (specialist, general or limited). If the application is incomplete, state its current status and anticipated completion date and if not yet started detail the basis for assumed eligibility.

6: Practice Experience

List all positions held since graduation from medical school in reverse chronological order. For each position include the following information:

job title
employer
dates of employment
type of general practice (private billing, mixed billing, or bulk billing; corporate or independent; metropolitan or rural).
key responsibilities and achievements for recent positions. Describe the patient demographic served, clinical programmes managed, services developed and any additional responsibilities.

7. Procedural Skills

The unique feature of the standard CV for Australian medical job applications is the emphasis on procedural competencies. It is usual, and often a requirement, to have a section of the CV dedicated to procedures and to list the procedures which one can perform independently and those which one can perform with assistance.

Standard procures which can be listed are the usual and obvious ones such as arterial blood sampling, urinary catheterisation, eye and ear irrigation, wound dressing, suturing, cutaneous biopsies, intramuscular injections and venipuncture. However if you are competent in more advanced surgical or anaesthetic procedures, these can certainly be listed and may be relevant in rural general medical practice.

8. Special Interests

Any skills or interests in addition to bread and butter general practice should be listed with an emphasis on any skills or interests required for the position. Examples you may wish to mention include:

Telehealth consultations
Chronic Disease Management
Sports Medicine
Dermatology
Aesthetic Medicine
Travel Medicine
Proficiency with practice software (e.g., Best Practice, MedicalDirector).

Cover Letter Drafting

The cover letter accompanies the CV throughout the job application process. Its purpose is to introduce the job application to the employer with a summary of the candidate's ability to meet or exceed the eligibility requirements of the job and outline his or her motivations for seeking it. It should convey both interest and enthusiasm for the position.

The cover letter should be clear and concise and no longer than a single page. It should be addressed to the person who is managing the recruitment process. This is usually indicated on the job advert but if no individual is named it can be addressed to the senior GP or practice manager. The letter should be factual and devoid of cliches or marketing phrases. Ensure that the cover letter is drafted as a template which can be edited appropriately for each job application reflecting the nuances of each job and the attributes sought.

Common Pitfalls in GP Applications

The failure of a job application is a disappointment but often self inflicted. By far the most common reason for unsuccessful job applications is the simple inability to meet the eligibility requirements of the job. The lack of suitable qualifications, experience or skills and ineligibility for the appropriate professional license are red lines, beyond which the application cannot progress. But many GPs ignore this and apply for these jobs anyway. Perhaps they think the employer will waive some the requirements they do not meet or they blindly apply for all jobs with the right job title.

Such applications are an irritant to the employer who must waste time and resources processing the rejections. They also convey a lack of professionalism on the part of the GP and should be avoided out of consideration to others and one's own self image.

Generic applications are other frequent time wasters which are often rejected or at best attract lack luster interest from employers. It is astounding that many GPs submit identical CVs and cover letters for multiple job applications making no modifications to address the requirements and features of each position. This suggests a lack of interest and attention to detail which may be interpreted as a lack of professionalism.

Poor CV and cover letter presentation is inexcusable but still fairly common. Dense formatting, unprofessional fonts, inappropriate use of bold lettering, underlines, italics or spelling errors undermine credibility. Use the common professional fonts and simple formatting avoiding tables and images. This is easier to navigate and works better with data base AI and search engines which are increasingly used to process applications.

Avoid the use of cliches, buzzwords and marketing phrases such as "experienced in all aspects of general practice” and "highly motivated," "results-driven," and "good communication skills". These phrases do little to distinguish you and suggest laziness or a lack of imagination in expressing yourself. Provide concrete examples.

Summary

Success in the Australian GP jobs market starts with drafting a CV and cover letter which provide a favourable first impression, attract employer interest and succeed in securing a job interview.

These documents must be accurately reflective of your capabilities, qualifications and experience and their relevance to the jobs for which you are applying. They should also indicate your motivations for seeking the job and give an indication of your long term career goals.

Ideally the CV and cover letter should be drafted and stored as modifiable templates which can be quickly edited for each job application. Remember the following:

use simple professional formatting
address key criteria listed in the job advert or description
avoid buzz words and vague phrases
edit and adapt the documents for each application.

Search for GP Jobs in Australia

Dermatologist Shortages in New Zealand: Opportunities for International Specialists

Wed, 10 Sep 2025 16:08:58 GMT

New Zealand has a critical shortage of dermatologists , with the current workforce estimated to be just one third of the normal in other developed countries. This creates opportunities for international specialist dermatologists and this article will look at the options to practice in the country in both public and private sectors.

Dermatology - A Medical Specialty

Dermatology, once regarded as an unpopular and limited medical speciality, recently emerged as one of medicine's most competitive and highly paid specialities. This was attributed to the increasing incidence of skin cancer diagnoses in recent decades and a range of new treatment modalities for common cutaneous pathologies. Dermatology is now a vital medical specialty, addressing an array of skin conditions which significantly impact patients' quality of life and psychological wellbeing.

Dermatology has become a popular career choice for resident doctors. Places on residency training programs are highly sought after in the USA and many other developed countries, where dermatology offers the prospect of a lucrative career and reasonable working hours without busy on call rotas. However New Zealand is an exception to this trend and faces the predicament of having the world's highest rate of melanoma and the developed world's lowest levels of dermatologists creating a legacy of poor prognosis and reduced survival rates for skin cancers.

Melanoma incidence

Melanoma is the most serious form of skin cancer, and New Zealand has the highest rates of it worldwide, despite its small population. Approximately 2,800 invasive melanomas are reported each year and roughly one in fifteen fair-skinned New Zealanders can expect to develop a melanoma in their lifetime. Skin cancers account for an estimated 80% of all new cancers diagnosed in the country annually.

Whilst Australia and New Zealand are historically similar countries with almost identical demographics, studies have shown that New Zealand's melanoma mortality rates have increased more rapidly than Australia's, with higher overall rates seen in New Zealand in recent decades, particularly in older people.

Contributing factors

Several factors contribute to New Zealand's high rates of skin cancer:

Population: A large portion of the population has fair skin, especially those of Anglo-Celtic ancestry, which is highly susceptible to sun damage.
UV radiation: The country has naturally high UV levels, which are intensified by a relatively unpolluted atmosphere and proximity to the Antarctic ozone hole.
Lifestyle: Many New Zealanders have outdoor lifestyles, increasing their overall sun exposure.
Prevention: Research suggests that New Zealand has lagged behind Australia in government-funded skin cancer prevention campaigns, with prevention efforts often fragmented and reliant on charities.

Non-melanoma skin cancer (NMSC) incidence

Non-melanoma skin cancers (NMSC), which include basal cell carcinoma (BCC) and squamous cell carcinoma (SCC), are far more common than melanoma. Incidence data is less precisely tracked than melanoma, as NMSCs are not mandatory to report nationally.

Case numbers: An estimated 90,000 non-melanoma skin cancers are treated annually.
Global comparison: Studies have shown that Auckland, New Zealand, has the highest reported incidence of invasive NMSC in the world.
Incidence trends: The incidence of NMSC has been increasing, particularly among the population over 50 years of age.

The Current Shortage of Dermatologists in New Zealand

Despite New Zealand having one of the highest incidences of skin cancer and other skin conditions in the world, it has a relatively small dermatology workforce, with estimates suggesting fewer than one dermatologist per 100,000 people. The recommended ratio in many developed countries is two to three dermatologists per 100,000.

New Zealand has just 30-50% of the dermatologist workforce it needs to put it on par with neighbour Australia and the distribution of specialists is also uneven, with metropolitan centres such as Auckland and Wellington better served than regional and rural areas.

The implications of the dermatologist shortage are profound and manifested by lengthy waiting lists for hospital out patient appointments, considerable delays in attaining a diagnosis and commencing treatment and poorer survival rates and prognostic indicators for most skin diseases. Delays of several months from initial referral to specialist consultation are common, especially for non-urgent conditions.

In New Zealand, the stark shortage of dermatologists presents a remarkable opportunity for skilled professionals in surgical, medical, or aesthetic dermatology in both public and private sectors.

Subspecialist Opportunities

Several subspecialties exist within the scope of dermatology, allowing for focused expertise in specific areas of skin, hair, and nail disorders. These areas can be broadly categorized into surgical, medical, and cosmetic fields.

Medical Dermatology

Medical dermatology practice makes up the bulk of hospital general dermatology with a focus on the diagnosis and treatment of the common chronic inflammatory and autoimmune skin conditions such as psoriasis, eczema, and lupus. Many patients in New Zealand face long waits for specialist review and management of complex dermatological diseases, particularly in secondary and tertiary hospital services.

Allergy-related skin disorders are an important subspecialty area. Patch testing is used to identify allergic contact dermatitis caused by substances such as preservatives, fragrances, and metals. In New Zealand, access to patch testing is limited, and dermatologists with expertise in allergy diagnostics and management are highly valued. Expansion of these services is a priority for many hospitals and specialist centres.

Photo dermatology manages skin disorders caused by light and ultraviolet (UV) radiation, and involves the use of light-based therapies (e.g., UVB and PUVA). Phototherapy is widely used in New Zealand for conditions such as psoriasis, eczema, vitiligo, and cutaneous T-cell lymphoma. With demand outstripping service capacity, dermatologists trained in phototherapy protocols can significantly improve patient access to this evidence-based treatment. Experience in managing safety protocols and long-term patient follow-up is particularly desirable.

Pediatric Dermatology focuses on the diagnosis and treatment of skin, hair, and nail conditions in infants, children, and adolescents.

Surgical Dermatology

Demand is particularly strong for dermatologists skilled in surgical procedures, including the excision of skin cancers, flap and graft repairs, and Mohs micrographic surgery (Micrographic Dermatologic Surgery), a precise surgical technique used to remove high-risk skin cancers while sparing the maximum amount of healthy surrounding tissue.

Aesthetic Dermatology

The private sector offers opportunities for dermatologists with an interest in aesthetic procedures, including botulinum toxin injections, dermal fillers, laser treatments, and cosmetic skin care. These services are increasingly in demand in urban centres and can provide a lucrative career path alongside medical or surgical practice.

Salaries and Benefits for Dermatologists in New Zealand

Public Sector

Dermatologists employed in the public health system are compensated according to the SECA National Collective Agreement for senior medical officers (SMOs). This is negotiated annually by the Association of Salaried Medical Specialists (ASMS) and Health New Zealand (HNZ), the public healthcare organisation. Salaries are determined by years of experience and supplemented with allowances for additional duties. This is covered in detail on our article on physician remuneration in New Zealand and summarised below:

Salary range: an annual rate for a 40 hour working week dependent upon seniority and experience.
On-call and additional duties: Extra allowances are available for on-call work, clinical leadership, and teaching responsibilities.
Leave: Four to six weeks of annual leave, plus sick leave and professional development leave.
Continuing medical education (CME): Paid CME expenses (usually NZD $16,000 every three years), with protected leave for conferences and training.
Superannuation: Employer contributions of up to 6% depending on scheme participation.
Relocation expenses: reimbur sement of expenses for relocation up to NZD 25,000

Private Sector

In the private sector , dermatologists are paid a salary which is negotiable or by fee for service which is activity dependent. The latter usually requires that a percentage of total income is paid to the practice for administrative costs. Private clinic dermatologists may earn significantly more than their public sector colleagues, particularly in urban centres where demand for aesthetic procedures is high.

Annual Income can exceed NZD $500,000 for those combining private practice with procedural dermatology, particularly MohS Surgery. Business opportunities exist for partnership or ownership of clinics and flexible working arrangements are common, offering a better work–life balance.

Urban Versus Regional Postings

When considering a move to New Zealand, dermatologists should weigh the benefits and challenges of working in different locations and their alignment with personal career and lifestyle goals.

Urban Centres (Auckland, Wellington, Christchurch, Hamilton, Dunedin)

The largest urban centres of north and south islands are the locations of the tertiary hospitals, university departments and largest populations. These offer premier hospitals with dermatology departments and academic opportunities. There is greater access to subspecialist colleagues, advanced equipment, and private practice opportunities with a high demand for aesthetic dermatology and private cosmetic procedures.

These advantages must be balanced against intense competition for jobs and higher living costs (particularly housing in Auckland).

Regional and Rural Centres (Palmerston North, Hastings, Nelson, Napier, Invercargill, Whanganui, Gisborne)

Regional and rural areas have secondary care hospitals of varying sizes, ranging from 400 beds down to less than 100 beds. These facilities often have critical shortages of dermatologists, creating secure career opportunities for international physicians in regions where living costs are lower and competition for jobs and housing less intense. For many international doctors, regional postings offer an excellent entry point into New Zealand practice, with potential to transition later into urban private practice once established.

The Pathway to Working as a Dermatologist in New Zealand

Internationally trained dermatologists must obtain registration with the Medical Council of New Zealand (MCNZ) in order to practise independently. There are two pathway options which may be taken, depending upon proposed duration of stay in New Zealand and specialist qualification.

Provisional Vocational Registration

For specialists from other countries, an application should be made for determination of eligibility for provisional vocational registration with the MCNZ. This involves completing an application form with evidence of postgraduate specialist training, qualifications, practice experience and credible supporting references.

The application is initially reviewed by the MCNZ and then forwarded to the Royal Australasian College of Physicians for assessment. Once eligibility is approved or disapproved, the MCNZ then communicates the result to the physician. Dermatologists approved for provisional registration will have some conditions imposed upon their practice with a supervision period of 6-12 months. Upon successful completion of this probationary period, an application for vocational registration can be made.

Locum tenens / temporary practice

Dermatologists holding an approved qualification may apply for a special purpose locum tenens registration permitting practice for a maximum of 12 months duration.

Approved qualifications are:

UK: MRCP and CCT in dermatology
Canada: FRCPC
USA: American Board of Dermatology American Osteopathic Board of Dermatology
Ireland: MRCPI and CSD in dermatology

In addition to professional licensing, candidates will need a work visa or residency permit. Employers often support visa applications, especially in areas of high shortage.

Securing a Dermatology Job

Dermatology jobs are available across both the public sector (hospitals) and the private sector (specialist practices and aesthetic clinics).

Here are the key steps:

Conclusion

The high incidence of dermatological pathology in New Zealand combined with the acute shortage of dermatologists, creates an opportunity for international dermatologists which is probably unprecedented in the developed world. There are prospects for private practice development, public sector and academic careers and the acquisition of new skills. New Zealand offers a dynamic and rewarding environment for dermatologists seeking to advance their careers.

Looking for a dermatology role in New Zealand?

Register your CV with Odyssey Recruitment
Browse current dermatology vacancies
Contact our specialist recruiters to discuss your eligibility and career options

How to Succeed at an Interview for a Resident Doctor Job in New Zealand

Mon, 04 Aug 2025 15:55:49 GMT

Interviews for resident doctor jobs in New Zealand's public healthcare system, the employer of choice for most house officers and registrars, are friendly and informal. This guide provides an overview of the process and tips for success.

Resident Doctor Jobs

In New Zealand, the term Resident Doctor covers the job titles House Officer and Registrar. These positions are for doctors at the level of PGY1 to PGY 8 and cover the pre- vocational and vocational training periods. Some jobs are accredited for specialist training whilst others are not. The latter are often called service jobs because the doctor provides a clinical service but without formal accreditation for training. It is important to clarify which of these two types of jobs you have applied for as the purpose and outcome of the jobs may differ.

Prevocational Training

This is the first two years of employment after graduation from medical school and consists of a PGY1 year undertaken with provisional general registration with the Medical Council of New Zealand , followed by a second year with full general registration, provided that satisfactory completion of PGY1 was attained.

Both PGY1 and PGY2 doctors work in a series of "runs" which are rotations of six months duration in a variety of medical and surgical specialities, including the speciality of "relief". This term is peculiar to Australia and New Zealand, and as its name suggests, involves covering the absence of other house officers in a variety of specialities.

Vocational Training

Specialist training starts at PGY3, although some doctors delay their entry to specialist training if they are uncertain of their career choice and wish to gain further experience in different specialist fields. The duration of vocational training varies by speciality but falls in the range of 3-6 years. This will be extended if subspeciality fellowships are pursued.

In New Zealand, unlike the UK, it is possible for PGY3 doctors to apply for registrar positions in some specialities. The job adverts will usually confirm the experience requirements for each position.

Interviews for Resident Doctors in New Zealand

It is quite common for house officers and registrars to be offered jobs on the basis of a review of their curriculum vitae (CV) and three professional references, without a formal interview. This is especially common with applicants from the UK and Ireland, who are often surprised by the sudden appearance of job offer documents ready for signature. However if you are invited to an interview, it is important to prepare thoroughly.

As with all job interviews the aim of the interviewers is to ensure that you have the skills, motivation and cultural fit to perform well in the job. Interviews are conducted remotely by teams or zoom with the telephone for back up in case of technical failure. The interview panel consists of 2-4 members, usually consultants in the relevant speciality and hospital department, with some administrative staff.

The interview duration will be 30 -60 mins, very rarely exceeding this and can be expected to be relaxed and friendly.

1. Interview Preparation

With all job interviews, conscientious preparation is vital for success, but even more so when you are relocating into a new country with a healthcare system which is unfamiliar. Although Health New Zealand, New Zealand's public healthcare system is similar to the healthcare systems of other countries, particularly the UK National Health Service (NHS), there are subtle differences in medical practice with which you will need to grapple and eventually understand.

Confirm Your Career and Personal Goals

Before applying for jobs and attending interviews, it is paramount to formulate your own career and personal goals and recognise how the job aligns with these. Will this job provide the clinical experience you need to enter a vocational training program or obtain further specialist experience? Will it enhance your lifestyle or allow you to partake in recreational pursuits?

Review the Job Advert and Description

Research the department and hospital or hospitals where the job is based and the scope of practice, responsibilities and expectations of the position. Familiarise yourself with the institution, its values, and its patient demographics. Some jobs involve travel between two or more hospitals for clinical work and may require that you have a valid driving licence and car.

Assess the clinical training and formal instruction available and whether or not the job and department have formal accreditation for training in the appropriate speciality.

Research the Job Location

The location of the job may or may not be a deciding factor but it will determine the size and level of the hospital, accommodation prices and cost of living and the local facilities and recreational opportunities available. Tertiary hospitals are based in New Zealand's largest cities; Auckland, Wellington, Hamilton, Christchurch and Dunedin whilst the smaller cities and towns have secondary and rural hospitals of various sizes.

Familiarise yourself with the location of the job and the aspects of it which appeal to you and those you may find challenging. One issue resident doctors often struggle with is the cost and availability of accommodation in the major cities, particularly Auckland.

Review Your Training and Career Achievements

Be ready to discuss your medical school experience, rotations, and any elective placements followed by your clinical practice experience and career goals. Highlight areas where you won prizes or awards, demonstrated initiative or received positive feedback.

Practise Responses to Common Questions

Job interviews for resident doctors tend to follow a predictable format with standard questions. As most applicants are at the beginning or early stages of their careers, there is limited scope for lengthy discussions about clinical practice experience, research interests, publications, specialist interests and leadership skills.

Questions are focused on career goals, motivations and cultural fit. You should be ready to enthusiastically discuss your goals and reasons for wanting the job, relevant clinical skills and experience and abilities to readily adapt, communicate and co-operate with other team members. You should prepare responses to clinical scenario questions, particularly the focus on the management of acute emergencies.

Technology, Background and Dress

Test your technology in advance of the interview to ensure that it works effectively. You can use a laptop or desk top computer, a tablet or mobile phone to access the zoom or teams call. There is no need to download the software applications for zoom or Microsoft teams if you do not already have them, as you will receive a link to the call which is quite sufficient for access. Upon receipt of the link, click on it to ensure that it takes you to the interview meeting room.

Ensure that you have a comfortable location for the call with a good, stable internet connection, and effective lighting. Your background should be uncluttered and look professional. You can use one of the backgrounds provided by zoom or teams if you have the application, otherwise you can blur your background. Remove pets, children and all sources of noise, ensuring that televisions and radios are turned off.

Dress professionally in a smart outfit. T shirts and sportswear are not recommended. Ensure that your camera and microphone work well and use external ones if necessary. Once you are located centrally in the frame for the call, you can unmute your sound and turn on your video ready to enter the call.

2. The Interview

Unless you are living in New Zealand and able to travel to the hospital, the interview will be conducted remotely. Staring at a screen does not provide the same level of connection with your interviewers as an in person interview but is preferable to a telephone call. Log in to the call at least 10 minutes before the start time and ensure that all is working as it should.

The Format

Interviews are quite predictable and you can be relieved that you are unlikely to meet with any surprises. The interview panel members will start with an introduction and then get the interview underway with a series of questions which can be grouped into 4 categories as follows:

Personal Questions

The interviewers' prime interest is your motivation for seeking this job. They will open this section of the interview by asking questions about your medical education and career to date, your specialist interests, likely career path and reasons for applying for this job. They will also want to know why you have chosen the particular location.

You should rehearse and prepare succinct responses with convincing reasons for your choice of speciality and location and communicate them with enthusiasm. .

Clinical Questions

A few clinical questions are likely to assess your knowledge and experience in the speciality in which you are applying to work. Listen carefully to the questions before you formulate your responses and then provide concise and logical answers.

If you are applying for a job in a speciality which is new to you, it is quite acceptable to admit your lack of experience and state that you would seek assistance in managing a patient. After all, you are applying for a junior position and the interviewers want to ensure that you have sufficient awareness of your limitations and are unlikely to undertake high risk options.

Teamworking Questions

This is often the lengthiest section of the interview and the questions are designed to assess your ability to work effectively as a team player. You can expect questions about communication with clinical teams, managing underperformance and stress, hobbies and interests.

A few questions about Maori Health and cultural issues are habitually included so it is worth preparing this topic with one of the cultural programs available on line.

Your Questions

Finally you have an opportunity at the end to ask your own questions and you should use it. A candidate without questions suggests lack of interest. Three to six questions are ideal and should cover details of the job and training opportunities. Discussions about the salary are best avoided. Remember to thank the interviewers at the end.

3. Post Interview Communication

Communication after resident doctor interviews in New Zealand is generally swift and mostly positive. If successful, you can expect to receive a job offer, usually within 7-10 days of the interview, with a further 7 days deadline for your acceptance. If unsuccessful, you may receive feedback but if not, you can certainly request it to help you prepare for any further interviews.

We wish you success in your job interviews!

Choosing the Right Location for Your Medical Career in New Zealand: A Guide for Doctors

Wed, 14 May 2025 14:00:27 GMT

Considering relocating to New Zealand to work as a doctor? Beyond job availability, the choice of location will define your lifestyle, career progress, satisfaction, and family’s well-being. This guide from Odyssey Recruitment, specialists in international medical recruitment, outlines how to select the ideal region and hospital for your next career step in Aotearoa.

1. Match Your Specialty to Hospital Opportunities

New Zealand’s public healthcare system operates across regional networks under the control of Health New Zealand Te Whatu Ora . It provides almost 70% of healthcare in New Zealand whilst the private medical sector deals with the remaining 30%, largely elective surgery and out patient consultations.

Health New Zealand provides integrated primary, secondary and tertiary medical services, public health and dental services via a network of community health centres, rural and regional hospitals and tertiary referral hospitals in the 4 largest cities.

Tertiary centres: located in Auckland, Wellington, Hamilton in the North Island and Christchurch and Dunedin in the South Island. These offer specialised and subspecialist roles, fellowship training and accredited postgraduate training in all specialities.
Regional hospitals: larger secondary care hospitals providing some tertiary services, situated in Whangarei, Tauranga, Palmerston North, Hastings, Nelson and Invercargill. These offer specialist roles, often with scope for subspecialist practice, accredited postgraduate training opportunities and service roles in major specialities such as general surgery, orthopaedics and medicine.
District Hospitals: smaller secondary care hospitals providing basic medical services, located in Whakatane, Whanganui, Masterton, Blenheim, Timaru. Specialist jobs are available but with limited scope for the practice of secondary specialist interests. There are plenty of house officer and registrar jobs with a mixture of accredited and service options.
Rural Hospitals: with less than 100 beds, these provide primary, emergency and limited secondary care and are an excellent choice for physicians seeking rural medicine training and experience.

Tip: Regional posts can offer greater autonomy, strong community ties, and quicker career progression with less competition for jobs than the tertiary centres. Search current doctor vacancies in New Zealand

2. Lifestyle and Personal Interests: Region by Region

Each region of New Zealand offers its own unique attractions with a blend of professional and personal appeal. Health New Zealand divides its services into 4 regions covering North and South Islands and each region has a different and unique character.

North Island

The Northern Region

New Zealand's Northern Region is located at the northern tip of the North Island, extending from the subtropical beauty of Northland to the vibrant urban hub of Auckland, New Zealand's commercial capital and largest city. The region offers an outstanding blend of urban city living and stunning natural landscapes with a wealth of rewarding medical career opportunities and leisure pursuits.

There are specialist and training opportunities in large tertiary hospitals, regional hospitals and rural hospitals offering a wealth of medical specialities and experiences within a short distance of Auckland which is a hub for domestic and international travel. This region is a great choice for doctors who want to work in or close to a large international city with its cultural, commercial and international transport connections whilst retaining proximity to the coast with its harbours and delightful landscapes.

Here are 10 reasons to work in the Northland region at the northwesterly tip.

The Heartbeat

Te Manawa Taki, or New Zealand’s Heartland , encompasses some of the country’s most beautiful and dynamic regions, including the Bay of Plenty, Waikato, Taranaki, and Gisborne. Hamilton in Waikato is a tertiary care centre and Tauranga in the Bay of Plenty has one of the largest regional hospitals. Rotorua Hospital offers a large range of secondary care services whilst Whakatane, Gisborne and Taranki hospitals are smaller but nevertheless busy.

This region offers doctors an unparalleled opportunity to build fulfilling careers in modern healthcare facilities, large and small, while enjoying a rich lifestyle in diverse and vibrant communities, just a short journey from the major cities.

The Central Region

New Zealand’s Central Region , encompassing the southern part of the North Island, offers a diverse landscape of career prospects, cultural experiences, and lifestyle advantages for doctors seeking new opportunities. From the bustling capital city of Wellington and the rural charm of Masterton and the Hutt Valley, to the coastal beauty of Hawke’s Bay, and Palmerston North and Whanganui to the west, this region provides excellent healthcare environments and a high quality of life.

Wellington has a tertiary medical centre whilst Hutt Valley, Hastings and Palmerston North have regional general hospitals providing extensive secondary care and selected tertiary care as well as a major air retrieval service. Hospitals in Whanganui and Masterton are smaller with more basic secondary and rural medical services. This region is suitable for doctors who seek to work in tertiary hospitals or secondary hospitals close to Wellington.

South Island

The Southern Region

Te Waipounamu , the South Island of New Zealand, presents an outstanding destination for doctors seeking career growth alongside an enviable lifestyle. This region offers state-of-the-art healthcare environments, diverse communities, and some of the world’s most spectacular natural surroundings.

Christchurch is New Zealand's second largest city with excellent infrastructure and tertiary medical centres including the busiest emergency department in Australasia. Dunedin is the site of New Zealand's South Island medical school and has a tertiary teaching hospital. Nelson, Blenheim, Queenstown and Invercargill have robust general hospitals whilst the West Coast has more rural medical facilities.

The South Island is a haven for outdoor enthusiasts. Doctors can enjoy sailing and kayaking in Nelson, hiking and snow sports in Canterbury, glacier walks on the West Coast, and world-class skiing, cycling, and hiking in Queenstown and Wanaka.

3. Family Life, Schooling and Accommodation

For doctors relocating with family, the availability of suitable housing, educational facilities leisure pursuits are critical in deciding where to work.

Education

In New Zealand, education is free at state schools for all students who are not international students, from age 5 until the calendar year in which they turn 19. Compulsory schooling runs from ages 6 to 16, but most students stay in school until at least their 17th birthday.

The system is structured into

early childhood education, primary school (Years 1-8),
secondary school (Years 9-13)
tertiary education in universities or colleges

School Types

State (public) schools: Educate the majority of students (84.9%) with free, high-quality education
State-integrated schools: Often have a religious or cultural focus (11.3%).
Private (independent) schools: A smaller percentage of students attend these schools (3.6%) which are available in the larger cities

Accommodation

In New Zealand, housing traditionally consisted of detached suburban homes on quarter-acre blocks, but modern trends include more apartments and townhouses, especially in urban areas. The government has recently implemented policies to increase housing supply, particularly in major cities, allowing for more units per plot and taller buildings.

The cost of housing in New Zealand, particularly in major cities like Auckland and Christchurch, has risen considerably and in some cities there are shortages of properties available to rent and purchase.

Family Life and Leisure

Family life in New Zealand is characterized by strong family bonds, a high proportion of two-parent households, and a growing emphasis on the importance of extended family support. Many families prioritise outdoor activities and enjoying New Zealand's natural beauty, with a focus on raising children in a healthy and active environment.

An abundance of magnificent landscapes, vast natural parks and undulating rivers create a backdrop for a wide variety of outdoor activities, from adrenaline-pumping adventures to scenic exploration. Popular options include hiking, kayaking, jet boating, white water rafting, bungee jumping, skydiving, and exploring natural wonders like Milford Sound and the Waitomo Caves.

New Zealand offers a rich tapestry of cultural pursuits, encompassing both indigenous Māori traditions and European influences. From experiencing Māori cultural performances and visiting historic settlements, to exploring art galleries and museums, there are numerous ways to immerse yourself in New Zealand's unique heritage.

4. Immigration and Visas

Health New Zealand is an Immigration New Zealand approved employer and able to sponsor visas for international doctors. Visa options include the accredited employer work visa (AEWV) and the straight to residence visa, both of which require a valid job offer. Visa procedures are quite straightforward to facilitate ease of relocation and integration into New Zealand society. Residence visas are ideal for physicians seeking long term careers in New Zealand.

Conclusion

New Zealand offers doctors a rare combination of world-class healthcare practice and unparalleled lifestyle benefits. However the selection of preferred medical practice location requires some consideration. With competitive specialities, job location may be restricted to a limited or even rare number of job opportunities available but in shortage specialities particularly emergency medicine, general medicine, psychiatry and anaesthesia, there are plenty of choices across both islands and more attention can be devoted to desired scope of practice, family and lifestyle considerations.

Whether your goals focus on advanced medical practice, outdoor adventure, cultural immersion, or family security, New Zealand has an ideal region to suit you.

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Mastering Radiology Interview Techniques: Tips for Candidates

Fri, 14 Feb 2025 19:41:47 GMT

Securing a radiology position, whether in the public healthcare system, private sector, or international healthcare, requires more than just clinical expertise. A well-prepared and confident interview performance can make the difference in landing your ideal role. Understanding the expectations of interview panels, articulating your strengths, and demonstrating your suitability for the position are key to success.

In this guide, we provide practical advice and proven strategies to help radiologists excel in job interviews. Whether you are a newly qualified consultant or an experienced radiologist seeking career progression, these insights will enhance your confidence and interview performance.

1. Preparing for Your Radiology Interview

A. Research the Employer and the Role

The most important preparatory step to a successful interview is thorough preparation. Before the interview, research the employer gathering detailed information about the healthcare facility, the radiology department, key personnel and the scope of practice for the proposed job. Try to establish the identities of key decision makers and long term strategies for the service.

Key research areas:

The hospital’s radiology department, range of services offered, and imaging technology available including any proposed upgrades.
Subspecialist areas the department focuses upon (e.g. neuroradiology, MSK, interventional radiology) and level of expertise in these areas plus potential for development.
The team structure and multidisciplinary collaboration, including the role of key decision makers.
Recent research, publications, or projects undertaken by the department.

Tip: Review the job description thoroughly and assess your skills in relation to the employer’s requirements and your potential to realise career goals in the position.

B. Review Commonly Asked Radiology Interview Questions

Employers assess candidates on their technical proficiency, problem-solving ability, teamworking ability, and leadership skills. Prepare responses to:

Clinical and technical questions:

How would you approach an incidental lung nodule on a chest CT?
What are the key imaging features of intracranial haemorrhage on CT?
Discuss the role of MRI in prostate cancer staging.

Problem-solving and critical-thinking questions:

How would you handle an urgent discrepancy in a scan report?
A referring clinician disagrees with your radiological findings. How would you approach this situation?

Behavioural questions (competency-based):

Describe a time when you managed a high-pressure workload.
How do you prioritise tasks when handling multiple urgent cases?

Teamworking Competency:

How would you manage a working relationship with a difficult colleague?
How would you deal with a poorly performing registrar or junior doctor?

Ethical and governance questions:

How do you ensure patient confidentiality in remote radiology work?
What steps would you take if you suspected a colleague was making frequent diagnostic errors?

Tip: Practice your responses! Conduct mock interviews with peers or mentors to refine your answers.

C. Know Your CV Thoroughly

Employers often ask about qualifications and experiences listed on your CV. Be prepared to discuss:

Specialist / Residency / Vocational Training program structure and content, entrance criteria, assessments and format of final examinations.
Fellowship or subspecialist training.
Research projects and publications.
Clinical audits and quality improvement initiatives.
Teaching and mentoring experiences.
Leadership roles and committee involvement.
Continuing Professional Development Activities

Tip: Structure your responses using the STAR technique (Situation, Task, Action, Result) to provide clear, concise answers.

2. Mastering Your Interview Performance

A. Communicating with Clarity and Confidence

Effective communication is as important as clinical expertise. Employers look for candidates who can explain complex imaging findings clearly and concisely.

Speak confidently and professionally .
Avoid excessive medical jargon when explaining concepts
Use concise, accurate responses without excessive loquaciousness .
Structure responses logically— clinical approach → imaging findings → diagnosis → next steps.
If unsure about a question, take a moment to organise your thoughts before responding.

Tip: Engage with the panel by maintaining eye contact and displaying positive body language.

B. Demonstrating Leadership and Teamwork Skills

Radiologists work in multidisciplinary teams, collaborating with clinicians, surgeons, and oncologists. Interviewers assess how well you will potentially function in a team setting with particular focus on meeting clinical goals.

Sample Question: "Describe a time you played a key role in a multidisciplinary meeting."
Strong Response: Highlight your ability to communicate imaging findings effectively , influence clinical decisions, and work collaboratively.

Employers seek radiologists who can:

Lead and contribute in Multi Disciplinary Team (MDT) meetings.
Supervise, mentor and train junior doctors and radiographers.
Resolve conflicts diplomatically.

Tip: Provide examples of situations where you improved patient outcomes through teamwork and leadership.

C. Handling Challenging Interview Questions

Some questions are designed to assess your problem-solving skills under pressure.

Difficult Question Example:
" You realise you made a diagnostic error in a report. What do you do?"

Good Answer:

Acknowledge the mistake transparently.
Communicate promptly with the referring physician.
Issue an amended report with correct findings.
Reflect on the case and implement strategies to prevent recurrence.

Tip: Always frame responses with a problem-solving mindset and a commitment to patient safety.

3. Final Preparations and Post-Interview Actions

A. Practical Tips for the Interview Day

Dress professionally, whether the interview is in-person or virtual.
Arrive early or test your internet connection and technology beforehand for online interviews .
Bring a portfolio showcasing audits, publications, and CPD activities.
Keep a notepad for key discussion points and follow-up questions.

Tip: Applying for jobs? Ensure you have the three vital documents (CV, cover letter and referee list) in up to date template format ready to be edited for each job application.

B. Asking Thoughtful Questions at the End

Interviewers appreciate candidates who show enthusiasm and engagement. Prepare insightful questions such as:

What are the main challenges the radiology department is currently facing?
What opportunities exist for career progression and subspecialist training?
How does the team handle complex MDT cases and second opinions?

Tip: Avoid questions about salary in the first interview; these discussions typically happen later.

C. Following Up After the Interview

After the interview:

Send a thank-you email to express gratitude and reiterate your enthusiasm for the role.
Reflect on your performance and note areas for improvement.
Follow up if you have not received feedback within the expected timeframe.

Tip: Still searching for the right radiology role? Submit your CV today and explore new opportunities!

Conclusion

A successful radiology interview requires the demonstration of strong clinical expertise combined with effective leadership, communication, team working and problem solving skills, enlivened by confident and articulate presentation. By preparing thoroughly, structuring responses effectively, and demonstrating your value to the employer, you can significantly improve your chances of securing your ideal role.

Ready to take the next step?

Explore radiology job vacancies and apply today!
Register your CV with our recruitment team to access exclusive opportunities.
Have you recently attended a radiology interview? Share your experience and tips in the comments!

Transitioning to Remote Radiology Work: Best Practices and Considerations

Wed, 12 Feb 2025 18:39:55 GMT

The field of radiology has undergone significant transformation in recent years, with remote radiology (teleradiology) emerging as a viable and attractive career option. Advancements in digital imaging, cloud-based PACS (Picture Archiving and Communication Systems), and secure communication platforms have made it possible for radiologists to work efficiently from virtually anywhere.

Whether you are a consultant radiologist looking for flexibility, a subspecialist seeking international opportunities, or considering a hybrid work model, transitioning to remote radiology requires careful planning.

This article outlines best practices, key considerations, and actionable steps for radiologists making the shift to remote work.

1. Understanding the Benefits of Remote Radiology

Before making the transition from a hospital or clinic based job to a remote radiology reporting position, it is essential to understand why remote radiology is an attractive career option. Some key benefits include:

✅ Flexibility – Work from home or anywhere with a reliable internet connection.
✅ Work-Life Balance – Reduce commuting time and gain more control over your schedule.
✅ Expanded Career Opportunities – Access job opportunities beyond local hospitals, including international teleradiology companies.
✅ Increased Earning Potential – Some remote positions offer competitive pay, particularly for urgent or overnight reporting.
✅ Specialist Roles – Subspecialist radiologists (e.g., neuroradiology, MSK, emergency radiology) are in high demand for teleradiology services.

�� Considering a remote radiology role? Start by researching accredited teleradiology providers to explore available opportunities.

2. Key Considerations Before Transitioning to Tele-Radiology Practice

A. Licensing and Legal Compliance

Radiologists working remotely must ensure they meet regulatory and licensing requirements of the appropriate jurisdiction from where they reporting. Consider the following:

Specialist Registration with the Medical Regulatory Authority in the proposed practice jurisdiction. for example, in the UK this is the General Medical Council (GMC), in Ireland the Irish Medical Council (IMC), in New Zealand the Medical Council of New Zealand (MCNZ)and in Australia, the Australian Medical Board.
Teleradiology Compliance – Understand the regulations related to remote reporting in different countries, particularly with regard to data compliance.
Medical Indemnity Insurance – Ensure your coverage includes remote work.

B. Technical and Infrastructure Setup

A robust technical setup is crucial for efficient remote reporting. Key components include:

High-Resolution Monitors – Must meet DICOM ( Digital Imaging and Communications in Medicine ) standards for diagnostic accuracy.
Secure PACS Access – A cloud-based or VPN-secured connection to hospital imaging databases.
Reliable Internet Connection – High-speed broadband or fibre-optic internet for uninterrupted workflow.
Voice Recognition Software – Speeds up report dictation and documentation.

�� Tip: In vest in an ergonomic home workstation to maintain productivity and reduce fatigue.

C. Work Structure and Scheduling

Transitioning to remote work requires a structured approach to time management:

Define Working Hours – Whether part-time or full-time, establish a set schedule.
Time Zone Management – If working for an international provider, consider time differences.
Reporting Turnaround Time – Maintain efficiency in report generation to meet contractual expectations.

�� Looking to optimise your workflow? Set clear work-life boundaries and schedule regular breaks to avoid burnout.

3. Best Practices for a Successful Remote Radiology Career

A. Choosing the Right Teleradiology Provider

Select a reputable provider that aligns with your career goals. Key factors to evaluate include:

Accreditation and Compliance – Ensure the company adheres to appropriate regulatory standards.
Caseload and Specialisation – Assess whether the case mix matches your expertise.
Payment and Contract Terms – Understand compensation models, reporting volume expectations, and liability clauses.

�� Research before you commit! Connect with other remote radiologists to get insights on the best teleradiology employers.

B. Cybersecurity and Patient Data Protection

Handling sensitive medical data remotely comes with cybersecurity responsibilities:

Use secure, encrypted connections to access patient imaging.
Follow GDPR (UK) or HIPAA (US) compliance for data privacy.
Implement two-factor authentication (2FA) for logging into medical systems.

⚠️ Stay compliant! Breaches in patient confidentiality can have legal consequences—always follow best practices for data security.

C. Maintaining Professional Development and Networking

Working remotely can feel isolating. Stay engaged in the radiology community by:

Attending virtual conferences and webinars .
Participating in radiology forums and online professional groups.
Continuing CPD (Continuing Professional Development) activities to maintain licensure.

�� Join online radiology networks to stay updated with industry trends and connect with peers.

4. Common Challenges and How to Overcome Them

Despite its advantages, remote radiology work presents some challenges. Here is how to tackle them:

�� Adapting to remote work takes time—be proactive in addressing challenges to ensure a smooth transition.

Conclusion: Is Remote Radiology Right for You?

Remote radiology offers an exciting and flexible career path, but success depends on preparation, discipline, and the right infrastructure. If you are considering the transition, start by assessing your professional goals, technical setup, and compliance requirements.

✔️ Are you ready to take the next step?

�� Explore available remote radiology jobs with reputable providers.
�� Optimise your home setup for a seamless reporting experience.
�� Stay engaged with the radiology community to enhance your skills and career growth.

�� What are your thoughts on remote radiology? Have you made the transition, or are you considering it? Share your experiences in the comments!

Radiology Career Pathways: From Residency to Consultant Roles

Wed, 12 Feb 2025 15:29:21 GMT

Radiology is a dynamic and evolving specialty which plays a crucial role in modern medicine. It encompasses diagnostic imaging, interventional procedures, and cutting-edge technological advancements which augment patient care. The career pathway in radiology is structured, progressing from medical school to residency training, followed by opportunities for subspecialisation and consultant roles.

This article provides an overview of the radiology career trajectory, highlighting key subspecialist fields and career opportunities available to doctors pursuing this rewarding discipline.

Radiology Training Pathway

1. Medical School and Internship or Foundation / Pre-Vocational Training

The journey to becoming a radiologist begins with a medical degree (MBBS or equivalent). Following medical school, doctors must complete a period of pre-vocational training in various medical specialities. The duration of this varies by jurisdiction. In the USA, Canada and Ireland, a one year internship is sufficient whereas in the UK, Australia and New Zealand, a two year foundation or pre-vocational is required prior to commencing specialist training.

2. Core Radiology Training (Residency)

After foundation training or internship, aspiring radiologists apply for a radiology specialty training program, typically a five-year programme (ST1–ST5) under the Royal College of Radiologists (RCR) in the UK, the Royal Australian and New Zealand College of Radiologists in Australia and New Zealand, the Royal College of Physicians and Surgeons of Canada in Canada or the American Board of Radiology in the USA. This period involves intensive training in general radiology, covering various imaging modalities including:

X-ray
Computed Tomography (CT)
Magnetic Resonance Imaging (MRI)
Ultrasound
Fluoroscopy
Nuclear Medicine

During residency, radiology trainees complete the Fellowship of the Royal College of Radiologists (FRCR) or equivalent exams, a critical step towards certification and independent practice. Training includes basic and advanced components and is rewarded with specialist accreditation at its successful conclusion.

3. Subspecialisation in Radiology

Upon completion of specialist radiology training, radiologists may choose to pursue subspecialist training (fellowships) in a specific area of radiology. Whilst interventional radiology is the only official subspeciality recognised by the Royal College of Radiologists of the UK, there are many other fields for specialist study, each one opening interesting career opportunities for specialised practice in a single field or in combination with general radiology practice. Our article about subspecialist fields in radiology details these options.

Radiology Subspecialties and Career Opportunities

1. Interventional Radiology (IR)

Scope : Interventional radiologists use image-guided techniques to perform minimally invasive procedures including angioplasty, embolisation, biopsies, and tumour ablation.
Career Opportunities : Roles in tertiary hospitals, vascular centres, oncology units, and private practice. IR specialists often work closely with surgical and oncology teams.

2. Neuroradiology

Scope : Focuses on imaging of the brain, spine, head, and neck, aiding in the diagnosis and management of neurological disorders, strokes, and brain tumours.
Career Opportunities : Consultant roles in neurology and neurosurgery centres, academic research, and teaching institutions in tertiary level hospitals.

3. Musculoskeletal (MSK) Radiology

Scope : Specialises in imaging of bones, joints, soft tissues, and sports injuries. MSK radiologists are essential for orthopaedic, sports medicine, and rheumatology practice.
Career Opportunities : Consultant positions in hospitals, professional sports medicine teams, and private imaging centres.

4. Breast Radiology

Scope : Involves mammography, ultrasound, and MRI for breast cancer screening, diagnosis, and biopsy procedures.
Career Opportunities : Breast radiologists play key roles in cancer screening programmes and multidisciplinary breast care teams.

5. Cardiothoracic Radiology

Scope : Imaging of the heart and lungs, including coronary CT angiography and lung disease assessment.
Career Opportunities : Opportunities in cardiology centres, lung cancer units, and pulmonary medicine collaborations.

6. Paediatric Radiology

Scope : Specialises in imaging of infants and children, requiring expertise in congenital anomalies, paediatric trauma, and neonatal imaging.
Career Opportunities : Roles in children’s hospitals, tertiary paediatric centres, and academic research.

7. Nuclear Medicine and Molecular Imaging

Scope : Involves PET/CT, SPECT, and radionuclide therapies for oncology, neurology, and metabolic disorders.
Career Opportunities : Nuclear medicine specialists work in cancer centres, research institutions, and theragnostics clinics.

8. Abdominal and Gastrointestinal (GI) Radiology

Scope : Focuses on imaging of the gastrointestinal tract, liver, pancreas, and genitourinary system.
Career Opportunities : Consultant roles in hepatobiliary and gastrointestinal units in collaboration with gastroenterologists and oncologists.

9. Emergency and Trauma Radiology

Scope : Rapid imaging assessment in emergency settings, including polytrauma, stroke, and acute chest pain.
Career Opportunities : Consultant positions in major trauma centres and accident & emergency (A&E) departments.

Consultant Radiology Roles and Career Progression

After completing radiology training and any chosen fellowship, radiologists may apply for consultant or specialist positions within the public hospital systems, private healthcare organisations, or academic institutions. Career opportunities include:

Clinical Consultant Radiologist : Senior roles in hospitals and imaging centres.
Academic and Research Radiologist : Involvement in teaching and research in university-affiliated institutions.
Radiology Leadership and Management : Departmental leadership, radiology service development and healthcare policy formulation.
Private Practice and Teleradiology : Many radiologists explore independent practice, offering remote diagnostic services via teleradiology platforms.

Conclusion

Radiology offers a diverse and fulfilling career path in clinical patient care, critical for refining diagnostic accuracy and vital for reducing treatment risks with an increasing range of capabilities for minimally invasive procedures. At the forefront of technical innovation and with numerous opportunities for subspecialisation, the demand for radiologists continues to rise, making it an attractive specialty for doctors seeking a dynamic and intellectually stimulating career.

If you are considering a career in radiology, or are a qualified radiologist seeking a new challenge, take action now:

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A Comprehensive Guide to Radiology and Associated Subspecialities

Tue, 11 Feb 2025 23:15:57 GMT

Radiology is an indispensable part of patient care, critically intersecting with all areas of clinical medicine by enhancing diagnostic accuracy and providing the means for minimally invasive interventional procedures. Its growth from a marginal speciality to one of medicine's fastest growing is attributable to the technological innovation which has powered the development of new imaging modalities and subspecialist fields.

In this article, we have compiled a comprehensive guide to provide an in-depth overview of radiology subspecialties.

The Scope of Radiology Subspecialties

Initially limited to the interpretation of plain Xray patient examinations, radiology has swiftly developed in recent years to become one of medicine's fastest growing and exciting fields. This explosive transformation was brought about by new technologies adapted to enhance medical imaging capabilities, leading to improved diagnostic capacity and the potential for interventional procedures as an adjunct to or replacement for open surgical operations.

The five major modalities of radiology, namely, X Ray, Computerised Tomography (CT), Magnetic Resonance Imaging (MRI), ultrasound and Positron emission tomography (PET) have driven the growth of the speciality and its diversification into a growing range of subspecialist fields.

Diagnostic Radiology

Diagnostic Radiology remains the principal scope of practice for most radiologists worldwide who practise in this field exclusively or in combination with a subspecialist interest. Working in a variety of clinical facilities, from rural to metropolitan hospitals, the typical practice is varied and requires a broad range of experience.

Tele-radiology whereby radiological images, such as CT scans and X-Rays, are transmitted and displayed in a location independent of the location where the patient is imaged, is gaining popularity to allow radiologists to provide expert reports quickly. Images may be sent across organisational and even national borders. This provides an alternative practice model to hospital based radiology and new career opportunities.

Interventional Radiology

Interventional radiology(IR) is the only officially recognised sub-specialty of clinical radiology for the purposes of most professional regulatory authorities, although there is a breadth of other subspecialist areas to be studied.

Interventional radiologists use image-guided procedures to diagnose and treat diseases. IR procedures are minimally invasive, often requiring smaller incisions than traditional surgery. Interventional Radiology can be divided into 4 main subgroups:

1. Vascular Intervention (Arterial) – procedures involving the arteries throughout the body such as angioplasty (balloon dilatation of narrowed blood vessels) or embolisation (blocking off blood vessels to tumours or when someone is bleeding internally).

2. Vascular Intervention (Venous) – procedures involving the veins such as inserting lines into veins, inserting filters to prevent clot travelling around the body (IVC filters) or using devices to suck clot out of blocked veins (thrombectomy).

3. Non-vascular Intervention – procedures not involving the blood vessels such as unblocking kidneys (nephrostomy) or the liver (PTC), injecting cement into collapsed bones (vertebroplasty) or inserting feeding tubes into the stomach (RIG).

4. Interventional Oncology – procedures performed for the diagnosis or treatment of cancer such as tumour ablation (killing tumour cells by inserting a needle into a tumour and heating it up) or injecting chemotherapy coated beads into tumours to kill them (TACE).

Benefits of IR include:

Reduced physical trauma,
Reduced pain
Shorter recovery time
Less time spent in hospital
Avoidance of general anesthetics.

IR uses include:

Treating uterine fibroids
Opening blocked arteries
Stroke thrombectomy
Hemorrhage control
Venous access for chemotherapy
Interventional oncology surgery for solid tumors

IR has its own subspecialist areas including interventional neuroradiology and interventional oncology.

Interventional Radiologists must develop skills in:

Image interpretation
Patient consultation
Peri-procedural management
Procedural performance

Other Specialist Areas

Neuroradiology

Neuroradiologists, steeped in the study of the brain, spine, head, and neck, use imaging technology to diagnose related conditions. Critical skills include:

Detailed knowledge of neuroanatomy
Proficiency in neuroimaging technique interpretation
Understanding associated clinical conditions

Paediatric radiology

Paediatric radiology uses imaging to diagnose and treat conditions in children. X-rays, Ultrasound, Computed tomography (CT) scans, Magnetic resonance imaging (MRI) scans, and Nuclear medicine are all used.

Critical Skills include:

Selection of the best imaging techniques to diagnose medical and surgical problems in children whose developing bodies are more susceptible to the adverse effects of radiation than adults of equivalent size
Knowledge of paediatric medicine
Proficiency in interpretation of radiological examinations in small children

Musculoskeletal (MSK) Radiology

Musculoskeletal (MSK) radiology focuses on diagnosing and treating injuries and diseases of the bones, joints, muscles, and spine. MSK radiologists use X-rays, CT scans, fluoroscopy and ultrasound to perform procedures and interpret images.

What MSK radiologists do:

Order and interpret medical images of bones, joints, and soft tissues
Perform image-guided procedures
Diagnose and treat diseases and injuries of the musculoskeletal system
Provide imaging guidance during certain procedures

Vascular Radiology

A branch of interventional radiology, vascular radiology, uses imaging to diagnose and treat conditions of the blood vessels and lymphatic system.

How it works

Uses imaging guidance, such as X-ray, ultrasound, CT scan, or MRI
Performs minimally invasive procedures, such as stenting, angioplasty, or embolisation
Uses thin tubes (catheters) and small tools to access blood vessels

Common procedures

Angiography : An X-ray of the arteries and veins to look for blockages
Angioplasty : A balloon-tipped catheter is used to open blockages in blood vessels
Embolisation : A substance is used to stop blood flow through a blood vessel
Biopsies : A small needle is used to take tissue samples
Stent placement : A tiny mesh coil is placed in a blood vessel to open a blockage

Head and neck Radiology

Sometimes considered part of Neuroradiology, Head and Neck radiology is an increasingly independent discipline which focuses on the scanning and diagnosis of problems in the head and neck, whether muscular, skeletal, or otherwise. A number of conditions may require head and neck imaging, particularly those related to the Ear, Nose and Throat [ENT].

Gastrointestinal Radiology

Gastrointestinal (GI) radiology uses imaging to diagnose and treat conditions affecting the digestive tract. This includes the stomach, intestines, liver, pancreas, and biliary tree. It uses a variety of imaging techniques, including X-rays, CT scans, ultrasounds, and fluoroscopy. Barium-based contrast materials are often used to help make the GI tract more visible.

Clinical Uses:

GI radiology can help diagnose conditions such as:

Acid reflux
Blood in the stool
Tumors
Ulcers
Hernias
Polyps
Strictures
Diverticula
Inflammation
Swallowing difficulties

Other GI imaging tests

An abdominal X-ray can help diagnose causes of abdominal pain, such as masses, blockages, or kidney stones
A fluoroscopy can take video images of the organs in action

Genitourinary Radiology

Genitourinary (GU) radiology uses imaging to diagnose and treat conditions of the urinary and reproductive systems.

Imaging methods

X-ray : Uses contrast agents to highlight the urinary system
Computed tomography (CT) : Often the preferred imaging method for emergent conditions
Ultrasound : Used less frequently than CT for emergent conditions
Magnetic resonance imaging (MRI) : Used to characterize soft tissues

Oncology Radiology

Oncology radiology uses radiation and imaging to diagnose and treat cancer. It involves radiation oncologists, who are physicians who use radiation to treat cancer, and radiologists, who use imaging to diagnose cancer.

How it works

Imaging - Radiologists use medical imaging, CT scans, MRIs, and X-rays to diagnose cancer.
Radiation therapy - Radiation oncologists use radiation to treat cancer by damaging the DNA of cancer cells, preventing them from growing and dividing.
Treatment - Radiation oncologists use the images taken by radiologists to determine the type and amount of radiation to use. They may use radiation alone or in combination with surgery or chemotherapy.

Cardiac Radiology

Cardiac radiology uses imaging to diagnose and treat heart conditions. Cardiac radiologists use a variety of imaging techniques, including X-rays, CT scans, MRIs, and ultrasounds to screen for heart disease, determine the cause of symptoms, monitor the heart, assess the effectiveness of treatments and diagnose structural and functional cardiac conditions.

Cardiac imaging techniques:

Chest X-ray : A standard imaging technique
Cardiac MRI : Uses magnetic fields and radio waves to create high-resolution images
CT scan : A detailed X-ray of the heart and blood vessels
Echocardiogram : An ultrasound that provides images of the heart
Nuclear cardiac stress testing : A type of cardiac imaging test

The European Board of Cardiovascular Radiology (EBCR) offers a diploma which helps standardise training and expertise in cardiovascular radiology.

Chest Radiology

Chest radiology uses X-rays to examine the chest and nearby structures. Chest X-rays are the most common radiology exam used to

assess the condition of lungs and diagnose infection, cancer, or pneumothorax
assess the size and shape of the heart
diagnose blood vessel disorders, such as aneurysms
diagnose calcium deposits in the heart or blood vessels
assess fractures in the ribs or spine
detect the presence of a pacemaker, defibrillator, or catheter

Breast Radiology

Breast radiology uses imaging techniques to examine the breasts for screening or diagnostic purposes.

Breast imaging techniques:

Mammography : A breast X-ray which uses low-energy X-rays to image the breast
Breast ultrasound : Uses sound waves to create an image of the breast
Breast magnetic resonance imaging (MRI) : Uses magnetic fields to create an image of the breast

Breast radiology uses

Screening : Mammography can be used to detect breast cancer before symptoms appear
Diagnosis : Mammography, ultrasound, and MRI can be used to help diagnose breast cancer

Radionuclide radiology

Radionuclide radiology (RNR) comprises those diagnostic imaging techniques which use radio labelled tracers for diagnosis. This includes molecular imaging which provides images of metabolic and physiological processes at the molecular and cellular level. RNR requires an understanding of the physiology and metabolism of radioactive tracers within the body in conjunction with knowledge of normal and pathological anatomy to diagnose the causes of disease and monitor disease progression.

Building Connections with Radiology Subspecialties

A knowledge of radiology specialist fields is important for Resident Medical Officers (RMO) taking their first steps into a career in radiology and applying for training positions. For some potential radiologists, areas of previous clinical practice may be influential in determining specialist interests. For example residents with orthopaedic surgery experience may favour musculoskeletal radiology whilst those with general medical experience may develop interests in chest or cardiac radiology.

With this guide, we hope to empower you in your selection of career interests. If you have more questions or need further assistance, do not hesitate to contact us .

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A Career in Sports Medicine in Qatar: Opportunities, Licensing, Salaries, and Benefits

Thu, 30 Jan 2025 15:02:59 GMT

Embarking on a career as a sports medicine physician in Qatar presents an unique opportunity to work in a country which has recently emerged in the international sporting sector to host some of the world's major events. Qatar is a passionate sporting nation, with activities ranging from one of the oldest sports known to man (falconry) to international spectacles like the FIFA World Cup, Asian Games and Formula One.

The enthusiasm for sports and rapidly advancing healthcare system creates interesting opportunities for sports medicine physicians. This article provides an overview of the licensing requirements, career prospects, remuneration, benefits, and employment conditions pertinent to this profession in Qatar.

The people of Qatar have a huge love of sports, from kite surfers in the bay and children playing volleyball on the beach to thousands of fans cheering for their favourites at one of the world-class stadiums. Football, racing, golf, volleyball, tennis and athletics are celebrated at this leading destination for global sports tournaments.

Football is defined as Qatar’s national sport and is the most popular sport, enjoyed by locals and expatriates alike. However traditional sports pre-date it and the heritage sports of falconry and camel racing date back centuries and are still enjoyed by the Qatari population.

Qatar National Sports Day is the second Tuesday in February each year, a day to promote a healthy and active lifestyle.

Qatari Sports

Football: the nation's favourite sport with no less than 8 stadiums and games with the Qatar Stars League
Volleyball: a hugely popular sport with men's and women's teams competing internationally
Athletics: Athletics is Team Qatar’s most successful Olympic sport with two bronze medals and one silver. Mohammed Suleiman won Qatar’s first-ever Olympic medal at the Barcelona ’92 Olympics with a bronze in the 1500m. Mutaz Barshim became Qatar’s most successful-ever Olympian when he won silver in the high jump at Rio 2016 to add to the bronze that he won at London 2012. Qatar hosted the IAAF World Athletics Championships Doha 2019 for the first time in the Middle East.
Tennis and Squash: Khalifa International Tennis Complex hosts major tournaments including WTA and ATP
Watersports: Kitesurfing, wakeboarding, para sailing and diving in Qatar's watersports haven
Golf: an up and coming destination for golf
Motor Racing: exhilarating racing at Qatar's world-class motor racing circuit which hosts Formula 1®, MotoGP, and World Endurance Championship races.

Licensing Requirements

To practise as a sports medicine physician in Qatar, obtaining licensure from the Qatar Council for Healthcare Practitioners (QCHP) is mandatory. The process involves several key steps:

Credential Verification : Submit your medical qualifications and professional experience for primary source validation via DataFlow ..
Examination : Depending on your specialty, you may be required to pass assessments such as the Prometric exam, which evaluates medical knowledge pertinent to practice in Qatar.
Licensure Application : Complete the application through the QCHP's online portal, providing all necessary documentation, including proof of experience and training.

It is advisable to consult the QCHP's official resources for the most current and detailed information regarding the licensing process.

Career Opportunities

Qatar's healthcare sector is experiencing significant growth, driven by substantial government investment and a commitment to enhancing medical services. This expansion has led to an increased demand for healthcare professionals, including sports medicine physicians who are sought after by both athletic and sports organisations as well as medical facilties.

Salaries and Benefits

Physicians in Qatar benefit from competitive, tax-free salaries. According to available data, a sports medicine physician can earn between 35,000 QAR and 65,000 QAR monthly, depending on experience and qualifications.

In addition to attractive salaries, benefits often include:

Housing Allowance : Financial support for accommodation.
Transportation Allowance : Assistance with commuting expenses.
Health Insurance : Comprehensive medical coverage for physicians and their families.
Education Allowance : Support for children's education.
Annual Leave : Entitlement to paid vacation,

Employment Terms

Employment contracts in Qatar typically outline the following terms:

Contract Duration : Often ranging from one to three years, with possibilities for renewal.
Working Hours : Standard working hours are generally 40-48 hours per week, depending on the institution. There may be additional on call commitments.
Professional Development : Most employers encourage continuous medical education (CME) and may provide support for attending conferences, workshops, and additional training.

Conclusion

Pursuing a career as a sports medicine physician in Qatar offers a rewarding opportunity to contribute to a progressive healthcare system which is an integral component of the country's rapidly growing status in the global athletics and sports sector. The challenge of working with emergent athletes and footballers whilst assisting their progress is supplemented with a competitive tax free compensation package and comprehensive benefits which provide a comfortable lifestyle.

Take the first steps towards finding a sports medicine physician job in Qatar by searching our advertised jobs or registering your CV . Find out more information about other careers in sports medicine or contact us to discuss further.

The Search for a Family Physician Job in Bermuda

Fri, 17 Jan 2025 14:36:16 GMT

Background: A Canadian family physician with over three years of experience in primary care post residency, was seeking a career opportunity which aligned with her professional goals and personal aspirations. She was motivated by the desire to work in a warmer, vibrant Caribbean location while remaining within a short flight to her family and friends in Toronto. She also aimed to join a practice emphasising holistic, comprehensive and patient-centered care.

The Job Search Challenge

While the physician's qualifications and experience were exceptional, identifying a position which balanced her professional ambitions and personal preferences posed a unique challenge. She needed a role offering stability, alignment with her holistic medical philosophy, and the right geographical location. Moreover, the transition to an international healthcare system required ensuring proper licensure, immigration rights to work and alignment with local medical regulations.

The Recruitment Process

Odyssey Recruitment, a renowned recruitment agency specialising in international healthcare placements, worked closely with the physician to facilitate her job search. The process included the following steps:

Initial Consultation and Assessment: Our recruiter conducted an in-depth consultation to understand the physician's career goals, preferences, and unique strengths. Her desire for a warm climate, proximity to Canada, and a holistic care environment became central to the search strategy.
Customised Job Search: The team at Odyssey utilized its extensive network of international healthcare employers to identify opportunities which matched the physician's criteria. A potential role with a private medical clinic in Bermuda emerged as an ideal match.
Position Analysis: The private clinic in Bermuda offered full-time employment focusing on holistic primary care and was staffed by physicians and allied healthcare professionals dedicated to the optimisation of each patient's health. The clinic’s emphasis on comprehensive patient care, work-life balance, and a collaborative environment aligned perfectly with the physician's professional ethos.
Facilitating the Application: Odyssey Recruitment assisted the physician in drafting a CV and cover letter aligned to the position, emphasising her qualifications, experience in holistic care, and adaptability to an international practice. The agency also provided insights into Bermuda’s healthcare system, the professional regulatory process and the cultural nuances of working in the region.
Licensure and Logistics Support: The recruitment team guided the physician through the licensure process for Bermuda’s medical board, ensuring all documentation and requirements were completed efficiently. They also offered relocation advice, including housing options and local amenities.
Interview Preparation: To ensure the physician was well-prepared, Odyssey provided coaching sessions focused on interview techniques, emphasising the clinic’s values and expectations. This preparation helped her present herself confidently and align her vision with the clinic’s mission.

Outcome

The physician successfully secured the position with the private medical clinic in Bermuda. The role offered her the opportunity to provide holistic primary care in a supportive environment and develop close working relationships with dieticians, physiotherapists and other allied healthcare professionals as well as enjoy a warm climate, and maintain close ties to Canada with Bermuda’s short flight connections to Toronto. The clinic’s welcoming team and patient-centric approach allowed her to transition seamlessly into her new role, rapidly adapting to the work patterns of the busy medical practice.

Reflection

The physician expressed immense satisfaction with her new position, describing it as an ideal blend of professional fulfillment and personal well-being. Odyssey Recruitment’s personalised and comprehensive approach was instrumental in her successful placement, highlighting the value of tailored job search strategies in achieving desirable opportunities.

Key Takeaways

Thorough understanding of a candidate’s goals and preferences is essential for a successful job search.
Leveraging a strong network and industry expertise can uncover unique opportunities aligning with specific criteria. Many of these opportunities are not readily identified by standard job searches.
Providing end-to-end support, from application to relocation, ensures a smooth transition for international job seekers.

This physician's success story underscores the importance of a collaborative and personalised approach to international job searches, showcasing how Odyssey Recruitment enables professionals to achieve their career and personal aspirations.

Further Insights

Check out these resources for further information to enhance your search for jobs in the global medical sector.

Job Search : start your job search by browsing advertised jobs and apply by uploading your CV

Resources: search for tips for optimising your job search

Locations: read about all the locations where there are potential medical career opportunities

Contact : contact us to discuss your job search

Your Next Career Move: Why Anaesthetists Should Consider Working in New Zealand

Thu, 19 Dec 2024 17:27:41 GMT

For anaesthetists ready to take the next step in their careers, New Zealand is a destination which is capturing global attention. This island nation may be small, but it is big on professional opportunities, quality of life, and a uniquely supportive healthcare environment.

From state-of-the-art surgical suites in major urban centres to the challenge and independence of rural hospital practice, New Zealand offers a wide range of settings in which anaesthetists can thrive.

In this article, we will explore what makes New Zealand an appealing choice for anaesthetists, the pathways to securing a role, and how international candidates can navigate the licensing process. If you are considering a move, here’s why it might be time to say “Kia ora” to a new career in the Land of the Long White Cloud.

The Professional Appeal of New Zealand

1. A Robust and Innovative Healthcare System:
New Zealand’s publicly funded healthcare system is focused on delivering high-quality, patient-centred care. Anaesthetists work within teams which value collaboration and evidence-based practice, ensuring that patient safety and clinical excellence remain top priorities. For those interested in clinical research, continuous quality improvement, or teaching, there are abundant opportunities to contribute meaningfully to the growth of the specialty.

2. Diverse Clinical Settings:
From large tertiary hospitals in Auckland, Wellington, Hamilton, Christchurch, and Dunedin to smaller regional facilities serving rural communities, you can find a setting that suits your professional preferences. Tertiary centres offer exposure to cutting-edge technologies, complex cases, and fellowship opportunities. Meanwhile, rural and regional hospitals grant a broader scope of practice, greater autonomy, and the rewarding experience of providing vital services to underserved populations.

3. Growth in Subspecialty Areas:
New Zealand’s healthcare landscape encourages anaesthetists to pursue subspecialties such as cardiac, neuro, paediatric anaesthesia, or pain management. With a culture that values continuous professional development, you will have the chance to refine your skills, attend workshops and conferences, and keep pace with international best practices.

The Lifestyle Advantage

1. Work-Life Balance:
New Zealand is frequently praised for its healthy work-life balance. While you will be engaged in a fulfilling medical career, you will also have abundant time to explore the outdoors, enjoy family life, and participate in community activities. This balance is a key reason many overseas-trained doctors find themselves extending their initial contracts or settling permanently.

2. Stunning Natural Beauty:
From the snow-capped Southern Alps to pristine beaches, geothermal wonders, and lush rainforests, the country’s diverse landscapes make it an outdoor enthusiast’s paradise. Surf before a shift, hike on weekends, or just unwind in a peaceful environment—New Zealand’s natural beauty is never far away.

3. Welcoming Culture and Community:
New Zealand’s friendly communities, cultural diversity, and respect for Indigenous Māori traditions create a vibrant social fabric. Many healthcare workplaces actively promote cultural competency, ensuring anaesthetists contribute to care that respects every patient’s background and values.

Practical Considerations

1. Registration and Licensing:
International anaesthetists must be registered with the Medical Council of New Zealand (MCNZ) . Requirements typically include a primary medical degree from a recognised institution, postgraduate training in anaesthesia, board certifications (such as FANZCA or equivalent), and a satisfactory English language proficiency test. Your background, qualifications, and experience will determine the specific registration pathway you will follow.

2. Relocation and Integration Support:
Moving to a new country can be daunting, but many hospitals in New Zealand provide relocation assistance. This support can include help with visa applications, advice on housing, and guidance on enrolling children in schools. With experienced teams on hand to smooth the transition, you can focus on your career and quality of life from day one.

3. Competitive Remuneration and Benefits:
Anaesthetists in New Zealand enjoy competitive pay structures, often complemented by pension contributions, generous leave entitlements, and professional development allowances. While financial packages vary by experience level, job and location, the overall compensation ensures that you can maintain a comfortable standard of living.

Finding the Right Opportunity

Before you leap into a new role, consider what you want from your international experience. Are you drawn to a major academic hospital where you can teach and participate in clinical research? Or does the idea of serving a smaller, close-knit community—where you will quickly become an integral part of the team resonate more with you?

Whichever path you choose, working with a reputable recruitment agency can streamline the process. Experienced recruiters can match your clinical skills, career aspirations, and personal interests to roles which suit you best, ensuring a seamless introduction to New Zealand’s healthcare environment.

Embrace the Adventure

For anaesthetists who crave professional fulfilment, personal growth, and a lifestyle that nurtures both, New Zealand is hard to beat. With its commitment to clinical excellence, collaborative culture, and unparalleled natural beauty, it offers the perfect setting to broaden your horizons—both professionally and personally.

If you are ready to step into a world of new possibilities, start exploring anaesthetist roles in New Zealand today. This could be the career move which not only advances your skills but also enriches your entire life.

Expand your horizons and find a rewarding anaesthesia position anywhere in New Zealand.

Register Your CV to start connecting with top employers.
Search Jobs and discover current international anaesthesia vacancies.
Contact Our Recruiters for personalised support and guidance.

Specialties in Demand: Top Roles Needed in New Zealand’s Healthcare Landscape

Tue, 17 Dec 2024 16:03:45 GMT

New Zealand’s healthcare system is known worldwide for its patient-centered approach, well-structured public services, and opportunities for professional growth. As the country’s population changes and the healthcare landscape evolves, certain specialties have emerged as particularly in demand. For international doctors and dentists considering a move to New Zealand, these shortages represent not only job security but also a chance to make a meaningful impact where your expertise is genuinely needed.

In this blog post, we shall explore the most sought after medical specialities, highlight the shortage areas where international candidates can help fill critical gaps, and take a look at future trends anticipated in the coming years.

Key Specialties in Demand

1. General Practitioners (GPs)
General practice is the cornerstone of New Zealand’s healthcare system and the first point of contact with medical services for most patients. GPs provide a wide range of primary care services, manage chronic conditions and ensure comprehensive continuity of care. This role is vital both in cities and rural communities, where GPs often serve as the lifeline of local healthcare.

2. Rural Dentists
Dental care is essential for overall health and quality of life, yet many rural and remote areas of New Zealand struggle to maintain a stable dental workforce. Dentists willing to work in these regions can find fulfilling roles where their skills are highly appreciated, and community engagement is integral to daily practice.

3. Psychiatrists and Mental Health Specialists
Demand for mental health professionals has risen significantly as New Zealand works to address the growing need for accessible mental health services and the proliferation of psychiatry subspecialities Psychiatrists, clinical psychologists, and other mental health specialists who join the workforce here can play a pivotal role in improving well-being and reducing wait times for patients seeking treatment.

4. Emergency Medicine Physicians
As the country’s population diversifies and ages, the need for emergency care grows. Specialists in emergency medicine are critical in ensuring that both urban, regional and rural hospitals can handle acute cases swiftly and effectively.

5. Anaesthetists

A shortage of anaesthetists has created surgical backlogs in New Zealand and demand is strong for this speciality all over the country, especially in regional and rural hospitals.

6. Obstetricians and Gynaecologists

Frequent vacancies arise for general obstetricians and gynaecologists in regional and rural hospitals.

7. General Medicine Physicians - Internists

One of New Zealand's largest medical specialties, acute general medicine is in high demand across North and South Islands with many opportunities to chose from including jobs which combine the practice of general medicine with a subspeciality interest such as nephrology, respiratory medicine or geriatric medicine.

8. Public Health and Preventive Medicine Specialists
With a focus on preventive care, New Zealand values professionals who can design and implement community health initiatives, manage disease prevention programs, and advocate for public health policies that support long-term societal well-being.

Filling Critical Gaps: How International Candidates Can Help

Rural and Remote Communities:
Many of the shortages exist outside the major urban centers of Auckland, Hamilton, Wellington, Christchurch and Dunedin. Doctors and dentists who are flexible in terms of location can find rewarding work in rural and regional settings. These positions often come with unique incentives, including relocation packages, housing allowances, and professional development support. By choosing to practice in a rural area, you can enjoy a close-knit community environment, reduced patient loads compared to major cities, and opportunities to hone a broader range of clinical skills.

Cultural Competency and Diversity:
New Zealand’s population is becoming more culturally diverse, and the healthcare system strives to deliver culturally safe care, particularly for Māori and Pacific communities. International candidates from various backgrounds can bring fresh perspectives, language skills, and cultural competencies that enhance patient care and support equity in healthcare delivery.

Bringing Fresh Expertise and Innovations:
Overseas-trained specialists often arrive with exposure to different healthcare models, technologies, and treatment protocols. This international experience can spark innovation and contribute to quality improvement initiatives in New Zealand healthcare settings.

Future Trends and Workforce Needs

Aging Population:
As New Zealand’s population ages, geriatricians, chronic disease management specialists, and allied health professionals will likely become even more critical. GPs, too, will continue to be in high demand as they manage multiple comorbidities and provide holistic long-term care to older patients.

Increased Focus on Mental Health:
Mental health remains a key area of focus, and the need for psychiatrists, psychologists, and other mental health workers is expected to grow. Increased government funding and community-based programs will likely create more opportunities in both inpatient and outpatient settings.

Technological Advancements:
Embracing telemedicine and digital health tools will shape how doctors and dentists interact with patients. Specialists who are tech-savvy or have experience in telehealth may find themselves better positioned to thrive in an evolving landscape.

Broadening Scope of Practice:
As teams become more multidisciplinary, specialists who are open to collaborative models of care, continuous education, and leadership roles will be highly valued. Flexibility and adaptability will remain essential traits for meeting the diverse healthcare needs of New Zealand’s population.

Conclusion: Seizing the Opportunity

For doctors and dentists looking to build or advance their careers, New Zealand offers a unique combination of professional challenges, lifestyle benefits, and the opportunity to make a meaningful difference. By focusing on high demand specialties with a local candidate shortage and remaining open to opportunities in rural and remote areas, international candidates can find not only a secure career path but also a place where their contributions are deeply appreciated.

How We Can Help:
At Odyssey Recruitment, we specialise in guiding international medical graduates through every step of finding suitable jobs in New Zealand, obtaining a medical licence and relocation. From understanding the licensing requirements to securing interviews and arranging relocation support, our experienced team is here to ensure your transition is smooth and successful.

Interested in exploring current opportunities or discussing how your specialty fits into New Zealand’s future healthcare landscape? Contact us today and let us help you find your perfect role in this thriving medical environment.

Australia’s New Fast-Track Pathway for Specialist GP Registration: What You Need to Know

Thu, 12 Dec 2024 15:33:46 GMT

A significant update to the registration process for internationally qualified medical specialists, including General Practitioners (GPs), is on its way to Australia’s healthcare landscape. Starting from 21 October 2024, eligible international medical graduates (IMGs) who meet certain criteria can apply for specialist registration through a new, fast-tracked process, without having to undergo a separate specialist college assessment.

For doctors considering a move to Australia , this streamlined pathway could accelerate the journey from application to patient care, allowing you to embark on your new career sooner than ever before.

What’s Changing?

The Expedited Specialist Pathway is designed to address Australia ’ s ongoing demand for skilled specialists, while maintaining the country’s high clinical standards. Under this new pathway, doctors with pre-approved specialist qualifications from comparable health systems can apply directly to the Medical Board of Australia/Australian Health Practitioner Regulation Agency (AHPRA) for specialist registration.

Key Points:

Launch Date: 21 October 2024
Aim: Reduce regulatory barriers, increase the number of qualified SIMGs (Specialist International Medical Graduates) practising in Australia, and maintain high standards of patient safety.
Gateway: A list of pre-approved international qualifications that the Medical Board of Australia deems substantially comparable to Australian specialist qualifications.

Who is Eligible?

Initially, the expedited pathway targets specialist GPs holding certain qualifications from Ireland, New Zealand, and the United Kingdom. From 21 October 2024, these are the accepted qualifications:

Ireland: Membership of the Irish College of General Practitioners (MICGP) from 2009 plus a Certificate of Satisfactory Completion of Specialist Training (CSCST).
New Zealand: Fellowship of the Royal New Zealand College of General Practitioners (FRNZCGP) from 2012.
United Kingdom: Membership of the Royal College of General Practitioners (MRCGP) from 2007 plus a Certificate of Completion of Training (CCT).

The pathway will expand to include specific qualifications in anaesthetics, obstetrics and gynaecology, and psychiatry by December 2024, following a thorough qualifications assessment process. Additional specialties will be added based on workforce priorities.

How Are Qualifications Approved?

A rigorous three-step process ensures that only qualifications meeting Australia’s exacting standards are included:

Nomination by Colleges: Australian specialist colleges propose international qualifications they have historically found substantially comparable to their own.
Assessment by AMC: The Australian Medical Council (AMC) evaluates each nominated qualification against a standardized assessment framework, in consultation with the relevant specialist colleges.
Medical Board Approval: The Medical Board of Australia reviews the AMC’s recommendations, and if the qualification aligns with recognized Australian standards, it’s added to the Expedited Specialist pathway’s accepted list.

All the currently accepted GP qualifications have been vetted through this process, ensuring they are “substantially equivalent” or based on similar competencies to Australian-approved qualifications.

Ensuring Safety and Quality

To maintain patient safety and uphold professional standards, doctors entering via the Expedited Specialist pathway must:

Meet all standard registration requirements, including English language proficiency, criminal history checks, and recency of practice standards.
Undergo six months of supervision by an Australian-registered specialist.
Complete orientation to Australia’s healthcare system and mandatory cultural safety education.
Have their registration individually approved by a dedicated Medical Board committee comprising both medical professionals and community representatives.

This ensures that while the path is faster, it is not less rigorous. Patient safety and the quality of care remain paramount.

Context and Background

The expedited pathway is part of a series of reforms requested by Australia’s health ministers. Developed by the Medical Board of Australia and AHPRA following the Kruk Review’s recommendations, it aims to streamline regulatory processes without compromising care standards.

The existing Specialist pathway remains available for SIMGs who do not qualify for the expedited route. In addition, transition arrangements are in place for eligible SIMGs currently on the Specialist pathway to move seamlessly to the expedited one.

What Does This Mean for You?

If you are a GP holding one of the accepted qualifications:
You can now plan your move to Australia with greater confidence and fewer regulatory hurdles. The streamlined process reduces wait times, allowing you to begin practising and serving Australian patients sooner.

If you’re considering other specialties:
Keep an eye on the official Medical Board announcements. More qualifications will be added, opening doors for specialists in anaesthetics, obstetrics and gynaecology, psychiatry, and beyond.

If you’re currently on the Specialist pathway:
Transition options are available if your qualifications are on the accepted list, potentially speeding up your registration.

How Odyssey Recruitment Can Help

At Odyssey Recruitment, we specialise in guiding doctors and dentists through international career transitions. The new fast-track pathway to specialist registration offers a fantastic opportunity for qualified GPs looking to make Australia their next career destination.

Our Services Include:

Personalized guidance on eligibility and application steps.
Assistance with documentation and meeting licensing requirements.
Connecting you with prime job opportunities in hospitals, clinics, and healthcare facilities across Australia.

Ready to Start Your Australian Journey?

The introduction of the Expedited Specialist pathway marks a positive shift in Australia’s medical registration system. By reducing bureaucracy and recognizing global expertise, it paves the way for more skilled doctors to deliver high-quality care Down Under.

Contact Odyssey Recruitment today to learn more about your eligibility for this new pathway and to explore how we can help you secure your ideal job in Australia or search for advertised jobs .

Working as a Doctor in Kuwait: Opportunities, Lifestyle, and Rewards

Sat, 07 Dec 2024 13:10:05 GMT

Kuwait, nestled in the heart of the Arabian Gulf, is a growing hub for healthcare excellence and innovation. With its modern medical facilities, competitive financial packages, and vibrant lifestyle, the country has become an attractive destination for doctors seeking career advancement and a new life experience.

In this article, we explore what it’s like to work as a doctor in Kuwait, covering the healthcare system, financial rewards, lifestyle, and more.

Why Work as a Doctor in Kuwait?

Kuwait is not the usual first choice of country for doctors seeking jobs in the tax free nations of the Arabian Gulf in Western Asia. Often overshadowed by its larger neighbours, Saudi Arabia and the United Arab Emirates (UAE), Kuwait is perceived as smaller and more insular, with fewer interesting career opportunities and a more restricted lifestyle, lacking the glitz and glamour of the other Gulf States.

Cradled between Saudi Arabia and Iraq in one of the most ancient and contested corners of the world, Kuwait was historically part of ancient Mesopotamia and a strategic trade port between Mesopotamia, Persia and India. The modern State of Kuwait is an emirate in which the Emir is the head of state and the Al Sabah ruling family dominates the country's political system.

One of the world's wealthiest countries, it is the major centre of the arts and culture in the Gulf region, a fact often overlooked. Kuwait has recently invested heavily in its healthcare infrastructure and now boats some world class hospitals offering innovative medical services and lucrative opportunities.

1. World-Class Healthcare System

Kuwait has developed its healthcare infrastructure, boasting state-of-the-art facilities, advanced medical technologies, and well-established public and private healthcare sectors. The Ministry of Health oversees the public healthcare system, which provides free or subsidised care to Kuwaiti citizens and residents whilst the private sector supplements this with a broad range of primary, secondary and selected tertiary care services.

A public insurance scheme exists to provide reduced cost healthcare to non-citizens.
Private healthcare providers also run medical facilities in the country, available to members of their insurance schemes.
As part of Kuwait Vision 2035, many new hospitals have opened.
In the years leading up to the COVID-19 pandemic, Kuwait invested in its health care system at a rate that was proportionally higher than most other GCC countries and as a result, the public hospital sector significantly increased its capacity.
Kuwait currently has 20 public hospitals.

As a doctor in Kuwait, you will have the opportunity to work in:

Public Hospitals : High-volume environments offering experience with diverse cases.
Private Clinics and Hospitals : Modern facilities with a focus on personalised care.
Specialist Centres : Advanced institutions catering to cardiology, oncology, orthopaedics, and more.

2. Attractive Financial Compensation

Kuwait offers competitive financial packages that are highly appealing to international medical professionals:

Tax-Free Income : Earnings are not subject to income tax, allowing you to take home more of your salary.
Generous Salaries : Doctors receive competitive pay, especially in specialist roles.
Fee-for-Service Options : Some contracts offer payment based on services provided, which can be highly rewarding.
Work Permits and Visas: employers sponsor work permits and residency visas for physician and family

Many employers also provide additional benefits such as:

Professional Licensing Support
Relocation Assistance and Accommodation or accommodation allowances
Healthcare insurance cover
Malpractice insurance cover

A Unique Lifestyle Experience

1. A Strong Economy

Kuwait has a wealthy petroleum-based economy and is one of the richest countries in the world. The Kuwaiti dinar is the highest-valued unit of currency in the world. According to the World Bank, Kuwait is the fifth richest country in the world by gross national income per capita, and one of five nations with a GNI per capita above $70,000. As a result of various diversification policies, petroleum now accounts for 43% of total GDP and 70% of export earnings. The biggest non-oil industry is steel manufacturing. In recent years, there has been a significant rise in entrepreneurship and small business start-ups in Kuwait which ranked fourth in the MENA region for start up funding after the UAE, Egypt and Saudi Arabia.

2. Culture - Theatre, Arts and Music

Kuwait is known as the “Hollywood of the Gulf” because of the international popularity of its soap operas and theatres. Kuwait is the major centre of culture and the arts in the Gulf Region with the oldest modern arts movement in the peninsula. Kuwait is the only country in the gulf with a theatrical tradition and Kuwaiti poetry film, radio, and television also flourishes in neighbouring countries.

Various popular musical genres in the region, such as sawt originated from Kuwait and music culture in other GCC countries has been heavily influenced by Kuwaiti music. Kuwait has over 30 art galleries, many art festivals and musical concerts. Its collection of fascinating museums include Bait Al-Othman, the Scientific Center, and the Museum of Modern Art.

3.Multicultural Environment

Kuwait is a melting pot of cultures, with expatriates making up a significant portion of the population. This creates a rich, diverse community where professionals from all over the world come together to live and work.

4. Modern Amenities

The country combines modernity with tradition, offering world-class shopping malls, dining options ranging from international cuisines to local delicacies, and cutting-edge entertainment facilities.

5. Natural Beauty and Attractions

Kuwait’s desert landscape and coastline offer unique experiences:

The Arabian Gulf : Relax by the pristine beaches or enjoy water sports.
Cultural Landmarks : Visit iconic sites such as the Kuwait Towers and Al Shaheed Park.
Traditional Souks : Explore the vibrant markets for a taste of authentic Kuwaiti culture.

6. Family-Friendly Living

Kuwait is a safe country with excellent education options for families, making it an ideal location for professionals relocating with children.

Work-Life Balance

Kuwait offers a balanced lifestyle for medical professionals, with manageable working hours in many roles and ample time to explore the country. The local culture values family and leisure, creating an environment that fosters both professional and personal growth.

How to Get Started

If you are interested in working as a doctor in Kuwait, here is what you need to know:

Licensing Requirements : Doctors must secure a professional license to practice, with support typically provided by employers or recruitment agencies.
Work Permits : Your employer will sponsor your work permit, ensuring compliance with local laws.
Relocation and Accommodation : Many employers offer relocation packages, including airfare and housing allowances.

Take the First Step with Odyssey Recruitment

Kuwait presents an incredible opportunity for doctors seeking a rewarding career in a dynamic healthcare environment. At Odyssey Recruitment we specialise in connecting international medical professionals with top-tier employers in Kuwait.

Explore Current Job Openings : Check out our job board for exciting opportunities.
Register Your CV : Submit your CV here and let us match you with the perfect role.
Contact Us : Speak with our recruitment experts to learn more about working in Kuwait.

Embark on a journey that combines professional fulfilment with cultural discovery. Your career in Kuwait awaits!

How to Apply for Medical Registration and a License to Practice Medicine in Malta: A Step-by-Step Guide for Doctors

Wed, 04 Dec 2024 16:45:56 GMT

Malta’s thriving healthcare sector, high standards of patient care, and Mediterranean lifestyle attract doctors from all over the world. If you are considering practising medicine in Malta, obtaining registration and a license from the Medical Council of Malta is a crucial step. The process involves meeting educational and professional requirements, demonstrating English proficiency, and providing essential documentation.

In this guide, we walk you through the application process, from understanding the requirements to submitting your credentials and securing your license.

Step 1: Understand the Registration Process

The Medical Council of Malta is medical regulatory authority which maintains a register of physicians practising in Malta and ensures that all doctors practising in the country meet the required standards of competence and ethics. To practice medicine in Malta, all doctors must be registered with the Council and obtain a license.

Types of Registration

Provisional Registration : For newly qualified medical graduates intending to undertake internship training.
Full Registration : For fully qualified doctors with completed internship training.
Specialist Registration : For doctors with recognized specialist qualifications.

Step 2: Check Eligibility and Credentials Required

To apply for medical registration, you must provide evidence of the following:

1. Recognised Medical Qualification

A degree in medicine and surgery from a recognised institution within the countries of the European Union (EU)or United Kingdom (UK).
A degree in medicine and surgery from a World Health Organisation recognised institution out with the UK and EU countries and pass the Medical Council of Malta's registration exam.

2. Proof of Internship or Equivalent Training

Evidence of completed internship training (typically one year) or equivalent clinical experience.

3. Specialist Qualifications (if applicable)

For specialist registration, you need to submit certificates of specialist training or postgraduate qualifications recognised in Malta.

4. Good Standing Certificate

A certificate of good standing from your current or most recent medical regulatory authority. This document should confirm that you have no pending disciplinary actions or restrictions on your practice.

Step 3: Demonstrate English Proficiency

English is an official language in Malta, and doctors are required to have a strong command of the language to communicate effectively with patients and colleagues.

Accepted Evidence of English Proficiency

IELTS Academic Test : Minimum score of 7.0 in each component (speaking, listening, reading, and writing).
TOEFL iBT : Minimum score of 100, with specific subscore requirements.
Medical Studies in English : If your medical degree was conducted in English, this may suffice as evidence (subject to Council approval).

It is essential to confirm the accepted forms of evidence with the Medical Council of Malta before applying.

Step 4: Gather Supporting Documents

The following documents are typically required for your application:

Application Form : Completed registration form (available on the Medical Council of Malta's website).
Passport : A copy of your valid passport.
Medical Degree Certificate : Original or certified copy.
Internship Certificate : Proof of completed clinical training.
Specialist Certification : For specialist registration, evidence of postgraduate qualifications.
Good Standing Certificate : Issued within the last three months.
English Proficiency Evidence : IELTS/TOEFL scores or alternative proof.
Employment Offer : A letter or contract from a prospective Maltese employer, if available.

Ensure all documents are translated into English (if not in English) and certified by a recognised authority.

Step 5: Submit Your Application

You can submit your application directly to the Medical Council of Malta. The application process typically involves:

Completing the online application form or downloading it from their website.
Attaching all required documentation.
Paying the application fee (details available on the Medical Council’s website).

Processing times may vary, but applications are usually reviewed within a few weeks.

Step 6: Await Approval and License Issuance

Once your application is reviewed and approved, you will:

Be added to the Medical Register.
Receive your license to practice medicine in Malta.

You can then legally begin practicing in your role, whether in a public hospital, private clinic, or other healthcare setting.

Additional Tips for Doctors Applying in Malta

Start Early : The application process can take time, especially if additional documentation or verification is required.
Work with a Recruitment Agency : A reputable medical recruitment agency can guide you through the registration process, ensuring your application is complete and accurate.
Understand Maltese Healthcare Standards : Familiarize yourself with the healthcare system in Malta to ease your transition.

Why Work as a Doctor in Malta?

Malta offers a unique opportunity to practise medicine in a country with a high-quality healthcare system, an English-speaking environment, and a rich cultural heritage. With competitive salaries, professional development opportunities, and a desirable work-life balance, Malta is an excellent choice for doctors seeking international experience.

How We Can Help

As an international medical recruitment company, we specialise in helping doctors navigate the complexities of relocating and practising abroad. From securing job opportunities to guiding you through the registration process, we are here to ensure a smooth transition.

Search for jobs | Register Your CV | Contact us today to learn more about medical jobs in Malta and take the first step toward an exciting career in this beautiful Mediterranean destination.

Understanding Employment Laws in Malta: A Guide for Doctors Seeking Medical Jobs

Wed, 04 Dec 2024 14:50:26 GMT

Malta is an attractive destination for doctors seeking international medical experience, offering a robust healthcare system, competitive remuneration, and a Mediterranean lifestyle. However, understanding the employment laws is crucial before embarking on your professional journey. One key aspect to be aware of is the requirement for employees to compensate employers if they do not fulfill their contract without a valid reason.

In this article, we shall explore the employment laws in Malta, particularly the implications of breaking a contract early, and offer tips to ensure you navigate your career in compliance with local regulations.

Employment Laws in Malta: An Overview

Malta's employment laws are governed by the Employment and Industrial Relations Act (EIRA) , which outlines the rights and obligations of both employees and employers. The laws are designed to protect both parties and foster a balanced working relationship. As a doctor or healthcare professional, your employment will likely be under a fixed-term or indefinite contract, depending on your role and employer. Fixed term contracts are usually of 18-24 months' duration.

Breaking a Contract: What You Need to Know

One of the critical aspects of Malta’s employment laws is the termination of employment contracts , especially by employees. If you decide to leave your job before completing the agreed term of your contract, specific rules apply.

1. Valid Reasons for Termination

Employees can terminate their contract without penalties if they have valid reasons, such as:

Health issues preventing you from fulfilling your duties.
Unsafe working conditions.
Employer breaches, such as unpaid wages or violation of employment terms.

In such cases, no compensation is required, provided you can substantiate your claims with appropriate evidence.

2. Termination Without Valid Reason

If you leave your job without a valid reason or prior notice, Maltese law permits employers to seek compensation for any loss incurred due to your premature departure. This clause is especially common in fixed-term contracts.

Compensation Amount : The amount is typically equivalent to the wages which would have been paid during the unserved notice period or remaining contract term.
Enforcement : Employers can deduct compensation from any outstanding payments or pursue legal action if necessary.

Notice Periods

Maltese law requires employees to serve a notice period when terminating their employment, even with valid reasons. The notice period depends on the length of employment:

Less than 6 months: 1 week.
6 months to 2 years: 2 weeks.
Over 2 years: 4 weeks or more (subject to contract terms).

Failing to serve the notice period could result in additional financial penalties.

Implications for Doctors in Malta

For doctors, especially those employed in private hospitals or clinics under fixed-term contracts, it is essential to carefully review the terms of the employment contract before signing it. Should the employment contract contain a clause which states that compensation must be paid to the employer in the event that you do not finish the contract, try to negotiate to have this term removed or should the employer refuse to remove it, ensure that you are willing and able to fulfil the contract term.

Employers often invest significantly in recruitment, onboarding, and training, and they rely on their team’s stability to maintain high standards of patient care. Breaking a contract prematurely can disrupt operations and lead to legal and financial repercussions.

How to Protect Yourself

1 Understand Your Contract

Carefully review all clauses in your employment contract, particularly those related to termination and compensation.
Seek clarification from your recruitment consultant, employer or legal advice if needed.

2 Communicate Early

If you anticipate difficulties in completing your contract, communicate with your employer early. Some employers may agree to a mutual termination without penalties.

3 Document Valid Reasons

If you have a valid reason to leave, ensure you have proper documentation, such as medical certificates or evidence of unsafe working conditions.

4 Partner with a Recruitment Agency

A trusted recruitment agency can help you navigate contract terms and ensure you are fully informed before accepting a role.

Balancing Opportunities and Obligations

Malta offers incredible opportunities for doctors, but understanding your rights and responsibilities under local employment laws is vital. Balancing career aspirations with contractual obligations ensures a positive professional experience and maintains your reputation in the industry.

How We Can Help

As an international medical recruitment company, we specialise in matching healthcare professionals with rewarding opportunities worldwide. Our team provides guidance on:

Understanding contract terms and legal requirements.
Preparation of applications for registration with the Medical Council of Malta
Preparing for life and work in Malta.
Managing any employment-related challenges during your tenure.

Contact us today to explore job opportunities in Malta and ensure you are well prepared for a successful medical career in this beautiful Mediterranean destination.

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Working as a Resident Medical Officer in Malta's Private Hospitals: A Gateway to Professional Growth

Tue, 03 Dec 2024 19:36:00 GMT

Malta, a picturesque Mediterranean archipelago, is more than just a tourist destination, it is a thriving hub for medical professionals seeking international experience. For doctors aspiring to work in private healthcare, the role of a Resident Medical Officer (RMO) in Malta’s private hospitals offers unparalleled opportunities for professional growth, cultural enrichment, and career development.

In this blog post, we shall explore the position of the RMO in Malta, the benefits of the role, and why this vibrant island nation is becoming a top choice for international physicians.

What is a Resident Medical Officer (RMO)?

An RMO is a pivotal role within private hospitals, providing comprehensive medical care to patients and supporting consultants in delivering specialist medical care. RMOs in Malta work across a wide range of disciplines, including internal medicine, surgery, ophthalmology, and emergency care, ensuring a dynamic and rewarding experience.

Why Choose Malta for an RMO Role?

1. High-Quality Healthcare System

Malta’s healthcare system consistently ranks among the best globally, blending advanced medical technology with patient-centric care. Private hospitals in Malta are known for their state-of-the-art facilities and adherence to international medical standards, offering RMOs an ideal environment to refine their skills. The island has a booming medical tourism sector and excels in medical education, collaborating with prestigious organisations in the UK and Ireland.

2. Competitive Remuneration

Private hospitals in Malta offer attractive salary packages with generous leave. Lower living costs then other major European cities and short commutes to work enhance the attractiveness of the package.

3. Diverse Clinical Experience

As an RMO, you will gain hands-on experience managing a variety of medical conditions. From pre-operative assessments to acute care management, the role is both challenging and fulfilling. Working alongside highly skilled consultants provides a unique opportunity for mentorship and professional development.

4. English-Speaking Environment

English is one of Malta’s official languages, making communication seamless for international physicians. The healthcare s ystem operates in English, minimising language barriers and facilitating a smoother transition into the role.

5. Work-Life Balance

Malta is renowned for its relaxed lifestyle, sunny weather, and breathtaking landscapes. With manageable working hours and generous leave policies, RMOs can enjoy a healthy work-life balance, exploring Malta’s beaches, historic sites, and vibrant cultural scene during their downtime.

Key Responsibilities of an RMO in Malta

Patient Care : Providing round-the-clock medical care, including diagnosing and managing acute medical conditions.
Collaboration with Specialists : Assisting consultants in procedures, surgeries, and patient management plans.
Emergency Response : Acting swiftly in emergency situations, stabilizing patients, and coordinating further care.
Documentation and Communication : Ensuring accurate medical records and effective communication with multidisciplinary teams.

Qualifications and Skills Required

To work as an RMO in Malta, you will typically need:

A recognised medical degree, preferably from the UK, Ireland or European Union Member Country
Registration with Malta’s Medical Council (or eligibility to register).
At least 1-2 years of post-graduate clinical experience.
Proficiency in English.
Strong clinical and decision-making skills, with the ability to work independently when required.

Benefits of Working in Malta’s Private Hospitals

Professional Growth

RMOs in Malta have access to ongoing professional development opportunities, including training programs, conferences, and workshops. The role serves as an excellent stepping stone for doctors aspiring to specialize or pursue leadership positions in the future.

Cultural Enrichment

Living and working in Malta offers a unique cultural experience. From its ancient temples to modern festivals, Malta is a melting pot of history and contemporary charm. The island’s friendly and inclusive atmosphere ensures that international doctors feel welcomed.

Networking Opportunities

Malta’s private healthcare sector is well-connected internationally, allowing RMOs to build relationships with leading medical professionals and institutions.

How to Get Started

Interested in working as an RMO in Malta? Here’s how to begin:

Check Eligibility : Ensure your medical qualifications meet Malta’s registration requirements.
Register with the Malta Medical Council : This is a crucial step for practicing medicine in the country.
Explore Opportunities : Partner with a specialised recruitment agency to find the right role in Malta’s private hospitals.
Prepare for Relocation : From securing work permits to finding accommodation, a recruitment agency can guide you through the process.

Why Partner with a Recruitment Agency?

Navigating the complexities of international medical recruitment can be challenging. A specialised recruitment agency simplifies the process, offering tailored support for finding RMO roles which align with your skills and career aspirations. From visa applications to interview preparation, we ensure a seamless transition to your new role in Malta.

Conclusion

Working as a Resident Medical Officer in Malta’s private hospitals is a rewarding experience, combining professional growth with a Mediterranean lifestyle. Whether you’re looking to broaden your clinical expertise or enjoy a better work-life balance, Malta has much to offer. Ready to take the leap? Contact us today to explore exciting RMO opportunities in Malta and begin your journey to a fulfilling international medical career or search for jobs .

The Art of Recruitment: Unconventional Strategies to Attract Doctors to Rural Areas

Fri, 29 Nov 2024 22:02:33 GMT

Recruiting doctors to rural areas has long been a challenge for healthcare organisations worldwide. Traditional incentives like competitive salaries and relocation packages are essential, but they often are not enough to sway talented physicians away from urban centers.

To truly stand out and attract dedicated healthcare professionals, organisations must think outside the box. In this blog post, we explore unconventional and creative strategies which can make rural positions more appealing, ensuring that communities receive the quality care they deserve.

1. Artist-in-Residence Programs: Fostering Creativity and Well-Being

Integrating arts into the workplace can significantly enhance the work environment, fostering creativity, reducing stress, and improving overall well-being. Artist-in-residence programs bring professional artists to rural healthcare settings, creating a vibrant and inspiring atmosphere for both staff and patients.

Benefits:

Stress Relief: Artistic activities provide a therapeutic outlet for doctors who often work under high-pressure conditions.
Community Engagement: Art projects can involve local communities, strengthening the bond between healthcare providers and residents.
Enhanced Creativity: Exposure to different forms of creativity can inspire innovative problem-solving in medical practice.

Implementation Tips:

Partner with local art schools or cultural organizations to find suitable artists.
Allocate dedicated space within the hospital or clinic for artistic activities.
Encourage collaborative projects between doctors, artists, and the community.

2. Outdoor Adventure Incentives: Embracing Nature’s Call

Rural areas are often surrounded by stunning natural landscapes, offering ample opportunities for outdoor adventures. Leveraging this natural bounty can be a powerful incentive for doctors who enjoy active lifestyles and seek a healthy work-life balance.

Incentive Ideas:

Adventure Packages: Provide doctors with packages that include guided hiking, fishing, skiing, or other outdoor activities tailored to their interests.
Access to Recreational Facilities: Offer memberships or discounts to local gyms, sports clubs, or adventure centers.
Organized Retreats: Arrange regular retreats or team-building activities in nearby natural settings to foster camaraderie and relaxation.

Benefits:

Work-Life Balance: Promoting outdoor activities helps doctors maintain a healthy balance between their demanding careers and personal lives.
Community Integration: Participating in local adventures allows doctors to connect with the community and build lasting relationships.
Health and Wellness: Regular outdoor activities contribute to physical and mental well-being, reducing burnout and increasing job satisfaction.

3. Community Engagement Initiatives: Building Stronger Bonds

Active involvement in the community can make rural positions more attractive by creating a sense of purpose and belonging. Community engagement initiatives demonstrate a commitment to the well-being of both patients and the local population, making the role more fulfilling for doctors.

Initiative Ideas:

Health Education Programs: Involve doctors in local health fairs, workshops, and school programs to educate the community on various health topics.
Volunteer Opportunities: Encourage doctors to participate in community service projects, such as building playgrounds, mentoring youth, or supporting local charities.
Cultural Events: Organize or participate in local festivals, celebrations, and cultural events to foster a deeper connection with residents.

Benefits:

Enhanced Job Satisfaction: Doctors who engage with their community often experience greater job satisfaction and a stronger sense of purpose.
Improved Patient Relationships: Building trust and rapport with the community leads to better patient outcomes and loyalty.
Local Support: Active community involvement can generate local support for the hospital or clinic, making it easier to attract and retain other healthcare professionals.

4. Flexible Work Arrangements: Tailoring to Personal Needs

Offering flexibility in work arrangements can make rural positions more appealing, especially for doctors with families or those seeking a better work-life balance. Flexibility can take many forms, from adjustable schedules to part-time opportunities.

Flexible Arrangement Ideas:

Telemedicine Options: Allow doctors to consult with patients remotely , reducing the need for constant on-site presence.
Shared Positions: Enable doctors to share responsibilities with colleagues, providing more personal time and reducing burnout.
Customized Schedules: Offer flexible working hours or sabbatical opportunities to accommodate personal commitments and interests.

Benefits:

Increased Retention: Flexible work arrangements can improve job satisfaction and reduce turnover rates.
Attracting Diverse Candidates: Flexibility appeals to a broader range of candidates, including those with family responsibilities or other personal interests.
Enhanced Productivity: Doctors who have a better work-life balance are often more focused and productive during their working hours.

5. Professional Development and Career Growth: Investing in the Future

Opportunities for professional growth and career advancement are crucial for attracting ambitious doctors. Investing in their development not only benefits the individual but also enhances the overall quality of care within the community.

Development Opportunities:

Continuing Education: Provide funding and time (usually study leave) for doctors to attend conferences, workshops, and courses relevant to their specialties.
Leadership Training: Offer programs that prepare doctors for leadership roles within the hospital or clinic.
Research Opportunities: Encourage and support participation in medical research projects and service audits, contributing to advancements in healthcare.

Benefits:

Career Advancement: Doctors are more likely to stay in rural positions if they see a clear path for career growth and professional development.
Enhanced Skills: Ongoing education and training ensure that doctors remain up-to-date with the latest medical practices and technologies.
Institutional Strength: Investing in professional development fosters a culture of excellence and innovation within the healthcare organisation.

Conclusion: Embrace Creativity in Recruitment

Attracting doctors to rural and remote areas requires a blend of traditional incentives and innovative, unconventional strategies. By implementing programs which foster creativity, embrace the outdoors, engage with the community, offer flexibility, and invest in professional growth, healthcare organisations can create compelling and fulfilling roles which attract top medical talent.

Ready to Transform Your Recruitment Strategy?

If your hospital or clinic is struggling to attract doctors to rural areas, it is time to rethink your approach. Contact us today to discover how our innovative recruitment strategies can help you build a dedicated and skilled healthcare team, ensuring that every community receives the quality care it deserves. Let us help you turn your recruitment challenges into success stories!

Overcoming Challenges: Success Stories of Rural Healthcare Organisations

Fri, 29 Nov 2024 18:10:12 GMT

From remote areas in the Scottish Highlands to Artic and Atlantic Canada and vast swathes of Australia, rural healthcare organisations face inimitable challenges in delivering first-rate medical services to their widespread, and sometimes isolated communities. Surmounting obstacles, some organisations emerge as beacons of hope with remarkable tales which demonstrate their resilience, novel strategies, and the impactful healthcare they muster despite all odds.

The Resilient Backbone of Rural Healthcare

Delivering high-quality healthcare in rural settings is no insignificant feat. It is a jigsaw puzzle of factors: limited resources, geographical constraints, sparse populations make it uniquely challenging. Yet, resilient rural healthcare organisations have weathered these elements, underscoring their importance as the backbone of rural communities.

Inspirations Behind the Innovations

Through resourcefulness and commitment to their mission, some rural healthcare organisations have successfully innovated service delivery. Here are a handful of their inspiring stories:

The Scottish Highlands

The Scottish Highlands is a mountainous region encompassing northwest Scotland in the United Kingdom. Loch Ness is at the centre, overlooked by the ruins of medieval Urquhart Castle and known for mythical monster “Nessie”. Northeast, near the city of Inverness, dolphins swim in the Moray Firth. Southwest, in the Western Highlands, trails wind up Ben Nevis, the U.K.’s highest peak, and red deer roam Glencoe valley with its waterfalls.

Scenic but sparsely populated and mountainous, the region presents major difficulties for healthcare provision. Complex care needs in the remote Scottish islands spurred the development of an innovative telemedicine service. Severe weather and vast distances are no longer barriers to medical services, thanks to digital technologies that bridge the miles. Additionally three organisations were opened in the capital of the Highlands, Inverness, to provide ophthalmology and orthopaedic services, research and medical education and rural health education.

The National Treatment Centre Inverness

The National Treatment Centre - Highland (NTC Highland or NTC-H) is part of a national network of treatment centres funded by the Scottish Government, and hosted by NHS Highland. The NTC was opened to patients in April 2023 and delivers state of the art ophthalmology and orthopaedic health care to the people of the North of Scotland. The Centre is a purpose built facility accommodating an entire eye care service, providing a range of surgical and outpatient services. Clinicians at the centre also deliver a range of orthopaedic care.

The Centre for Health Science

Located in Inverness, this center is a hub for healthcare and biotechnology research, education, and business development. It was the first building in Scotland to fully integrate healthcare education within a multi-professional environment. The center is home to the Highland Health Sciences Library, lecture theaters, meeting rooms, and a Clinical Skills Centre.

The Centre for Rural Health Sciences

Part of the University of the Highlands and Islands (UHI), this center offers education and research for health and social care professionals. It has campuses in Inverness and Stornoway, and conducts applied research to improve health and wellbeing in the Highlands and Islands.

Western Australia

The Rural Clinical School of Western Australia (RCSWA)

The Rural Clinical School of Western Australia (RCSWA) was established in 2002 to help deliver better health outcomes for people living in country Western Australia (WA), one of the most sparsely populated areas of the world. Its aims were to foster an exceptional locally trained, research-driven, collegiate, academic and clinical community, providing equitable healthcare to rural and remote WA.

The RCSWA helps rural communities sustain a locally trained and loyal medical workforce by placing penultimate and final year medical students across a network of 15 sites. Students gain valuable hands-on experience and professional mentoring throughout the 12-month program. Peer-reviewed research shows that students who undertake an RCSWA placement are four times more likely to return to work in regional areas compared to others.

Karratha Health Campus Pilbara, Western Australia

Karratha is a small city in the Pilbara Region of the remote state of Western Australia adjoining the port of Dampier on the Indian Ocean, located over 1500 Km from state capital Perth. Despite its small size and relatively isolated location, its importance rests in the fact that it is the hub of Australia's vast natural resources and biggest multinational companies.

At a cost of A$173 million, the Karratha Health Campus is the biggest investment in a public hospital ever undertaken in regional Western Australia. Opened in 2018, the health campus has been built in the town’s centre and replaces the old Nickol Bay Hospital, now permanently closed. It has world class healthcare facilities bringing together many services under one roof and providing valuable support to smaller regional hospitals including Roebourne, Tom Price, Paraburdoo and Onslow.

In addition to outstanding emergency and hospital care, the new Karratha Health Campus provides a comprehensive 'one-stop shop' for the delivery of integrated health services including physiotherapy, speech therapy, counselling, community health nursing and community mental health.

Facilities include:

A new 40-bed facility with significantly expanded emergency department.

New CT scanner, surgical ward, maternity wing and delivery suites.
Expanded facilities for outpatients and essential services such as child health and medical imaging, brought together in a single health care hub.
World-class telehealth services
Helipad

Canada

Gotcare and Quinte Health

Gotcare , a national health technology start-up reimagining health services in the home, has partnered with Quinte Health and the Reach Alliance at the University of Toronto to launch their AI-enabled Health Ambassador care platform in the Hastings region of Ontario, Canada. Only 8% of doctors in Ontario work outside urban centres leaving the rest of the province with a deficit of primary care physicians.

Gotcare plans to bring its AI-enabled triage and health monitoring tools into residents’ homes. Eligible residents will be matched with a Health Ambassador, an upskilled community care provider with digital health skills, who collaborate with virtual clinicians to deliver as much care as possible in the home setting.

The Health Ambassador care platform will bridge gaps in home care and primary care for residents who do not have a family doctor, and for patients who require an alternate level of care (ALC), rather than keeping them in the hospital. Across Canada, approximately 15% of acute-level care beds in hospitals are filled by ALC patients due to a lack of structural support for care within their own homes.

Lessons Learnt and Impact Made

These organisations are just a few examples of the many which are making an impact on rural healthcare. Undeniably they illustrate triumph over adversity with two common themes - adaptability and community engagement. Indeed, their innovative strategies have shaped the future of rural health care.

Their impact is profound. Whether it is the chronically ill patient who can now access specialist advice without trekking miles, or the local community whose health literacy has improved via shared knowledge, the positive effects are palpable and powerful.

Looking Ahead: A Call to Embrace Innovation

Each rural healthcare organisation has its own unique tale of overcoming challenges. Yet, they all resonate strongly that adaptability and community engagement are key. These inspiring stories underscore the need to think outside the conventional, to innovate and to collaborate, in order to continue delivering exceptional healthcare services, no matter where patients call home.

Contact Us Today

As dedicated recruiters within the healthcare industry, we are consistently inspired by the resilience and innovation displayed by these organisations. If you are a healthcare organisation looking for exceptional talent, or a healthcare professional seeking an opportunity where you can really make a difference, Contact us today to discuss your staffing needs and learn how we can provide the right healthcare professionals for your organisation. If you are a doctor seeking a job, register your CV and start your journey.

The Role of Locum Doctors in Rural and Remote Healthcare: Pros and Cons

Fri, 29 Nov 2024 17:07:55 GMT

Rural and remote hospitals and clinics face unique challenges in providing consistent, high-quality healthcare to their communities. One common solution to address staffing shortages is the use of locum doctors. These temporary physicians offer critical support by filling gaps in coverage, ensuring patient care continuity. However, while locum doctors are essential in many cases, their use comes with both advantages and challenges that healthcare organisations need to consider.

Locum tenens jobs are a frequent feature of medical recruitment campaigns, particularly in rural and remote areas which face seemingly insurmountable challenges in the recruitment of permanent specialists and general practitioners to provide much needed medical services to populations which are generally under served.

Locum tenens positions can be attractive to doctors who seek flexible work, extended time off and the higher financial compensation which these positions often bring, but they provide little in the way of career enhancement. In most healthcare systems, the majority of locum tenens doctors are general practitioners, some of whom even make a career of it. However the use of locum tenens specialist doctors in secondary care is more unusual, except in rural and remote hospitals, where their use to fill service gaps is increasing with both significant benefits and disadvantages.

The Pros of Using Locum Doctors

Immediate Relief for Staffing Shortages
Locum doctors can quickly fill urgent vacancies, ensuring that healthcare services are not interrupted due to a lack of permanent staff.
Flexibility
Hospitals and clinics can bring in locum doctors for specific periods, such as during seasonal demand spikes, staff leave, or recruitment processes for permanent roles.
Access to Specialists
Rural and remote locations can use locums to provide specialist services that might not otherwise be available in these areas.
Fresh Perspectives
Locum doctors often bring diverse experiences and new ideas, which can enhance patient care and team dynamics.

The Cons of Using Locum Doctors

Higher Costs
Employing locum doctors can be more expensive than hiring permanent staff. Costs typically include higher hourly rates, travel expenses, and accommodation.
Lack of Continuity of Patient Care
Temporary placements may lead to inconsistencies in patient care, particularly in cases where follow-up treatments or long-term care are required.
Adjustment Periods
Locum doctors may need time to adapt to local systems, protocols, and community-specific healthcare needs, which can temporarily impact efficiency.
Retention Challenges
Over-reliance on locum staff may delay efforts to recruit permanent team members, potentially perpetuating staffing instability.

The Costs of Using Locum Doctors

While locum doctors provide critical short-term solutions, their costs can be significant. On average, employing a locum may cost 1.5 to 2 times more than a permanent staff member when factoring in recruitment fees, travel, accommodation, and the hourly rate premium. However, these costs are often outweighed by the benefits of maintaining uninterrupted healthcare services, especially in emergency or high-demand situations where locally available treatment can reduce or eliminate the need for costly patient transfers.

Balancing Locum and Permanent Recruitment Strategies

Locum doctors are invaluable for bridging gaps, but they should ideally be part of a broader workforce strategy. Combining locum support with proactive permanent recruitment ensures a stable, cost-effective, and high-quality healthcare delivery model. Investing in the long-term recruitment of permanent doctors can provide consistency, lower costs over time, and stronger relationships with patients and communities.

How We Can Help

At Odyssey Recruitment we understand the critical role locum doctors play in rural and remote healthcare. Our team specialises in both locum and permanent recruitment solutions, helping healthcare organisations balance immediate staffing needs with long-term workforce planning.

We provide:

Access to a global network of qualified locum doctors in general practice / family medicine, general medicine, emergency medicine, surgery, obstetrics and gynaecology, anaesthesia, psychiatry, radiology and pathology
Comprehensive support for credentialing, visa and work permits, travel, and onboarding.
Tailored strategies to transition from locum reliance to building a sustainable permanent team.

Contact Us Today

If your hospital or clinic is looking for reliable locum doctors or seeking long-term recruitment solutions, we are here to help. Contact us today to discuss your staffing needs and learn how we can provide the right healthcare professionals for your organisation.

Recruitment Strategies for Hospitals in Rural and Remote Areas of Canada: Attracting Specialist General and Orthopaedic Surgeons

Fri, 29 Nov 2024 14:24:19 GMT

As specialists in international medical recruitment, we are familiar with the difficulties experienced by rural and remote hospitals in Canada to recruit and retain surgeons and provide continuity of services to communities which are often underserved. In this article, we explore some strategies for sourcing surgeons internationally.

Recruiting specialist surgeons, particularly general and orthopaedic surgeons, for rural and remote areas in Canada is a critical yet challenging task. These communities often face significant healthcare disparities due to their geographical isolation, and the lack of specialist services can create substantial strain on local healthcare systems and populations.

Hospitals in these regions must adopt innovative and strategic approaches to attract highly qualified candidates from both within North America and overseas.

Understanding the Challenges

1 Geographic Isolation

Remote locations often have limited access to amenities, cultural attractions, collegial support and professional development opportunities which can deter candidates from choosing to practise there.
Transport to major cities requires long road journeys or flights which are prone to disruption with severe winter weather

2 Demanding Roles and Lower Financial Compensation

Specialists in rural settings often handle a broader scope of cases with fewer resources, requiring experience, adaptability and resilience. Travel to outlying hospitals by air is sometimes required to manage acute emergencies and general surgeons may have to perform caesarian sections and basic orthopaedic procedures in urgent situations. Not every surgeon is trained or prepared to do that.
Salaried positions are common and usually offer lower levels of compensation than urban centres whilst fee for service practice is limited by the small population.

3 Limited Candidate Pool

The domestic supply of surgeons is insufficient to meet the needs of rural and remote areas, necessitating international recruitment. Local surgeons tend to prefer the urban practices where there is a larger potential patient base and more opportunities to develop sub specialist interests.
International surgeons tend to favour urban centres too as these offer greater collegial support and an easier process to adapt to life in a new country. However their need for work permits and access to jobs often drives them to the rural positions which are less competitive.

Effective Recruitment Strategies

1. Highlight Lifestyle Benefits and Community Appeal

While rural areas may lack urban amenities, they offer unique advantages that appeal to certain candidates:

Work-Life Balance : Emphasise reduced commute times, close knit communities, and opportunities for outdoor recreations, such as cross country skiing, trail running, hiking and visiting national parks.
Family-Friendly Environment : Showcase affordable housing, safe neighborhoods, and strong community support systems.
Tailored Messaging : Craft recruitment materials which align with candidates’ lifestyle aspirations, such as a quieter environment for mid-career or pre-retirement surgeons or adventurous settings for younger doctors.
Permanent Residency: Some of the Atlantic provinces of Canada can offer accelerated routes to permanent residency provided the surgeon agrees to work for 2 years in the province. This is attractive for international surgeons seeking second country citizenship.

2. Offer Competitive Compensation and Incentives

To attract top talent, hospitals must provide compelling financial and professional incentives:

Attractive Salaries : Offer competitive pay reflective of the challenges and responsibilities of rural practice.
Signing Bonuses and Relocation Packages : Include generous financial support for moving expenses, housing, and initial setup costs.
Professional Development : Provide funding for conferences, certifications, and continuous medical education to ensure ongoing professional growth.

3. Establish Strong Partnerships for International Recruitment

Given the shortage of surgeons in rural Canada, international recruitment is essential.

Global Talent Pools : Partner with recruitment agencies experienced in sourcing surgeons from countries with compatible training standards, such as the UK, Ireland, Australia, New Zealand, USA, Germany, and South Africa.
Credentialing Support : Assist international candidates with the licensing process through Canada’s provincial regulatory bodies and the Royal College of Physicians and Surgeons of Canada ensuring a smooth transition to practice.
Cultural Orientation : Offer resources to help international recruits and their families adapt to Canadian culture and rural living.

4. Collaborate with Academic Institutions

Leverage relationships with medical schools and residency programs to develop a pipeline of future surgeons.

Rural Training Programs : Advocate for programs that encourage surgical trainees to experience rural practice during their education.
Return-of-Service Agreements : Partner with provincial governments to establish agreements where medical graduates commit to practising in underserved areas in exchange for financial incentives or reduced tuition fees.

5. Foster a Welcoming Work Environment

Retention is as important as recruitment. Creating a supportive environment helps new recruits integrate and thrive:

Team-Based Support : Ensure adequate staffing levels to prevent burnout and provide robust administrative and clinical support.
Mentorship Programs : Pair new hires with experienced rural surgeons to ease the transition and offer professional guidance.
Flexible Schedules : Design work arrangements that accommodate personal needs and promote a sustainable work-life balance.

6. Leverage Technology and Telemedicine

Use technology to address some of the challenges of rural practice:

Telemedicine Collaboration : Allow specialists in remote hospitals to consult with urban based peers for advice on complex cases. This requires the set up of low bandwidth applications which are effective in rural areas.
Digital Outreach : Use social media and online platforms to market opportunities and connect with potential candidates worldwide.

Success Stories: Lessons from Rural Recruitment Around the World

Several hospitals in Canada and other countries Canada have successfully recruited general and orthopaedic surgeons to rural locations by implementing these strategies:

British Columbia hospitals have used return-of-service programs for medical graduates to meet rural healthcare needs effectively.
Australian Hospitals have offered increased financial compensation packages for surgeons willing to work in remote areas, particularly in Western Australia.
Australia and New Zealand have recognised rural and remote medicine as a speciality of primary care, training general practitioners and specialist physicians in this field, honing advanced skills to allow them to perform some procedures and anaesthesia competently.

Conclusion

Recruiting specialist surgeons for rural and remote areas in Canada requires a strategic, multi-faceted approach. By emphasising lifestyle benefits, offering competitive incentives, proving career development opportunities, partnering with international recruitment agencies, and fostering a supportive environment, hospitals can overcome challenges and secure the talent needed to provide exceptional care.

To ensure success, recruitment efforts must go beyond filling vacancies. They should focus on building long term relationships which benefit both the healthcare professionals and the communities they serve.

If your hospital is seeking expert assistance in recruiting surgeons for rural and remote areas, contact our team today. We specialise in connecting healthcare organisations with top-tier talent worldwide and are committed to helping you build a sustainable and skilled workforce.

Case Study: Addressing Anaesthetist Shortages in New Zealand’s Regional Hospitals

Thu, 28 Nov 2024 15:47:17 GMT

New Zealand has a shortage of anaesthetists in its district general and rural hospitals located across both North and South Islands. In this study, we show how we helped resolve this for two hospitals with targeted international recruitment solutions.

Background

Regional district general hospitals in New Zealand faced a significant shortage of anaesthetists, hindering their ability to address surgical waiting list backlogs and provide timely care. These hospitals provide secondary level medical care and required anaesthetists who possessed broad general anaesthesia experience in order to safely manage diverse surgical cases. Additionally the candidates were required to meet the Medical Council of New Zealand’s (MCNZ) vocational registration requirements in the scope of anaesthesia.

The recruitment initiative sought not only to fill critical vacancies but also to attract candidates with the adaptability and enthusiasm to embrace a new lifestyle in New Zealand’s regional communities. Two experienced anaesthetists from Spain and Germany were successfully recruited, both motivated by lifestyle changes.

The Challenge

Vocational Registration Requirements : Candidates needed to meet the rigorous credentialing and licensing standards set by the MCNZ for provisional vocational registration in the scope of anaesthesia.
Regional Appeal : Attracting specialists to regional locations required demonstrating the professional opportunities as well as the lifestyle benefits available.
Surgical Backlog : The hospital needed anaesthetists ready to integrate quickly and contribute to addressing delayed surgical cases.

The Solution

Partnering with Odyssey Recruitment , the hospitals provided the job brief and our recruiters devised a strategy to source suitable candidates followed by the launch of a targeted campaign to identify experienced anaesthetists with the right clinical skills and personal motivation to relocate to New Zealand.

The Recruitment Process

Candidate Profiles

1 Anaesthetist from Germany :

A senior anaesthetist seeking a pre-retirement role in a more relaxed environment with a sea-facing location and the opportunity to secure permanent residency.
Extensive experience in general and regional anaesthesia, with a track record of leadership and mentoring junior colleagues.
Experience working in different countries with fluency in several languages and ease of adaptability to different cultures.

2 Anaesthetist from Spain :

A mid-career anaesthetist from Madrid looking for a less hectic professional life and a more balanced lifestyle.
Proficient in managing complex cases and motivated to embrace New Zealand’s community-focused healthcare system.
Previous experience working in different countries, continents and rural as well as urban hospitals.

Recruitment Steps

1 Credentialing and Licensing :

Both candidates were guided through the MCNZ’s vocational registration process, including verification of qualifications, clinical experience, and English language proficiency.

2 Relocation Assistance :

Comprehensive relocation packages were provided, covering visa applications, housing assistance, travel and car rental and family support.
Cultural orientation sessions helped prepare candidates and their families for life in New Zealand.

3 Onboarding and Integration :

The hospitals implemented robust onboarding programs, including mentorship by senior staff and training in local protocols.
The candidates were introduced to the regional community and professional networks to support their adaptation.

The Outcome

Enhanced Workforce Capacity : The addition of two skilled anaesthetists significantly improved the hospitals’ ability to manage surgical cases, reducing the backlog and enhancing patient care delivery.
Successful Integration : Both anaesthetists adapted well to their new roles, bringing valuable international experience and integrating seamlessly into their teams.
Lifestyle Fulfillment :
The German anaesthetist embraced a seaside lifestyle, achieving the pre-retirement work-life balance he sought while contributing to high-quality patient care.
The Spanish anaesthetist appreciated the slower pace and supportive environment of New Zealand’s regional healthcare system, achieving personal and professional satisfaction.
Long-Term Impact : Both anaesthetists expressed a strong commitment to remaining in New Zealand, contributing to the stability and sustainability of the regional healthcare workforce.

Key Takeaways

This case demonstrates the effectiveness of targeted international recruitment in addressing specialist shortages in regional healthcare settings. By understanding candidates’ professional skills and personal motivations, we successfully recruited anaesthetists who not only filled critical roles but also thrived in their new environments.

The recruitment of these anaesthetists highlights the importance of offering comprehensive relocation support, ensuring smooth integration into regional communities, and aligning opportunities with candidates’ lifestyle aspirations. The result was a win-win scenario: the hospitals alleviated surgical delays, and the anaesthetists found fulfilling careers in the picturesque landscapes of New Zealand.

Next Steps

If you have a difficult to fill position, the team at Odyssey Recruitment is eager to share our expertise and execute our proven digital recruitment strategy. Contact us today to discuss your requirements and begin a dedicated medical recruitment partnership.

Further Insights

Review our resources for further information to enhance your search for candidates.

Recruitment Case Study: Solving a Paediatrician Shortage in Rural New Zealand

Thu, 28 Nov 2024 11:23:51 GMT

Paediatrics is one the most competitive medical specialities in Australia and New Zealand, but most paediatricians favour urban practice and rural hospitals often face challenges finding suitably qualified physicians. Here is how we solved one hospital's problem.

Background

A rural 125-bed hospital in New Zealand faced a critical shortage of paediatricians, significantly impacting the health and well-being of children in the region. The hospital serves a catchment area with a large Māori population, where access to quality paediatric care is vital, but often scarce. The role required an experienced consultant paediatrician capable of handling diverse demands, including clinical paediatrics, neonatology, child psychology and psychiatry, rural outreach clinics, on-call duties, and supervising and training resident medical officers. With tertiary support some distance away, the paediatrician needed competence in managing all types of emergencies.

The hospital partnered with Odyssey Recruitment to find a candidate with the skills, resilience, and cultural sensitivity necessary to excel in this challenging but rewarding environment.

The Challenge

Complex Job Requirements : The role required a versatile paediatrician proficient in both general paediatrics and child mental health, with the ability to lead a busy department while mentoring junior staff.
Location Barrier : Recruiting for rural areas posed challenges in attracting candidates willing to relocate and integrate into a smaller community with its more limited resources and accommodation.
Cultural Sensitivity : The hospital sought a candidate who could work effectively with the local Māori population and address unique health disparities in the region.

The Solution

A targeted search identified a highly skilled paediatrician from Germany with extensive experience in both clinical paediatrics and neonatology. The candidate had a proven track record of clinical excellence, a strong commitment to holistic care, and a passion for teaching and mentorship.

The Recruitment Process

1 Candidate Selection :

The German paediatrician’s broad expertise, coupled with her previous experience in rural settings, made her an ideal fit for the role.
Her interest in cultural competency training and understanding indigenous health needs further strengthened her candidacy.

2 Credentialing and Registration :

The recruitment agency supported the candidate through the Medical Council of New Zealand’s (MCNZ) registration process for provisional vocational registration, ensuring a seamless transition to practicing in New Zealand.

3 Relocation Support :

Comprehensive assistance was provided, including visa applications, travel arrangements, housing arrangements, car rental and cultural orientation to help the candidate and her family settle in the rural community.

4 Onboarding and Integration :

The hospital facilitated a structured onboarding program, including mentorship by local healthcare leaders and cultural competency workshops focused on Māori health.

The Outcome

The paediatrician proved to be an exceptional addition to the hospital team, delivering transformative outcomes for the community:

Improved Child Health Services : Her expertise enabled the hospital to offer comprehensive paediatric health services, in both hospital and community, reducing long standing gaps in care.
Leadership and Mentorship : As a department leader, she fostered a collaborative environment, providing guidance and training to resident medical officers and enhancing team morale.
Community Impact : By participating in rural outreach clinics, she brought essential care to remote areas, building trust and improving health outcomes for the Māori population.
Cultural Integration : Her dedication to understanding local customs and health challenges earned her respect from both patients and colleagues, strengthening the hospital’s relationship with the community.

Key Takeaways

This case highlights the power of international recruitment in addressing healthcare shortages in rural regions which are shunned by local doctors. By recruiting a skilled paediatrician from Germany, the hospital not only filled a critical vacancy but also significantly enhanced its capacity to provide much needed high quality medical care to children in the region.

The success of this recruitment underscores the importance of matching clinical expertise with cultural adaptability, as well as providing robust support for relocation and integration. For the rural hospital, this placement was a milestone in delivering equitable and holistic care, ensuring that even the most remote communities benefit from expert paediatric services.

Next Steps

If you have a difficult to fill position, the team at Odyssey Recruitment is eager to share our expertise and execute our proven digital recruitment strategy. Contact us today to begin a dedicated medical recruitment partnership.

Further Insights

Review our resource hub for further insights and information about successful recruitment strategies.

Recruitment Case Study: Consultant Emergency Medicine Physician Sourced for UAE Hospital

Thu, 28 Nov 2024 10:19:58 GMT

A hospital emergency department in Sharjah UAE faced a challenge. It needed to achieve a prestigious accreditation but did not have the right staff to guide it. Our experienced emergency physician from the UK provided the solution.

Background

A hospital in Sharjah faced a critical challenge: its busy emergency department (ED) was preparing for accreditation by the prestigious Joint Commission International (JCI). Achieving this accreditation was an important milestone for the hospital, bringing formal recognition of the quality of its services and improving its rankings in the competitive UAE healthcare landscape, but it required the department to meet rigorous clinical, operational, and patient care standards. To steer this effort, the hospital needed a highly experienced emergency medicine physician capable of leading the clinical team, implementing best practices, and ensuring compliance with JCI requirements.

Recognizing the importance of finding a leader with international experience, the hospital decided to recruit globally. The UK, with its well-established emergency medicine training programs and high standards of clinical excellence, emerged as the ideal talent pool.

The Challenge

High Standards : The physician needed a strong track record in emergency medicine, with experience in managing busy departments and meeting international accreditation standards.
Urgency : The recruitment had to be completed promptly to align with the JCI accreditation timeline.
Relocation : The candidate had to be willing to relocate to Sharjah and quickly adapt to a new healthcare system, work culture, and living environment.

The Solution

The hospital partnered with Odyssey Recruitment for its international recruitment capabilities and candidate sourcing expertise. Our recruiters conducted a targeted search in the UK, seeking a candidate with the requisite expertise, leadership skills, and interest in working in the Middle East.

The Recruitment Process

Identifying the Ideal Candidate :

The agency identified a senior consultant emergency medicine physician with over a decade of experience in the UK’s National Health Service (NHS).
The candidate had led clinical teams in high-pressure environments and participated in quality improvement initiatives related to accreditation processes.

2. Assessment and Selection :

The candidate underwent a rigorous interview process, including technical assessments, leadership capability evaluations, and discussions with hospital leadership in Sharjah.
The candidate’s commitment to clinical excellence and familiarity with international standards made her the top choice.

3. Credentialing and Licensing :

The agency supported the candidate in obtaining the necessary medical license from the UAE’s Ministry of Health and Prevention.
All credentials, including medical qualifications and references, were verified to ensure compliance with local regulations.

4. Relocation and Onboarding :

Comprehensive relocation assistance was provided, including visa processing, travel, housing arrangements, and cultural orientation.
The hospital facilitated a structured onboarding program to familiarise the physician with local protocols and the accreditation process.

The Outcome

The recruitment was highly successful, yielding significant benefits for the hospital and its emergency department:

Clinical Leadership : The physician brought a wealth of experience and expertise, driving improvements in clinical workflows, patient safety, and team performance.
Accreditation Success : Under the physician’s leadership, the Emergency Department implemented systems and protocols that met JCI standards, resulting in successful accreditation.
Enhanced Team Morale : The physician’s collaborative approach and mentorship boosted morale and skill levels among the ED staff.
Strengthened Reputation : The hospital’s ability to recruit a top-tier international consultant enhanced its reputation as a center for high quality emergency care.

Key Takeaways

This case illustrates the value of strategic international recruitment for meeting organisational goals and achieving excellence in healthcare delivery. By recruiting a consultant emergency medicine physician from the UK, the Sharjah hospital secured the leadership needed to elevate its emergency department to international standards.

The successful placement underscores the importance of matching clinical expertise with cultural adaptability and providing robust support for relocation and integration. For the hospital, this recruitment was not just about filling a vacancy, it was about securing a partner in its journey toward delivering world-class emergency care.

Next Steps

Further Insights

Review these resources for further information to enhance your search for candidates.

The Role of Functional Medicine, Homeopathy, and Alternative Medicines in Primary Health Care in Bermuda

Thu, 28 Nov 2024 09:58:20 GMT

In the island of Bermuda, primary medical care is a dynamic and growing field bolstered by a demand for holistic medicine embracing homeopathy, functional medicine and alternative treatments to supplement or even replace standard western models of care. Primary care practitioners are increasingly encountering patients who seek integrative approaches to their health and wellness, reflecting a growing global trend toward holistic and patient-centered care. For general practitioners (GPs), understanding these modalities is crucial for meeting patient expectations and providing comprehensive care.

Understanding the Demand for Alternative Medicine

Bermuda’s healthcare system is uniquely positioned at the crossroads of conventional and alternative medicine. Whilst secondary care remains firmly rooted in the conventional model, primary medical care is diversifying. Patients often seek treatments which align with their values, emphasising prevention, lifestyle modification, and natural healing. The rising popularity of functional medicine and homeopathy reflects a broader cultural inclination toward personalised and minimally invasive care.

As a GP in Bermuda, you are likely to encounter patients who integrate these modalities into their treatment plans or inquire about their potential benefits. Understanding their motivations, which may include avoiding pharmaceuticals, addressing chronic conditions, or seeking more natural approaches, can enhance your patient relationships and improve outcomes.

Functional Medicine in Primary Care

Functional medicine focuses on identifying and addressing the root causes of disease rather than merely managing symptoms. It emphasizes a systems-based approach, considering genetics, environment, and lifestyle as critical components of health.

In Bermuda, functional medicine is often integrated into primary care to:

Address Chronic Illnesses : Diabetes, hypertension, and autoimmune disorders benefit from functional medicine’s holistic focus on diet, stress management, and exercise.
Promote Preventive Care : By prioritizing lifestyle interventions, functional medicine helps reduce the burden of chronic disease on the healthcare system.
Enhance Patient Engagement : Patients value the time-intensive, individualised approach which functional medicine practitioners provide.

For GPs, adopting functional medicine principles can complement traditional care models, fostering trust and alignment with patient preferences.

Homeopathy’s Role in Bermuda’s Healthcare

Homeopathy, a form of alternative medicine based on the principle of “like cures like,” uses highly diluted substances to stimulate the body’s healing processes. While its efficacy remains a topic of debate in conventional medicine, many patients in Bermuda incorporate homeopathy into their care and take additional courses to qualify in this field.

GPs can also play a supportive role by:

Educating Patients : Provide balanced information about the benefits and limitations of homeopathy to help patients make informed choices.
Collaborating with Practitioners : Building relationships with reputable homeopaths can enhance interdisciplinary care and ensure patient safety.
Monitoring Outcomes : Maintain open communication with patients using homeopathy to track their progress and address any unmet needs.

Integrating Alternative Medicine into Primary Care

As a GP, integrating alternative medicine into your practice does not mean abandoning evidence based care. Instead, it involves:

Open Dialogue : Encourage patients to share their use of alternative therapies. A nonjudgmental approach fosters trust and ensures you are aware of all aspects of their care.
Continuing Education : Familiarise yourself with the most common alternative modalities used in Bermuda, their indications, and any potential interactions with conventional treatments.
Collaborative Care : Work with local functional medicine practitioners, homeopaths, and alternative medicine providers to develop cohesive care plans which respect patient preferences while ensuring safety.
Personalised Care Plans : Incorporate lifestyle medicine, nutrition counseling, and stress management techniques into your practice to meet the growing demand for holistic care.

Challenges and Opportunities

While alternative medicine offers opportunities for collaboration and enhanced patient engagement, it also presents challenges:

Evidence Gaps : Some alternative treatments lack robust clinical evidence, requiring careful navigation of patient expectations and scientific limitations.
Regulatory Considerations : Ensure any referrals or collaborations adhere to Bermuda’s healthcare regulations.
Balancing Approaches : Strive to integrate alternative practices without compromising the standards of evidence-based medicine.

Conclusion

In Bermuda’s primary healthcare setting, functional medicine, homeopathy, and alternative therapies play a growing role in shaping patient care. For GPs, embracing these modalities offers an opportunity to strengthen patient relationships, enhance outcomes, and expand your approach to holistic health. By fostering open communication, staying informed, and collaborating with alternative medicine practitioners, you can position yourself as a trusted partner in your patients’ wellness journeys.

Ultimately, integrating conventional and alternative medicine isn’t about choosing sides, it is about meeting patients where they are and empowering them to achieve their health goals.

Next Steps

If you are a GP considering work in Bermuda or a medical clinic seeking to recruit GPs, the team at Odyssey Recruitment is eager to share our expertise. Contact us today to begin a dedicated medical recruitment partnership.

A Recruitment Case Study: Addressing New Zealand's Obstetrician and Gynaecologist Shortage

Wed, 27 Nov 2024 17:55:37 GMT

New Zealand has a shortage of Obstetricians and Gynaecologists in its secondary care and rural hospitals. Seeking experienced generalists with a broad range of skills across both obstetrics and gynaecology can be a challenge in a climate of increasing subspecialisation.

Background

A regional secondary care hospital in New Zealand faced a shortage of obstetricians and gynaecologists, impacting its ability to provide timely and comprehensive maternal and women’s health services. The hospital needed a skilled professional with experience in both general obstetrics and advanced gynaecological procedures to support its diverse patient population.

Given New Zealand's growing reliance on international medical professionals to address workforce gaps, the hospital decided to recruit globally. South Africa, known for its high-quality medical training and experienced specialists, emerged as a promising talent pool.

The Challenge

Regional Recruitment : Convincing a candidate to relocate to a regional center rather than a larger urban area required showcasing the lifestyle benefits and professional opportunities of provincial New Zealand cities. A lower cost of living with plenty of accommodation options combined with good schools and leisure and cultural options was a bonus.
Licensing and Accreditation : Ensuring the candidate met the Medical Council of New Zealand’s (MCNZ) registration requirements was a key step. South Africa is not ranked as a country with a comparable healthcare system to that of New Zealand hence applicants for provisional vocational registration are not always successful. However, a positive outcome can be expected when the doctor has trained in one or more of South Africa's premier institutions.
Cultural Integration : The transition to a new healthcare system and adapting to New Zealand’s cultural and professional norms were potential challenges. As above, South Africa's healthcare system is not comparable to that of New Zealand and standards vary considerably across the country, which can make for a steep learning curve after arrival in New Zealand.

The Solution

The hospital partnered with Odyssey Recruitment and our recruiters prepared a strategy to identify a candidate with the right mix of clinical expertise, adaptability, and a desire to work in a regional setting. The search identified a highly qualified obstetrician and gynaecologist from South Africa with extensive experience in secondary care settings and rural areas and a broad range of clinical skills.

The Recruitment Process

Candidate Selection : The candidate’s background included managing high-risk pregnancies and performing complex gynaecological surgeries, aligning with the hospital’s needs.
Credentialing Support : The agency guided the candidate through the MCNZ registration process, ensuring his qualifications and experience met New Zealand standards and assisting with the appropriate presentation of documents.
Relocation Assistance : Comprehensive relocation support included securing a work visa, assisting with housing, travel and care lease and facilitating school enrollment for the candidate’s children.
Professional Onboarding : The hospital provided a structured orientation program, including mentorship from senior staff and training on New Zealand’s healthcare protocols and patient-centered care approach.
Community Integration : The hospital worked closely with local organisations to welcome the candidate and his family, helping them adapt to life in Palmerston North.

The Outcome

The successful placement delivered immediate and long-term benefits:

Improved Patient Care : The new obstetrician and gynaecologist was a helpful addition to the existing team and shouldering a heavy workload, he significantly reduced wait times for consultations and procedures, enhancing service delivery for the community.
Enhanced Team Dynamics : The addition of an experienced specialist strengthened the hospital’s obstetrics and gynaecology team, improving morale and reducing workload pressures.
Long-Term Commitment : The candidate expressed satisfaction with his role and the supportive environment at the hospital with opportunities for development of new skills, committing to a long-term tenure.
Community Connection : The candidate and his family embraced the lifestyle and opportunities in Palmerston North, integrating successfully into the local community.

Key Takeaways

This case highlights the critical role of strategic international recruitment in addressing healthcare workforce shortages, particularly in regional settings. By using the services of an experienced recruiter and providing comprehensive support for professional and personal transitions, the hospital secured a skilled obstetrician and gynaecologist who brought expertise and stability to its team.

The successful recruitment of a South African specialist not only enhanced maternal and women’s healthcare services but also demonstrated the hospital’s commitment to fostering a diverse and capable workforce to serve its community.

Next Steps

Further Insights

Review our resources for further information to enhance your search for candidates.

Case Study: Opportunely Filling a NON SET Surgical Job in New Zealand

Wed, 27 Nov 2024 14:37:50 GMT

Non SET surgical registrar jobs in Australia and New Zealand are those which are not accredited by the Royal Australasian College of Surgeons for training. They offer experience but without training recognition. This makes finding candidates a challenge at times, particularly if the vacancy is urgent.

Background

A 120-bed public sector secondary care hospital in New Zealand, faced challenges in recruiting registrars for its orthopaedic surgery team. The hospital sought a registrar in orthopaedic surgery who had sufficient experience in the field but was not on the Royal Australasian College of Surgeons (RACS) specialist education and training program (SET Program) because the job was unaccredited by the RACS for training. Whilst it could offer a junior surgeon substantial experience and access to surgical education, the time spent in the job did not count towards formal training, hence was unattractive to many local candidates.

The search targeted international candidates with the potential to integrate into the public healthcare system while demonstrating a commitment to professional growth within New Zealand.

The Challenge

Transitional Role : The role required an experienced orthopaedic surgeon who was open to starting in a more junior position to adapt to the local healthcare environment. This included candidates who were interested in gaining work experience in New Zealand and knowledge of its healthcare system whilst preparing to enter the SET program or apply for vocational (specialist) registration with the Medical Council of New Zealand (MCNZ).
International Licensing : Navigating the Medical Council of New Zealand’s registration process and ensuring compliance with national medical standards was essential. This limited the search to surgeons eligible for provisional general registration via the comparable healthcare systems pathway or graduates of medical schools in the UK, Ireland or Australia.
Relocation and Integration : Ensuring the candidate and their family could transition smoothly to life in New Zealand in a relatively small city compared to international urban centers, was a critical consideration.

The Solution

The hospital partnered with Odyssey Recruitment and our recruiters designed a recruitment strategy. A targeted global search identified a German orthopaedic surgeon with substantial experience and a strong desire to build a long-term career in New Zealand. The candidate’s willingness to start in a junior role whilst preparing for specialist accreditation aligned perfectly with the hospital’s requirements.

The Recruitment Process

Candidate Identification : The surgeon’s expertise in orthopaedic procedures and commitment to adapting to the New Zealand healthcare system made her an excellent match for the role, as did her experience in a country (Germany) with a comparable healthcare system to that of New Zealand.
Credentialing and Licensing : Our recruiters guided the candidate through the MCNZ registration process, ensuring compliance with New Zealand medical practice standards. This was a straightforward application made via website portal.
Relocation Support : Our recruiters provided comprehensive assistance with visa applications, housing arrangements, travel and settling in New Zealand.
Professional Integration : The hospital implemented a robust onboarding program, including mentorship by senior orthopaedic surgeons to familiarize the candidate with local practices, protocols, and patient care expectations.
Career Development Pathway : A clear plan was established for the candidate to transition into a specialist orthopaedic role after gaining sufficient experience and meeting the healthcare system’s standards.

The Outcome

The recruitment was a success, benefiting both the hospital and the candidate:

Immediate Contribution : The surgeon quickly adapted to her more junior role, contributing to reduced patient wait times and alleviating the workload for the orthopaedic team, whilst getting useful experience in the local hospital system.
Pathway to Specialization : The structured career development pathway provided the surgeon with a clear route to achieving specialist status, ensuring long-term retention.
Enhanced Team Dynamics : The surgeon’s international experience brought fresh perspectives and techniques, enriching the orthopaedic team’s capabilities.
Community Impact : The candidate and their family integrated well into the New Zealand community, fostering positive relationships and building local ties.

Key Takeaways

This case underscores the effectiveness of flexible recruitment strategies in addressing healthcare workforce shortages. By prioritizing the long term potential of the candidate and supporting a phased transition into a specialist role, this hospital secured a dedicated and skilled orthopaedic surgeon while ensuring a seamless adaptation to the New Zealand healthcare system.

For this hospital, this placement demonstrates the value of international talent and the benefits of using the expertise of seasoned international recruiters, ultimately enhancing patient care and team stability in the public healthcare sector.

Next Steps

Further Insights

Review these resources for further information to enhance your search for candidates.

Case Study: Sourcing a Canadian General Practitioner for a Primary Care Clinic in Bermuda

Wed, 27 Nov 2024 12:46:14 GMT

Bermuda is not the first destination general practitioners think of when seeking to work overseas and yet this small Caribbean island is just a short flight from New York and Toronto and is one of the world's major financial centres. A culture of holistic and functional medicine makes Bermuda an interesting and lucrative spot for primary medical care physicians.

Background

An established primary care clinic in Bermuda sought a skilled general practitioner (GP) to provide medical care, health and wellness advice, and integrate seamlessly into the island’s healthcare landscape. Bermuda’s healthcare system includes a strong focus on functional and homeopathic medicine , reflecting patient preferences for holistic treatment approaches. The clinic needed a GP with a combination of clinical expertise and openness to integrative medicine, capable of building trust with patients seeking both conventional and alternative therapies.

The Challenge

Specialized Fit : The clinic required a candidate with a willingness to incorporate functional and homeopathic treatments alongside conventional care and to manage a patient demographic often focused on preventative care in addition to chronic disease management.
Geographic Relocation : Attracting general practitioners to a smaller island with a unique healthcare ecosystem required careful navigation of personal and professional relocation concerns. Although just a short flight from New York and Toronto, Bermuda has a small population and is not as well known as the larger islands of the Caribbean.
Cultural Integration : Ensuring the candidate could adapt to Bermuda’s distinct healthcare model and patient expectations was critical.

The Solution

The clinic partnered with Odyssey Recruitment , and our recruiters, who are experienced in sourcing healthcare professionals for roles in international and culturally unique settings, started work on the brief. After a targeted search, our recruiters identified a highly qualified Canadian General Practitioner (GP) with experience in preventive care and an expressed interest in holistic health practices. Bermuda offered an opportunity to escape the harsh Canadian climate for the gentle warm weather of the Caribbean whilst pursuing an interest in alternative and functional medicine, often overlooked in western countries.

The Recruitment Process

Candidate Selection : The GP’s clinical background in family medicine, combined with her certification and interest in complementary health approaches, made her an ideal fit for Bermuda’s healthcare model.
Orientation on Bermuda’s Healthcare System : The agency facilitated discussions between the candidate and clinic leadership to familiarise her with local practices, including the emphasis on functional and homeopathic medicine.
Relocation Assistance : The recruitment agency supported the GP in obtaining the necessary documents for applications for registration with the Bermuda Medical Council and work permit, securing housing, and understanding Bermuda’s unique cost-of-living dynamics.
Community Integration : To ease the transition, the clinic introduced the GP to local healthcare practitioners and patient communities, fostering collaboration and mutual understanding.
Ongoing Support : Post-placement, the agency maintained regular communication to ensure the GP’s smooth adaptation to her new role and environment.

The Outcome

The successful recruitment delivered significant benefits for the clinic and the broader community:

Enhanced Patient Care : The GP’s holistic approach resonated with Bermuda’s patient population, fostering strong doctor-patient relationships and increasing patient satisfaction.
Growth in Services : The GP introduced new wellness programs, blending preventive care with lifestyle-focused treatments, aligning with the clinic’s mission to provide comprehensive care.
Professional Fulfillment : The GP reported high levels of satisfaction in her role, citing the opportunity to practice medicine in a culturally rich and patient-centered environment.

Key Takeaways

This case illustrates the importance of aligning recruitment strategies with the cultural and clinical needs of a healthcare system. By identifying a candidate who shared the clinic’s vision for integrative care and providing robust support for relocation and adaptation, the recruitment agency enabled a seamless placement.

For this Bermudian primary care clinic, the recruitment of a Canadian general practitioner marked a significant step in enhancing its capacity to deliver patient-centered, holistic care in a setting that values both traditional and alternative medicine.

Next Steps

Further Insights

Review our resources for further information to enhance your search for candidates.

Case Study: Successfully Recruiting a General Surgeon from South Africa for a Rural Hospital in Newfoundland, Canada

Wed, 27 Nov 2024 12:02:44 GMT

Despite the global popularity and competitiveness of the speciality of general surgery, rural hospitals still face significant recruitment challenges to hire surgeons with a sufficiently broad general scope of practice to meet the demands of working in isolated areas. In this story, we highlight a successful recruitment campaign from South Africa to Newfoundland, Canada.

Background

A 50-bed rural hospital in Newfoundland, Canada, faced a critical shortage of general surgeons, creating significant strain on existing staff and limiting the hospital’s capacity to provide timely surgical care. The remote location and limited local talent pool compounded recruitment challenges, putting pressure on the hospital to find a qualified professional willing to work in a rural setting.

The Challenge

Remote Location : Newfoundland's rural location made it difficult to attract candidates mostly accustomed to working in urban medical centers. With the nearest tertiary medical centre 1000km away ( a lengthy drive or over one hour's flight), the job was professionally isolated and needed an experienced general surgeon with a broad scope of practice including the ability to perform the occasional caesarian section and basic orthopaedic procedures.
Workforce Shortage : There was a limited supply of Canadian trained general surgeons available for rural placements. Most Canadian surgeons gravitate towards the urban centres where demographics favour large practices and tertiary hospitals offer sub specialist training.
Cultural and Relocation Barriers : Finding an international candidate willing to relocate and integrate into a small, tight-knit community posed additional challenges. Whilst not as cold in winter as most of Canada, the province has heavy snowfalls from November to April which often restrict transport. Accommodation options are limited and educational and leisure opportunities for families restricted.

The Solution

The hospital partnered with Odyssey Recruitment , an international medical recruitment company. Our recruiters specialise in international placements and have experience sourcing candidates for rural healthcare facilities. After a global talent search, the agency identified a highly skilled general surgeon from South Africa with extensive rural surgical experience and a demonstrated interest in working in underserved areas. He also held Canadian citizenship which eased his transition to Canada as no visa or work permit was required.

The Recruitment Process

Candidate Screening : The South African surgeon had trained in some of South Africa's premier medical organisations and had passed his MMed in General Surgery and the Fellowship of the College of Surgeons of South Africa (FCS), both qualifications recognised by the Royal College of Physicians and Surgeons of Canada. He also a solid track record in managing diverse surgical cases in resource-limited settings, making him an excellent fit for the hospital’s needs with experience in all types of hospitals from tertiary to rural and remote.
Credentialing and Licensing : Our recruiters worked closely with the candidate and the College of Physicians and Surgeons of Newfoundland and Labrador to navigate the licensing process.
Relocation and Community Integration : The hospital and agency collaborated to support the surgeon and his family with housing, school enrollment for children, and introductions to the local community.
Professional Onboarding : A structured onboarding program, including mentorship from colleagues, helped the surgeon transition smoothly into the role and adapt to the Canadian healthcare system.

The Outcome

The recruitment was a resounding success, yielding numerous benefits for the hospital and community:

Improved Access to Care : The surgeon’s arrival augmented the existing team of surgeons and allowed the hospital to offer more consistent general surgery services, reducing wait times and patient transfers to urban centers.
Enhanced Team Stability : The addition of a skilled professional alleviated workload pressures on existing staff, improving morale and retention.
Community Impact : The surgeon and his family integrated well into the local community, fostering goodwill and strengthening the hospital’s reputation as an excellent employer.

Key Takeaways

This case highlights the value of international recruitment for addressing rural healthcare challenges. By leveraging global talent and providing robust support for relocation and integration, the hospital not only filled a critical vacancy but also ensured sustainable access to surgical care for its community.

For this Newfoundland hospital, the successful recruitment of a general surgeon from South Africa underscores the power of strategic partnerships and a commitment to rural healthcare excellence.

Next Steps

Further Insights

Review these resources for further information to enhance your search for candidates.

Case Study: Successfully Recruiting an Anatomical Pathologist from Israel for a Tertiary Pathology Lab in Auckland, New Zealand

Wed, 27 Nov 2024 11:11:52 GMT

New Zealand's pathology services faced a shortage of anatomical pathologists leading to reduced service capacity and a substantial backlog of cases. A dearth of international candidates did not help. A successful digital recruitment campaign sourced a candidate from Israel proving the laboratory with a highly qualified pathologist and the pathologist with fresh career opportunities.

Background

A leading tertiary pathology laboratory in Auckland, New Zealand, faced a critical shortage of anatomical pathologists. This shortage posed significant challenges in maintaining timely diagnostics and meeting patient care demands. Despite extensive local recruitment efforts, finding qualified specialists willing to relocate to Auckland proved difficult due to a limited talent pool and the high demand for pathologists globally.

The Challenge

Specialist Shortage : The lab required an experienced anatomical pathologist with a proven track record in advanced diagnostics and the ability to meet the demands of working in a busy tertiary hospital laboratory handling complex referrals from other hospitals within New Zealand and internationally.
Global Competition : The demand for anatomical pathologists worldwide made securing top talent particularly competitive.
Relocation Barriers : Candidates from abroad often faced challenges related to professional licensing, visa processes, and relocation logistics.
Medical Professional Registration: the successful pathologist candidate must be eligible for provisional vocational registration with the Medical Council of New Zealand . This is a lengthy process of assessment of experience and qualifications taking 3-6 months.

The Solution

The organisation partnered with Odyssey Recruitment, a specialised medical recruitment agency experienced in international medical recruitment. The agency employed a targeted approach to identify qualified candidates worldwide, focusing on professionals with strong academic and clinical credentials, flexibility to relocate, and experience working in high-pressure environments.

Through this effort, our recruiters identified a highly qualified anatomical pathologist from Israel, whose expertise aligned perfectly with the lab’s needs.

The Recruitment Process

Candidate Assessment : The pathologist’s extensive experience in anatomical pathology, academic contributions, and adaptability made him an ideal fit. Israel is ranked as a country with a comparable healthcare system to that of New Zealand by the Medical Council of New Zealand and the pathologist was keen to seek new career opportunities and a safe existence for his family, far from military conflict.
Licensing Support : Our recruiters facilitated the candidate’s registration with the Medical Council of New Zealand (MCNZ), ensuring a seamless transition to practice in New Zealand. This included assistance with the preparation of documents for submission and advice about the interview with the Royal Australian College of Pathologists.
Relocation Assistance : Comprehensive support was provided for visa applications, housing arrangements, car rental, international travel and shipping of goods and finally settling into Auckland, helping the candidate and his family transition smoothly to their new home.
Onboarding and Integration : The laboratory implemented a structured onboarding process, enabling the pathologist to adapt quickly and contribute effectively to the team.

The Outcome

The successful recruitment of the Israeli anatomical pathologist brought immediate and long-term benefits:

Enhanced Capacity : With an additional experienced and competent pathologist, the laboratory significantly reduced turnaround times for pathology reports, improving patient outcomes.
Team Strengthening : The new hire introduced fresh perspectives and capabilities to the pathology team. He found opportunities to enhance his skills in new fields in Auckland and is expected to expand the laboratory capabilities.
Sustained Growth : The success reinforced the laboratory’s confidence in leveraging international talent to address staffing challenges.

Key Takeaways

This case underscores the importance of proactive and strategic recruitment in addressing critical staffing shortages. By embracing digital recruitment technologies, professional networks and international talent followed up with the provision of comprehensive support, healthcare organisations can bridge staffing gaps, enhance service quality, and achieve sustainable growth.

For this Auckland pathology laboratory, the recruitment of an anatomical pathologist from Israel exemplifies the transformative impact of strategic global recruitment.

Next Steps

Interview Tips for Psychiatrists: How to Impress Your Interviewers

Sat, 23 Nov 2024 13:48:07 GMT

Psychiatry features strongly in the list of shortage medical specialities in most developed countries, offering excellent career prospects for those willing to pursue them. Preparing for a psychiatry job interview requires expert ability to showcase your expertise, interpersonal skills, and capacity to adapt to diverse clinical scenarios during a 45-60 minute interview. Here are some tips to impress your interviewers.

With vacancies in psychiatry at a high level, competition for jobs in this speciality is increasing and candidates must put some thought and time into the development of a strategy for their successful job search. Gone are the days of submitting a hastily drafted generic CV and turning up for interviews without preparation, confident that the number of vacancies exceeds the number of candidates available, making the offer of a job a virtual certainty, regardless of interview performance. More effort is now essential to defeat the competition.

We recommend a job search strategy focused on the selection of branches of psychiatry for specialist and subspecialist interests, the demonstration of the key skills required for a successful career and an expertly drafted CV to demonstrate these skills, or at least an understanding of them. In this article we shall focus on the final stage, that of the job interview. (General technological issues for remote interviews are covered in other articles .)

The Goals of the Psychiatry Job Interview

As with all job interviews, the interviewers wish to ensure that the candidate has the skills required for the position and career, the motivation to do the job well, or at a minimum competently, and the ability to work well with colleagues, often referred to as "cultural fit". In psychiatry, however, there are additional skills unique to the speciality and at variance with other branches of medicine. These are covered in other articles but can be summarised as the ability to think analytically, develop enhanced communication abilities and the capacity of assertive advocacy for patients and mental health services.

In addition to demonstrating possession of the above skills with clinical examples, the candidate must recognise that the interview is a two way process and use it to determine whether the job presents a suitable career opportunity. Regardless of a stellar interview performance and enthusiasm from an interview panel, if the job is not suitable, there is no point in pursuing it. Questions should be put to the interviewers to assess career development prospects, work schedules and scope of work.

1. Understand the Role and Organisation

Research Thoroughly: Learn about the mental health service, its mission, specialist services, patient demographics, and treatment approaches. Try to understand its goals and aspirations and find out about any projects or plans for new services or development of existing services. Study the job description, its responsibilities and alignment with the goals of the department. Try to ascertain if this job offers you the right career opportunity in terms of scope of work and career development to the extent possible from websites, job descriptions and personal contacts.
Tailor Your Responses: Highlight experiences and skills relevant to the psychiatry practice, such as working with similar patient populations or specific psychiatric treatments.

2. Prepare for Common Questions

Here are some questions you might encounter:

Why psychiatry? : Reflect on your motivations and passion for the field and show a genuine and convincing interest.
Why this hospital/clinic?: Provide a convincing answer as to your reasons for this choice.
Why this location?: Common when you are relocating for a job and deserves a rational and reasoned response
Career goals: A well thought out career plan is impressive
Clinical scenarios : Be ready to discuss case studies where you handled complex diagnoses or challenging patients.
Teamwork: Highlight experiences collaborating with interdisciplinary teams.
Self-care: Share strategies you use to manage stress and avoid burnout, demonstrating self-awareness.

Practice concise, structured answers using frameworks like STAR (Situation, Task, Action, Result) .

3. Showcase Your Clinical Expertise

Stay Updated: Be prepared to discuss recent advancements or controversies in psychiatry.
Cultural Competence: Highlight your ability to adapt care to diverse cultural and socioeconomic contexts.
Handling Stigma: Show sensitivity and strategies to help patients overcome the stigma related to mental health.

4. Highlight Soft Skills

Psychiatry requires excellent communication, empathy, and problem-solving skills:

Empathy: Share examples where your empathetic approach led to positive outcomes.
Conflict Resolution: Be ready to discuss managing conflicts, either with patients, families, or colleagues.
Patient Engagement: Demonstrate your ability to build trust and motivate patients to participate in their care.

5. Prepare Your Own Questions

Ask thoughtful questions to show interest and assess the fit of the job:
What is the typical patient demographic here?
What is the scope of practice?
How does the organisation handle work-life balance for its psychiatrists?
Are flexible work schedules available if sought?
Are there opportunities for professional growth, research or teaching?
Are there opportunities for subspecialist interests?
Are there options to take sabbatical leave?

6. Dress Professionally and Maintain Professionalism

Many interviews are conducted remotely with video technology, but the same principles apply as for on site interviews. The latter are preferable where possible given time and travel constraints because they offer an excellent opportunity to assess the healthcare facility and staff dynamics and culture.

Wear formal, professional attire.
Arrive early, be courteous to everyone, and maintain a confident yet approachable demeanor.

7. Follow Up

Send a thank-you email within 24 hours, expressing gratitude for the opportunity and reiterating your interest.

8. Practice Interview Techniques

Conduct mock interviews with a colleague or mentor.
Record yourself to review your tone, body language, and clarity.

Taking the time to review these tips and implement them in your job interviews can make the difference to your interview success rate.

What’s Next?

Take your career to the next level by registering your CV with Odyssey Recruitment. Our platform connects talented psychiatrists with top healthcare organisations worldwide.

Register Your CV: Showcase your qualifications and experience to potential employers.
Search for Jobs: Explore a range of opportunities tailored to your expertise and preferences.

Don’t miss out on your ideal role, register today and let us help you find the perfect match for your career aspirations!

Effective Time Management Techniques for Rural Medicine Practitioners

Fri, 22 Nov 2024 23:09:35 GMT

As recruitment experts in the international medical sector, our mission is to bridge the gap between exceptional talent and organisations in need and also to provide resources that will help doctors thrive in their new roles. In this article, we dwell upon a crucial topic, Time Management. Effective time management is crucial for rural medicine practitioners, who often face high patient volumes, limited resources, and diverse responsibilities. Here are practical techniques to maximize productivity and efficiency.

Tips and Techniques for Maximising Productivity

1. Prioritise and Plan Daily Tasks

Separate the urgent from the important.

Master the Eisenhower Matrix : This simple tool distinguishes between tasks that are urgent and important, tasks that are important but not urgent, tasks that are urgent but not important, and tasks that are neither urgent nor important.
Triaging: Use a triage system to prioritize patients based on urgency. This ensures critical cases receive attention first.
Time-blocking: Allocate specific time slots for consultations, administrative work, and follow-ups.
Use a checklist : Keep a daily task list to stay focused and track progress.

Tip: Reserve time for unexpected emergencies typical in rural practice.

2. Delegation: An Essential Skill in Medicine

Identifying Tasks: Understand which tasks can be delegated and which ones require your direct attention.
Clear Communication: Ensure tasks are being delegated with clear instructions for successful completion.
Supervision: Regularly follow up to ensure tasks are being executed properly.

3. Optimize Patient Flow

Efficient scheduling: Use appointment systems that limit overlaps and prevent bottlenecks. But also ensure there are breaks in between to avoid burnout.
Telemedicine: Implement virtual consultations for follow-ups or non-urgent cases to reduce clinic congestion.
Delegate effectively: Train nurses or assistants to handle routine tasks like patient history updates or basic screenings.

4. Streamline Documentation

Leverage technology: Use electronic medical records (EMRs) to minimize manual paperwork and retrieve patient histories quickly.
Templates and dictation tools: Employ pre-set templates or voice-to-text tools for faster documentation.

5. Build a Strong Support Network

Collaborative care: Partner with local health workers to share responsibilities and extend patient coverage.
Community involvement: Engage local organizations for logistical or non-medical support, such as organizing transport for referrals.

6. Continuous Self-Care

Set boundaries: Designate off-duty hours to prevent burnout.
Time for skill development: Regularly dedicate time for learning new techniques or technologies that improve efficiency.

7. Use Tools for Efficiency

Mobile apps: Tools like UpToDate or MDCalc can provide instant access to medical guidelines and calculators, saving time on decision-making.
Automated reminders: Set reminders for follow-ups or medication reviews to reduce reliance on memory.

8. Monitor and Reflect

Weekly reviews: Assess what worked and what didn’t to refine workflows.
Feedback loops: Regularly collect feedback from staff and patients to identify inefficiencies

9. Be Prepared: The Key to Efficiency

Plan Ahead: Think ahead and plan your day before it begins to maximise your productivity.
Prepare for the Unexpected: Be flexible in your schedule to accommodate emergency cases or last-minute changes.

By implementing these strategies, rural practitioners can better manage their time, improve patient outcomes, and maintain personal well-being.

Step into the Heart of Healthcare: Join Rural Medicine Today!

Are you ready to make a meaningful impact? Rural medicine offers a unique opportunity to connect deeply with communities, address diverse medical needs, and experience unparalleled professional growth. Here’s why you should apply:

Make a Difference: Your work in rural areas directly transforms lives, offering essential care to underserved communities.
Diverse Experiences: Build broad clinical expertise as you manage a wide range of conditions and emergencies.
Professional Growth: Access career-building incentives like relocation support, competitive salaries, and opportunities for leadership.
Life Beyond Medicine: Enjoy breathtaking landscapes, close-knit communities, and a slower pace of life.

Your skills are needed now more than ever! Be a part of something bigger, apply today for rural medical positions and take the first step toward a rewarding career.

Exploring Rural Medical Practice in Canada: Opportunities for GPs and Specialists

Fri, 22 Nov 2024 18:10:00 GMT

Are you a General Practitioner (GP) or a specialist doctor considering a move to a rural practice in Canada? Whether you are drawn to the serene landscapes, the chance to make a big impact on a community, or the opportunity to broaden your medical skills, rural healthcare settings can offer rewarding career experiences. However, rural medical practice comes with its own unique challenges, and it's important to understand both the opportunities and obstacles before making the leap.

In this article, we explore the landscape of rural medical practice in Canada, highlighting what to expect, the benefits, the challenges, and key considerations for those thinking about working in Canada’s rural and remote areas.

Why Choose Rural Medical Practice in Canada?

There is a lot to be said for rural medical practice. In addition to enjoying the peace and natural beauty of rural Canada, working in these areas offers a unique opportunity to expand your medical knowledge and practice across a broader scope. For international doctors, rural hospitals and clinics offer an increased chance of job search success with less local competition for jobs and a higher likelihood of obtaining sponsorship for a work permit, if needed.

The Advantages

1. Broader Scope of Practice

In rural areas, General Practitioners (GPs) and specialist doctors often take on more diverse roles and need an enhanced skill set.. If you are a GP, you might be handling everything from emergency care and minor surgeries to maternity care and mental health services. Rural specialists, in smaller clinics or hospitals, may find themselves performing procedures they might not have the chance to do in urban settings. For example, a general surgeon may perform caesarian sections and minor orthopaedic procedures whilst a rural GP might be responsible for delivering babies, managing trauma cases, or running a variety of specialty clinics, making rural medicine an excellent option for doctors looking to expand their skills and gain experience in different areas.

2. Building Close-Knit Relationships with Patients

Rural communities are often smaller, and physicians develop strong, long-term relationships with their patients. For many doctors, this sense of connection is one of the most rewarding aspects of rural practice. You will become an integral part of the community, and your ability to follow a patient’s journey over the years can be incredibly fulfilling.

3. Work-Life Balance and Lifestyle

Rural Canada offers a slower pace of life compared to larger urban centers. For those who enjoy outdoor activities, rural areas offer the chance to live near beautiful national parks, lakes, and forests, all while avoiding the hustle and bustle of city life. The cost of living can also be lower in rural areas, making it an attractive option for doctors who want more affordable housing options or the chance to live in a quieter environment.

4. Less Competition for Jobs and Work Permits

Jobs in rural areas tend to attract fewer local applicants than jobs in the urban medical practices and hospitals. By local applicants, we refer to Canadian citizens and permanent residents who do not require work permits, although they may not live in Canada at all. Employers in Canada can sponsor work permits only after a lengthy advertising campaign to market the opportunity to citizens and permanent residents (PRs) and if there are no takers, the international physician who needs a work permit may received sponsorship.

In the major cities, jobs are competitive and there are many instances when a citizen or PR will suddenly manifest and terminate the aspirations of the international doctor. This is less likely in the rural areas where recruitment processes can be swift with less chance of being knocked out at the final hurdle.

The Challenges of Rural Medical Practice

While rural medical practice can be rewarding, it also presents unique challenges that doctors need to be prepared for. Understanding these challenges is key to ensuring success and satisfaction in a rural setting.

1. Limited Access to Specialists and Resources

One of the most significant challenges in rural healthcare is the limited access to specialists and advanced medical resources. Many rural clinics and hospitals operate with fewer specialized staff, which can place a greater burden on GPs and generalists to manage cases outside their immediate expertise. However, telemedicine and telehealth services are becoming increasingly widespread, helping to bridge some of these gaps by connecting rural doctors with specialists in urban centers.

2. Workload and On-Call Requirements

In rural practice, doctors often take on a larger variety of medical issues, especially in smaller communities where there may be a limited number of healthcare professionals. You might find yourself handling emergency cases, doing after-hours care, or managing multiple aspects of a patient’s care. Rural GPs, in particular, often face demanding on-call schedules, and the responsibilities can be taxing.

Additionally, rural physicians may have to provide care in a wider range of settings, including remote locations and home visits, which can be both a challenge and a rewarding part of the job.

3. Physician Shortages and Recruitment

Rural areas in Canada often face chronic shortages of healthcare providers. This can result in high demands on the physicians who do work in these areas, contributing to stress and burnout. However, governments and healthcare organizations have introduced programs to incentivise physicians to practice in rural settings, including recruitment bonuses, relocation allowances, and loan forgiveness programs.

It’s also important to be prepared for a lower level of peer support, as rural practices may be smaller and have fewer colleagues to consult.

Incentives and Support for Rural Physicians

Recognizing the challenges of rural medicine, both the Canadian government and provincial healthcare authorities offer a variety of incentives to attract GPs and specialists to rural areas.

1. Financial Incentives

Many provinces offer financial incentives, such as:

Relocation and Retention Bonuses: These can include significant upfront payments for moving to rural areas and retention bonuses for staying long-term.
Loan Forgiveness Programs: Some regions provide financial assistance to help pay off medical school loans, easing the financial burden for physicians who commit to working in rural areas.
Higher Compensation: Depending on the province, rural physicians may receive higher salaries compared to their urban counterparts to help compensate for the additional workload and lifestyle changes.

2. Training and Development

Specialized Training for Rural Medicine: Programs are available that prepare physicians for the specific challenges of rural practice, including how to provide emergency care, manage diverse health conditions, and deliver rural-specific medical services.
Continued Professional Support: Rural physicians can access networks of support, continuing education opportunities, and collaboration with urban specialists via telemedicine and conferences.

3. Telemedicine and Remote Services

Advances in telemedicine are helping to make rural practice more manageable. Many rural areas now have access to remote consultations, enabling healthcare providers to seek advice from specialists in larger centers without requiring patient transfers. This has become particularly useful for mental health services, dermatology, and chronic disease management.

Ready to Take the Leap into Rural Medicine?

Rural medical practice in Canada offers a unique and rewarding career path for General Practitioners and specialists. While it presents challenges such as limited access to resources, increased workload, and physician shortages, the opportunity to expand your skills, make a meaningful impact in underserved communities, and enjoy a fulfilling lifestyle is unmatched. With increasing support from both provincial and federal programs, as well as the expansion of telemedicine, rural medicine continues to evolve, making it an exciting option for doctors looking to broaden their horizons.

If you are a General Practitioner or specialist doctor ready to embrace the unique challenges and rewards of rural medical practice in Canada, now is the perfect time to make your move. Whether you're looking to expand your skills, enjoy a better work-life balance, or make a lasting impact in underserved communities, rural practice offers exciting opportunities.

At Odyssey Recruitment, we specialize in connecting healthcare professionals with rewarding rural and remote practice opportunities across Canada. We understand the unique needs of rural medicine and can guide you through every step of the process, whether it's finding the right position, securing financial incentives, or helping you relocate.

Register with us today to explore the best rural job opportunities in Canada. Our expert team is here to match you with the perfect role that suits your skills, lifestyle, and career goals. Don’t miss out on the chance to take your medical career to new heights while making a real difference in communities that need you the most.

Innovative Technologies Shaping the Future of Rural Healthcare

Fri, 22 Nov 2024 14:30:46 GMT

As an experts in international medical recruitment, we note that rural and remote medical practice has generated increased demand for general practitioners, specialists in permanent and locum jobs and junior doctors seeking vocational training in this growing field. We are intrigued by developments in this sector. Today, we share some information about the cutting-edge technologies, from drones to wearables to Artificial Intelligence which are revolutionising healthcare and altering the access and delivery of healthcare in rural areas.

People living in regional and rural areas face unique challenges due to their geographical location and often have poorer health outcomes than people living in metropolitan areas, with higher rates of hospitalisations, deaths, injury, and poorer access to primary health services. Rural and remote areas have an estimated double the number of preventable hospitalisations and potentially avoidable deaths compared to metropolitan areas.

In Australia, around 7.3 million people or 28% of the population live in rural and remote regions and 32% of this demographic is Fist Nations Australians. According to the Australian Institute of Health and Welfare and the National Indigenous Australians Agency, First Nations Australians have lower life expectancies, a high burden of disease, poorer self-reported health and a higher likelihood of being hospitalised than non-Indigenous Australians. In Canada, the world's second largest country, 16% of the population live in rural areas.

It is no surprise that Australia leads the world in many important initiatives to address rural healthcare inequalities including the creation of Rural and Remote Medicine as a speciality and the development of new technologies, especially drones.

The Rise of Drones in Healthcare

Unmanned Aircraft Systems named d rones, once reserved only for military use, are now making a significant impact in healthcare by delivering lifesaving drugs, medical equipment, and supplies, thus providing immediate and vital assistance when and where it is needed most. Current drone technology is often limited by distance capacity but Australia has a plan to create a hydrogen-fuelled carbon-neutral VTOL UAV that can carry medical cargo, while providing unparalleled range.

The Wildu Aero Project Australia

One of the world's first medical drone projects is the Wildu Aero Project led by Associate Professor Dries Verstraete from the University of Sydney. A Dutch engineer, Dries, has developed a hydrogen-fueled, emissions free medical drone able to travel large distances, in partnership with ASAC Consultancy , a consultancy firm dedicated to bridging the gap in health inequalities, which has funded research and development for a hydrogen fuelled vertical take-off and landing (eVTOL) uncrewed aerial vehicle (UAV).

The medical drone is being designed to enable early detection, prevention, and treatment of health conditions common in rural and remote regions of Australia, such as sepsis, and to actively contribute to addressing the health inequities for some of Australia’s most vulnerable and isolated communities.

The Wildu Aero Project will complement local primary health networks, telehealth services, pathology services and pharmaceutical delivery. It will enable the use of other innovative technologies and support the function of emergency and disaster management operations, such as during infection outbreaks or when communities are cut off by floods.

Benefits of Telemedicine in Rural Healthcare

Telemedicine is widely used in rural medicine for remote consultations between doctors and patients and also increasingly between rural doctors and urban hospital specialists for real time advice on patient management. It uses video conferencing technologies to facilitate contact and has made a tremendous impact on rural medicine by improving access to preventative and curative healthcare and reducing the need for long distance travel. benefits include:

Improved Access to Healthcare Services
Remote consultations enable rural patients to consult specialists without the need for long-distance travel to urban hospitals which is especially important in areas where specialists are scarce or located far away. Virtual consultations allow for quicker responses to health concerns, preventing delays in diagnosis or treatment. Doctors can easily monitor and manage patients remotely, reducing waiting times for appointments. Telemedicine is especially useful to expand access to counseling and psychiatric care, which is crucial for communities that may otherwise struggle with mental health service availability.

Enhanced Continuity of Care

Telemedicine allows doctors to follow up with patients who suffer from chronic conditions (e.g., diabetes, hypertension) through remote monitoring devices. This ensures regular check-ups, medication adherence, and timely adjustments to treatment plans without requiring patients to travel long distances.

Reduction in Travel Time and Costs for Patients

For patients in remote rural areas, traveling to see a healthcare provider can be time-consuming and expensive. Telemedicine reduces the need for long journeys, lowering transportation costs and making healthcare more accessible. Patients can have virtual consultations from the comfort of their homes, improving their overall healthcare experience. This convenience can lead to better patient satisfaction and greater engagement in their own care.

Addressing Healthcare Workforce Shortages

Rural areas often struggle with a lack of medical specialists. Telemedicine helps bridge this gap by allowing rural doctors to consult with specialists virtually, ensuring that patients receive expert opinions and comprehensive care. It also fosters collaborative care models, where rural healthcare providers can easily consult with urban hospitals or medical centers, improving the quality of care in isolated areas. By enabling doctors to manage routine consultations remotely, telemedicine can help reduce the workload in rural clinics, preventing burnout and promoting better work-life balance for physicians.

Cost-Effective Healthcare Delivery

Telemedicine is more cost-effective than traditional in-person visits and reduces the overall costs of healthcare provision. It eliminates the need for physical office space, travel costs, and administrative overhead associated with in-person appointments. By offering regular remote check-ups and monitoring, telemedicine can help prevent complications and hospitalizations, ultimately saving costs for both patients and healthcare systems. Early detection through virtual visits can prevent the need for more expensive treatments later.

Flexibility and Convenience for Healthcare Providers

Doctors can expand their practice to a broader geographic area, reaching underserved populations without the need for a physical presence. This is particularly beneficial for specialists who are often in high demand. Virtual consultations can be scheduled more flexibly, allowing healthcare providers to manage their time better, avoid long waiting times, and optimize their day by balancing in-person and virtual appointments. Doctors can use telemedicine for routine check-ups or non-urgent cases (e.g., prescription refills, minor health concerns), enabling more face-to-face time for complex or emergency cases.

The Role of AI in Rural Healthcare

Artificial Intelligence (AI) is creating a silent revolution in rural health in which lies an unprecedented opportunity for the international development sector to break down the walls of disparity and deliver hope to communities long overlooked by modern medicine. There are five transformative AI opportunities which can redefine the very fabric of rural health.

1. AI-Powered Telemedicine Platforms

Low-bandwidth, AI-powered telemedicine platforms which can operate effectively in rural areas with limited connectivity can be designed to be accessible via basic smartphones and feature simplified user interfaces for both patients and healthcare providers. These facilitate seamless remote consultations and referrals, ensuring no community is left behind in accessing essential medical services.

2. Mobile Health Applications

AI-driven mobile health applications, like M-Tiba in Kenya can provide comprehensive healthcare services, from maternal and child health to chronic disease management, empowering rural populations to take control of their health through personalised and accessible digital solutions. These can be designed to work offline and feature interactive educational content, symptom checkers, and appointment scheduling functionalities.

3. Predictive Analytics and Diagnostics

AI-powered predictive analytics and diagnostics solutions such as the TB Detection Tool in India , can be used for disease prediction and early detection in resource-limited settings. The seamless integration of predictive analytics into existing healthcare frameworks, contributing to long-term sustainability.

4. Remote Monitoring and Wearable Devices

AI-driven remote monitoring and wearable devices, similar to the Pumani CPAP machine in Malawi are a valuable tool for improving healthcare in rural areas by providing real-time health data to doctors and patients. Remote monitoring devices can track vital signs like heart rate, blood pressure, and glucose levels, providing objective health data which allows doctors to monitor patients remotely and make clinical decisions. Their use has lead to improved clinical outcomes and reduced hospital readmissions proving their use as a cost-effective way to provide healthcare in rural areas.

5. Healthcare Robotics and Automation

AI-driven robotics and automation solutions like the Smart Glasses for Cataract Surgery in Nepal, are cost-effective robotic-assisted surgical systems which can be deployed in rural areas by training local healthcare workers on robotic-assisted procedures.

For rural healthcare, AI has transformative potential, offering remote patient monitoring and telehealth services, thus bridging the gap between limited healthcare access and the need for timely, critical care.

As telemedicine, artificial intelligence and drone technology continues to transform healthcare delivery in rural areas, there has never been a better time for doctors to explore opportunities in rural medical practice. Not only can you make a significant impact by bringing quality healthcare to underserved communities, but you can also benefit from the flexibility, professional growth, and technological advancements that these technologies offer.

Take action today:

Register for jobs in rural medical practice and become a part of the innovative future of healthcare.
Help bridge the healthcare gap by bringing much-needed services to areas where specialists and healthcare providers are in short supply.
Experience the fulfillment of making a difference while enjoying the benefits of telemedicine, including flexible work hours and the ability to manage patient care remotely.

Join the growing number of healthcare professionals who are leading the way in rural healthcare innovation. Register today and start your journey toward a rewarding career that makes an immediate impact.

The Pivotal Role of Rural and Remote Medicine Training Programmes

Thu, 21 Nov 2024 15:19:54 GMT

As recruiters specialising in the international medical sector, we understand the emerging trends in global healthcare and the increasing demand for specially trained competent doctors to work in the geographically rural and remote regions. It is our mission to support not only the organisations in need but also the talented physicians who are keen to advance their careers in this rewarding field.

Why Specialised Training in Rural and Remote Medicine Matters

We are all aware of the unique challenges and opportunities which are an integral part of practising medicine in rural and remote settings. The varied and complex clinical presentations often tax diagnostic skills and require both experience and relevant expertise to obtain successful outcomes. For general practitioners who wish to work in these areas, and for resident medical officers embarking upon careers in primary care, engaging in rural medicine training programmes can be a transformative experience. Let us delve into the advantages that such specialised training can bring to the forefront:

1. A Broader Scope of Practice

Versatile Skills

Rural medicine often requires practitioners to wear multiple hats and have a much broader range of skills that those of a general practitioner working in a standard urban practice. The ability to manage a wide range of emergency conditions, perform procedures, administer anaesthesia and manage snake bites and all sorts of trauma inflicted by machines, humans and wild animals is vital. Following initial patient stabilisation, the rural and remote general practitioner must follow up with competent decisions about patient transfer to urban hospitals or continued local management.

Special training programmes prepare the physician to handle a wider range of medical issues in healthcare facilities with limited resources, making the rural generalist an invaluable asset to rural communities. Dedicated postgraduate programs are run by the Royal Australasian College of General Practitioners and the Australian College of Rural and Remote Medicine. These offer accredited training and qualifications plus continuing professional development (CPD) to last an entire career.

Increased Autonomy

In remote areas, access to resources can be limited and specialist opinion far away. Hospitals and clinics are small with few in patient beds (average 10-50) and restricted laboratory and radiological support. This creates a genuine need for self-reliance and decision-making confidence, both of which are honed through the specialist rural and remote medicine programmes.

2. Personal and Professional Growth

In-Depth Learning

The close knit nature of rural and remote healthcare settings offers the physician an unique perspective on disease processes and patient care in an intensive learning environment fostering a deeper understanding of community health and the impact of primary medical care at basic and enhanced levels.

Leadership Opportunities

Structured rural and remote medicine programmes pave the way for leadership roles, as they prepare the rural generalist physician to assume leadership of the healthcare services and multi-professional team.

3. Societal Impact

Community Connection

The rural generalist physician has more time to develop long standing patient relationships than the urban GP, fostering trust and enhancing the role of holistic care of both patient and community.

Addressing Healthcare Inequity

By building enhanced primary medical skills to serve underrepresented areas, the rural generalist provides a crucial role in proving medical care and reducing the inequalities of healthcare access and outcomes.

Bridging the Gap with Rural Training

The benefits of rural and remote medical training extend far beyond the individual physician. They substantially contribute to the sustainability of healthcare systems across regions and countries and ensure equitable access to medical services.

Enhanced Access to Care

Since their inception, the rural and remote medicine programs have produced a large group of rural generalist physicians and many resident medical officers enthusiastically following in their footsteps, eager to embrace the challenges and experiences of

working in remote hospitals and clinics, many just recently built to accommodate their practice. Assisted by telemedicine and other innovations, they are bringing preventative and curative medical services to communities which never have the privilege of these before.

Creating Resilient Healthcare Systems

Skilled professionals in working in rural areas leads to stronger healthcare infrastructure, crucial for the well-being of regional populations. It also creates the incentive to innovate and improve the medical services with new technologies. Rural generalist physicians have advanced the services they provide from primary care and preventative medicine to secondary care with many physicians practising anaesthesia for visiting surgeons, obstetrics and emergency medicine and even managing in patients.

Why Invest in Rural and Remote Medicine Training

For doctors seeking a career in primary care, rural and remote medical training offers a pathway to augment skills with aspects of secondary care and provide more comprehensive and satisfying patient care. If you have an interest in anaesthesia, obstetrics or emergency medicine, you can develop your expertise in these fields. There is also the unparalleled satisfaction in knowing that your skills directly contribute to improving health outcomes in communities which might otherwise be neglected.

For those who seek not just a job, but a fulfilling career with a sense of purpose, rural medicine offers a unique proposition. If you are pondering the next steps in your professional journey, consider the profound impact you could make through rural medicine training programmes.

Take the Leap

Embracing the path of rural medicine could be the defining step in a gratifying career. If you are interested in exploring the myriad opportunities that await in this dynamic and essential field, we encourage you to reach out . Together, we can pave the way for your success and the betterment of rural healthcare services.

If this resonates with you, and you're looking to elevate your career in a meaningful direction, please feel free to contact us. We are here to guide you towards making informed choices in your professional life, and it would be our privilege to assist you on your journey into the heart of rural medicine.

Rural and Remote Medicine: An Adventure in the Great Outdoors

Wed, 20 Nov 2024 21:30:39 GMT

Have you ever considered the possibility of intertwining your medical career with the love for nature and lush landscapes? Let us explore the captivating opportunities that rural and remote medicine in Australia and New Zealand has to offer.

Rural and Remote Medicine and its Unique Charm

Many may not think of rural and remote medicine as an adventurous route, yet it can be an exciting journey into the great outdoors. Besides the primary responsibility of providing effective healthcare to populations resident in geographically isolated areas, rural and remote medicine practitioners often find unexpected delights and recreational experiences in Australia and New Zealand's breathtaking landscapes.

Exciting Outdoor Experiences

Practising rural and remote medicine doesn’t just offer professional satisfaction, you could be enjoying a delightful meal while marveling at Australia's mesmerising sunsets or hiking amidst New Zealand's stunning mountain vistas during your breaks! Here are some of the activities you could enjoy:

1. Outdoor Adventuring

Adventure awaits at every corner. Whether it's surfing on glittering Aussie beaches or mountain biking in New Zealand's exhilarating terrain, there is a vast range of outdoor pursuits across both countries. Here are a few to consider:

cycling
mountain biking
hiking
trail running
mountaineering
off road driving
kayaking
canyoning
ziplining
heli-skiing
zorb
bungy
caving
rafting
jet boating
sky diving

2. Wildlife Encounters

Experience close encounters with Australia's diverse wildlife or watch New Zealand's majestic whales in their natural habitat. Other animals to meet are:

blue penguins
dolphins
kiwi chicks
glow worms
albatross
yellow eyed penguins
gannets
kangaroos and koalas

3. Cultural Exploration

Deep dive into indigenous cultures or attend traditional Maori gatherings in New Zealand. Now that's a life experience unlike any other!

The Benefits of a Rural and Remote Medicine Career

Embracing a career in rural and remote medicine not only opens doors to these enchanting experiences, it also presents opportunities for professional growth in this new subspeciality of primary care.

1. Community Impact

The work of the rural and remote general practitioner contributes significantly towards improving healthcare access and outcomes for countless individuals and communities which otherwise would have very limited access to it. Rural and remote physicians enable patients to be treated in their communities and reduce the need for long distance travel, both for patients and their families.

2. Career Development

With a career path of its own and specialist accreditation, rural and remote medicine is recognised as an integral subspeciality of general practice with its own colleges, the Australian College of Rural and Remote Medicine and the Royal Australasian College of General Practitioners which provide structured specialist training, qualifications and continued professional development (CPD). Both colleges provide enhanced training over and above the general practice training with a special focus on emergency medicine.

Overcoming the unique challenges of rural and remote medicine can be greatly rewarding, enhancing both skill set and career prospects.

3. Flexible Work Schedules

Flexible work schedules allow extended time off duty with the opportunity to pursue other interests, enjoy the natural beauty of the rural environment and relax, reducing the incidence of stress and burnout encountered by many doctors working in busy hospitals.

4. Network Expansion

Working in rural areas provides an opportunity to connect with other professionals and like minded individuals within this new and growing field.

Rural medicine is not just a job, it is a lifestyle filled with adventure! As recruiters within the industry, we understand the exceptional opportunities these roles can offer and we are dedicated to bridging the gap between these rewarding career pathways and the skilled professionals needed to fill them.

Are you a General Practitioner or a Resident Medical Officer seeking a new career direction that balances your love for medicine with a taste for adventure? Don’t miss out on the chance to embark on this rewarding journey! Connect with us today to explore incredible opportunities in rural medicine. Together, let’s make a meaningful difference and experience the adventure of a lifetime.

Addressing the Doctor Shortage in Rural Areas

Wed, 20 Nov 2024 13:22:58 GMT

In recent years, the shortage of doctors in rural areas has become a critical issue, significantly impacting the quality of healthcare for communities living outside urban centres. Understanding the reasons behind this and exploring potential solutions is crucial for both healthcare professionals considering a role in rural medicine and organisations striving to deliver comprehensive care.

The Reality of Rural Staffing

Rural and remote medicine is a lifeline for communities which are situated far from the hustle and bustle of cities and large hospitals. Yet, despite its importance, most countries are facing a perplexing shortfall in medical professionals eager to take up roles in these areas.

Reasons for The Shortage

Several factors contribute to this reluctance of doctors to practice in rural and remote locations:

1. Professional Isolation

Doctors in rural settings often work in small practices or hospitals (less than 50 beds) which can lead to a sense of professional isolation and limited career progression opportunities. There are few colleagues to consult for support or second opinions and specialist back up may be a considerable distance away and not readily available. This places doctors in a position where they must manage complex medical cases and serious trauma alone.

General Practitioners (GPs) and other physicians working in remote healthcare facilities often have to make urgent and difficult decisions about patient referral and transfer to urban hospitals for specialist care, balancing the patient need with the exorbitant costs of the patient transfer over long distances, usually by air. This requires lengthy experience and confidence in one's own capabilities.

2. Clinical Complexity

The sense of professional isolation is compounded with the issue touched upon above, that of managing difficult and complicated medical disorders. Far from the cities where most patients benefit from readily available medical care and preventative advice and present with relatively straightforward conditions, rural patients often pose a considerable diagnostic challenge. Lack of healthcare access, self neglect and delays in seeking treatment results in advanced and complicated disease. Doctors working in remote areas regularly see gross, untreated disease and serious trauma (snake bites etc) which is rare in the urban areas.

For some doctors this is a rewarding challenge and unrivalled opportunity to enhance diagnostic and procedural skills and rapidly gain confidence in managing patients with a broad range of clinical conditions. For others it is a challenge too far and exceeds their comfort zone.

3. Resource Limitations

Rural and remote hospitals lack the resources of large city hospitals, even when modern and well equipped. Shortages of staff and range of equipment places limitations on the medical care which can be provided. This leads to frequent patient transfers to larger hospitals.

4. Restricted Educational Opportunities

Limited access to continued professional development or training programmes can be a disincentive for doctors looking to advance their careers. Local educational resources are often basic and attendance at national or international events involves time consuming travel.

5. Stress and Burnout

The high workload, complex clinical challenges and the pressure of being one of the few healthcare providers can affect personal lives and lead to excessive stress and eventual burnout.

6. Family and Social Issues

Working in a rural or remote area means living locally and this can be problematic for a doctor's family. Schooling options are limited and may require travel across long distances. The local housing stock may be in short supply and even inadequate and the options for cultural pursuits and hobbies restricted. Even if a doctor relishes the challenges of this work, his family may resist the lifestyle.

Forging a Path to Solutions

Rural and remote healthcare organisations face severe, often seemingly insurmountable, challenges to recruitment. But finding solutions is essential if the healthcare inequalities are to be addressed in a meaningful way.

1. Incentivise Rural Practice

Financial incentives can be effective in attracting doctors to rural areas, even if only for a limited time. The following are examples which are often used successfully:

higher rates of pay - at a significant rate above national rates
sign up bonuses - a one off payment at the start of a contract
rural bonuses - annual payments for working in hard to fill jobs
retention bonuses - paid after a defined amount of service, usually annually
relocation packages - refund expenses of moving and finding local accommodation
relocation services - assist doctors to find accommodation, cars and schools
loan repayment programmes - repayment of student loans
reduced moratoriums- reduction of geographical practice restrictions for time spent in rural areas

2. Enhance Professional Support Available

Initiatives to combat professional isolation and increase the availability of appropriate support are immensely helpful and include:

telemedicine - rapid, secure connections to specialists in city hospitals for immediate advice
networking opportunities - provide a sense of community and shared purpose
mentorship programs - more senior and experienced physicians can provide valuable advice

3. Create Flexible Work Schedules

Flexible work rotas which permit extended time off duty provide more time for rest and educational activities. This reduces the incidence of stress related disorders and burnout. Longer shifts worked in series with leave allows doctors to return to family homes in the cities.

4. Promote Continuing Professional Development

The inauguration of the Australian College of Rural and Remote Medicine and development of the rural and remote medical fellowships within the Royal Australasian College of General Practitioners has created the distinct medical speciality of Rural and Remote Medicine as a subspeciality of primary care medicine with its own training programs, specialist accreditation and continuing professional development (CPD) programs which are tailored to the development of the enhanced skills required by the rural generalist physicians.

These programs prepare doctors for the unfamiliar clinical presentations which they will meet whilst working off the beaten track and give them the confidence to manage them whilst the award of dedicated formal qualifications elevates the status of the field. The Colleges and their associated educational structures have created fresh career opportunities for doctors who wish to progress in clinical or academic practice.

The Essential Role of Recruitment

As recruiters specialising in the rural and remote medicine sector, we see the value in offering a bespoke matchmaking service which ensures a perfect fit for both the organisation and the professional. Establishing a successful and fulfilling career in rural medicine is a commitment and a path we are dedicated to facilitating with expertise and genuine care.

Looking Forward

The journey towards resolving the doctor shortage in rural areas is not a simple one. It is nuanced, challenging, and requires innovation in recruitment, retention strategies, and support systems. But it is possible, and with the right approach, incredibly rewarding.

If you are a General Practitioner or Rural Medicine Physician considering your next career move, or a rural healthcare organisation looking to address staffing challenges, please contact us . Together, we can explore how your skills and aspirations can meet the needs of communities who need them most and how we can support you in overcoming the hurdles that come with rural healthcare.

Further Insights

Review our r esources for further information and insights to assist your search for a job or for doctors to work in rural hospitals.

The Importance of Rural and Remote Medicine: Focus on Australia and New Zealand

Tue, 19 Nov 2024 19:03:53 GMT

As proficient recruiters in the international medical sector, we have a strong interest in the variation in medical practice observed in different countries across the world. Our role is to find suitably qualified doctors who are motivated to work in these positions and relish the opportunities as well as the challenges which they present.

In this article we take a look at the speciality of Rural and Remote Medicine which is unique to Australia and New Zealand and offers interesting careers to general practitioners and specialist physicians.

Access to Healthcare in Underserved Areas

In the wake of modernisation, many of us enjoy the perks of urban living, including easy access to healthcare facilities. However, the same cannot be said for our fellow citizens living in rural or remote regions of Australia and New Zealand where isolated communities lack adequate healthcare and suffer the consequences. Considerable health disparities result from the failure to prevent and treat easily curable diseases.

The speciality of Rural and Remote Medicine plays an indispensable role in bridging this divide, providing much-needed healthcare services to populations which are often overlooked.

Tackling The Distance

One of the significant challenges of remote medicine is the sheer distance between medical facilities and patients. Physicians specialising in rural and remote medicine are trained to overcome this hurdle, ensuring timely medical care for those who need it most.

Remote doctors often travel to reach patients, defying tough terrains and harsh weather conditions.
They also embrace modern communication technologies to provide telemedicine services, where patients are diagnosed and treated over the phone or via video consultations.

Broad-Spectrum Care

A distinctive characteristic of rural and remote medicine is its broad approach to healthcare. Due to the limited number of doctors in these areas, they have developed the skills to treat a wide range of conditions.

Instead of focusing on a particular specialty, remote physicians are akin to 'medical generalists'.
They are skilled in numerous areas of medicine – from paediatrics to geriatrics, from public health to emergency medicine.

The two Australian colleges which train primary care physicians have developed programs to address these challenges. These are the Australian College of Rural and Remote Medicine and the Royal Australian College of General Practitioners.

The Australian College of Rural and Remote Medicine

The Australian College of Rural and Remote Medicine (ACRRM) is a specialist medical college accredited by the Australian Medical Council (AMC) for setting professional medical standards for training, assessment, certification and continuing professional development in the specialty of general practice. It is the only College in Australia dedicated to rural and remote medicine, and plays an important role in supporting junior doctors and medical students considering a career in rural medicine.

It is committed to delivering sustainable, high-quality health services to rural and remote communities by providing:

Quality education programs
Innovative support, and
Strong representation for doctors who serve those communities.

Recognition of Rural and Remote Medicine as a Medical Specialty

The process of creating the speciality of Rural and Remote Medicine was a lengthy path obstructed by many hurdles, mainly political. Its story starts in 1987, with the formation of the Rural Doctors Association of New South Wales followed in 1991 by its national counterpart, the Rural Doctors Association of Australia (RDAA).

In 1991, the RDAA was instrumental in convening the first National Rural Health Conference (NRHC), the recommendations from which, led to establishment of the original Rural Health Training Units, the National Rural Health Alliance (NRHA), and to Government support for a dedicated rural medical training program.

In 1992 the RDAA procured a Government grant to develop a rural medical training pathway to incorporate advanced curricula in the specialist fields of anaesthesia, surgery and obstetrics. Following negotiations to secure a 'Faculty of Rural Medicine' and a 'Fellowship of the Faculty of Rural Medicine' within the RACGP, RDAA in a plebiscite, agreed to hand over its advanced skills curricula to the RACGP to form the basis for a discrete rural training pathway incorporating these skills.

A series of decisions by the RACGP Council however overturned this approach and resulted in the disillusionment and resignation of many rural RACGP members, eventually including eight of the ten RACGP Rural Faculty board members. In particular, the title, 'Faculty of Rural Medicine' was rejected in favour of 'Rural Faculty' and the proposed dedicated Rural Fellowship training pathway was replaced with a 'Graduate Diploma of Rural General Practice', a 12-month "add-on" qualification on top of the generic RACGP Fellowship.

In 1995 a second national plebiscite of rural medical practitioners voted by a ratio of 2:1 to establish a separate college to foster Rural and Remote Medicine as a distinct model of medical practice. The Australian College of Rural and Remote Medicine (ACRRM) was incorporated in March 1997.

The ACRRM Primary Curriculum in Rural and Remote Medicine (Edition 1) was published in 1998. Fellowship criteria were advertised to foundation members in 1998 and, in the same year, ACRRM's rural training pathways and the commencement of a continuing development program in Rural and Remote Medicine were established.

In 2005, the College applied through the newly established Australian Medical Council (AMC) process, for recognition of Rural and Remote Medicine as a medical specialty. The then Commonwealth Minister for Health and Ageing, Hon Tony Abbott MP, determined that the application would not be accepted and that the College was to be supported to prepare its programs for accreditation within the specialty of general practice. The Commonwealth Government provided financial assistance to the College to further develop its programs to meet AMC accreditation standards.

In 2007, following a comprehensive assessment process, the College was awarded provisional AMC accreditation as a medical college within the discipline of general practice and recognised in Medicare legislation which permitted payment of general practitioners for their services.

In 2011, after further extensive assessment, the College was awarded full AMC accreditation and in 2012 gained membership of the Australian Council of Presidents Medical Colleges. The ACRRM became the first Australian medical college to be fully assessed and accredited under the newly-established and substantively more rigorous AMC accreditation framework. It was also the first to be accredited as one of two colleges setting practice and education standards within the same specialty.

Since that time, the College has maintained its full AMC accreditation status.

The ACRRM is thus the professional home of Rural Generalist Medicine and the ACRRM Fellowship (FACRRM) is designed to describe the professional standards for excellence in Rural Generalist practice. The College is committed to building a thriving workforce of Rural Generalists across rural and remote Australia. These specialist general practitioners are trained to bring a broad set of advanced skilled services to people living rural and remote communities.

Rural Generalist Medicine

Rural Generalist Medicine is the provision of a broad scope of medical care by a doctor in the rural context that encompasses the following:

Comprehensive primary care for individuals, families and communities
Hospital in-patient care and/or related secondary medical care in the institutional, home or ambulatory setting
Emergency care
Extended and evolving service in one or more areas of focused cognitive and/or procedural practice as required to sustain needed health services locally among a network of colleagues
A population health approach that is relevant to the community

The Rural Generalist Medical Practitioner

A Rural Generalist medical practitioner is a General Practitioner who has specific expertise in providing medical care for rural and remote or isolated communities. The Rural Generalist medical practitioner works as part of a multi-professional and multi-disciplinary team of colleagues, both local and distant, to provide services within a ‘system of care’ that is aligned and responsive to community needs. This requires an understanding of the diverse needs of rural communities which includes applying a population approach, providing safe primary, secondary and emergency care, culturally engaged Aboriginal and Torres Strait Islander peoples’ health care as required, and providing specialised medical care in at least one additional discipline.

The Royal Australasian College of General Practitioners

The Royal Australian College of General Practitioners (RACGP) is the voice of over 40,000 general practitioners (GPs) in the growing cities and throughout rural and remote Australia and internationally. It is the professional body for GPs in Australia and is responsible for maintaining standards for quality clinical practice, education and training, and research in Australian general practice. The RACGP develops resources and guidelines, advocates for GPs on issues that affect their practice, and develops standards that general practices use to ensure high quality healthcare.

There are nine faculties within the RACGP, representing different geographical regions and special interest groups.

Six geographical faculties serve the needs of members practising in their respective regions; Western Australia, Victoria, Queensland, Tasmania, South Australia & Northern Territory and New South Wales & Australian Capital Territory.
RACGP Rural supports and advocates for GPs working in rural and remote communities across Australia.
RACGP Aboriginal and Torres Strait Islander Health was formed as part of the RACGP's commitment to raising awareness of Aboriginal and Torres Strait Islander health needs, and therefore to help 'close the gap'.
RACGP Specific Interests was established in 2008 to recognise the additional interest and expertise held by GPs in selected areas of general practice. RACGP Specific Interests facilitates GP members practising in these areas to promote the area of specific interest and to share and develop related knowledge and materials.

The RACGP Rural Generalist (RG)Fellowship

The Rural Generalist Fellowship is awarded in addition to the vocational Fellowship of the RACGP (FRACGP). It recognises the uniquely diverse set of skills and knowledge required to work in rural general practice and is a four-year FTE program which is completed in addition to the FRACGP.

The RG Fellowship is available to:

Registrars in the Australian General Practice Training (AGPT) program, Fellowship Support Program (FSP) and the Remote Vocational Training Scheme (RVTS)
Practicing GPs who have already been admitted as FRACGP (this may take a further 2 years of training unless prior experience is recognised.)

Fellowship in Advanced Rural General Practice (FARGP)

This is a 6 year training program which combines the standard 3 year FRACP training with a further 3 years of training in emergency medicine and rural medicine.

Opportunities in Rural and Remote Medicine

GPs who hold relevant qualifications and experience in rural and remote medicine are highly sought after for permanent and locum positions across all states in Australia and at rural hospitals in New Zealand. This field is not only crucial for healthcare accessibility in underserved regions but also a testament to the resilience and versatility of its physicians.

As we continue our dialogue about rural and remote medicine, we look to the very individuals who keep this sector alive – you, the General Practitioners and Rural Medicine Physicians who tirelessly cover miles and expand your professional skills to maintain the health and well-being of our remote communities.

We are here to support your career growth, providing opportunities which resonate with your skills while contributing to the broader goal of enhancing rural and remote healthcare. If you are a physician passionate about remote healthcare, I invite you to pour your dedication and skills into the rural and remote areas of Australia and New Zealand. Why not take the next step and explore the career possibilities available to you today? Contact us now, and together we can bridge the gap to your successful career.

The Role of Emergency Medicine Physicians in New Zealand: A Comprehensive Guide

Tue, 19 Nov 2024 13:57:36 GMT

As a trusted voice and thought-leader in the medical recruitment industry, we are often asked about career opportunities in different medical specialities and countries. One role which has seen significant interest lately is that of emergency medicine physicians in New Zealand. In this article we take a detailed look at this role, with a focus on the responsibilities, qualifications, and opportunities available.

Responsibilities of Emergency Medicine Physicians

Emergency Medicine Physicians play a crucial role in the healthcare system in New Zealand. The emergency department of each hospital is the entry point to hospital care for most patients presenting with acute conditions or injuries. It is open 24/7 and receives a large number of patients daily. Patients are either brought in by emergency ambulances, referred by GPs or simply turn up by themselves without prior referral. They present with a wide range of conditions and each requires careful assessment before referral to other medical specialists or discharge home. Litigation for medical malpractice is a high risk.

The emergency medicine physician is a high risk and fast paced role which requires a broad range of clinical skills, adaptability and resilience. Recognised as a distinct medical speciality in New Zealand, emergency medicine shares a college with Australia, the Australasian College for Emergency Medicine (ACEM). The ACEM is responsible for oversight of all emergency medicine specialist training programs, the specialist exam called Fellowship and continuing medical education (CME). Fellows use the qualification FACEM to indicate that they are fully trained and accredited emergency medicine physicians.

The responsibilities of this demanding profession encompass the clinical, leadership, educational and management spheres.

1. Clinical Leadership

First and foremost, emergency medicine physicians lead the clinical teams tasked with the management of patients presenting to the emergency department. The clinical team consists of FACEMs plus resident medical officers (house officers and registrars) who are a mix of pre-vocational and vocational trainees. Some of the medical officers are formal ACEM trainees at a basic or advanced level, but others are trainees in different specialities including anaesthesia and intensive care medicine.

Some general practitioners who specialise in emergency medicine are rostered to work shifts in emergency departments and are included in the clinical team working under the delegated authority of the FACEMs. The work schedule in most hospitals is shift based in contrast with the standard work schedule of the other medical specialties (ie the 40 hour week plus on call duties). Shifts may be 12 hours or less and include day, evening and night shifts.

During each shift, the emergency medicine specialist (FACEM) is responsible for the performance of the clinical team and must ensure that each patient presenting to the emergency department receives optimal medical care. The FACEM must define the goals for the team, delegate tasks appropriate to the ability of each doctor and and ensure that all team members have clear objectives, defined tasks and lines of communication. Finally the FACEM must assess clinical outcomes and re-evaluate team performance and procedures.

2. Clinical Patient Care

The emergency medicine physicians are responsible for managing all patients in the emergency department until discharge home or transfer to another hospital department. They manage patients who require urgent or emergency treatment and often present as undifferentiated emergencies with complex clinical presentations. They are responsible for the initial evaluation of the patient, the formulation of a diagnosis or differential diagnosis and a treatment plan which may result in the patient's discharge home or into the hands of another hospital specialist.

The job is demanding, often stressful, and requires considerable resilience, adaptability and expertise in different clinical fields. Duties frequently include:

Rapid Decision Making : rapid decisions to decide the best course of action available in a medical emergency, often made with limited information.
Life-saving Interventions : perform emergency resuscitation procedures and interventions to stabilise patients whilst awaiting transfer to intensive care units.
Procedural competency: capabilities to perform a range of clinical interventions including central line insertion, arterial blood sampling, ultrasound, lumbar puncture, thoracotomy, arterial line placement and wound suturing.
Liaising with other Departments : co-ordinate with other departments and specialists within the hospital setting for comprehensive patient care.

3. Service Design and Development

Emergency medicine physicians have an integral role in the design and implementation of emergency medicine services. This includes the modeling and remodeling of services according to the patient demographics and case load of the emergency department and the clinical outcomes achieved. This requires performing audits of service indicators and adjusting procedures accordingly. It may involve the development of new skills to be performed in the emergency department or the requirement for new equipment or technologies.

4. Clinical Supervision and Assessments

Emergency medicine physicians are responsible for the clinical skills development of the resident medical officers, FACEM trainees and non FACEM trainees alike. They provide clinical instruction in the assessment and management of all types of emergencies and clinical presentations, the performance of resuscitation and relevant procedures and conduct formal and informal assessments of the progress of their protegees.

5. Medical Education

Undergraduate and postgraduate education in emergency medicine is provided by emergency medicine physicians working in both clinical and academic positions. Medical students from the universities of Otago and Auckland traverse both islands of New Zealand for clinical attachments at emergency departments, rural and urban, where they are enrolled for their tuition in the speciality.

FACEMs work on the vocational training program and the CME activities with the ACEM to devise some of the world's most prestigious specialist education and qualifications in the field.

6. Mentorship

Emergency medicine is a highly demanding discipline which provides constant variety and challenges. Medical students and junior doctors contemplating or embarking on this career pathway benefit from the mentorship which established emergency medicine physicians can offer.

Qualifications Required

To become an emergency medicine physician in New Zealand, a robust 4 stage educational pathway is necessary:

Medical Degree : This is a basic requirement, usually taking 5- 6 years of study.
Pre-Vocational Training : This follows the medical degree and involves working in a hospital setting under supervision rotating through a variety of surgical and medical specialities for 2 years.
Vocational Training: Finally, a further 5 years of specialist training in emergency medicine is undertaken followed by the fellowship exams of the Australasian College for Emergency Medicine (ACEM). Fellows use the qualification FACEM to indicate that they are fully trained and accredited emergency medicine physicians.
Continuing Medical Education : This career long stage of learning is essential to maintain specialist accreditation. The physician enrolls in the ACEM CME program to obtain a minimum number of credits annually.

Opportunities in New Zealand

If you are an emergency physician, why consider New Zealand? Whilst there are many openings for physicians qualified in this field across the world, New Zealand comes out as one of the leading destinations. Here is why:

Career Opportunities : a high demand for emergency medicine physicians in both urban and rural settings has created a wide range of career opportunities to suit all interests.
Competitive Salary Packages : competitive salaries alongside robust benefits and job security.
Lifestyle : In New Zealand, there's an unparalleled work-life balance, allowing professionals to fully enjoy the country's stunning landscapes and dynamic cultural environment.

Given the above, it is clear that a role as an emergency medicine physician in New Zealand offers a rewarding and fulfilling career, both professionally and personally. We hope this post has provided valuable insight into this field. If you are interested in learning more about such opportunities or you are considering a career move, please contact us. We are here to help connect exceptional talent with outstanding opportunities!

In the words of Henry Ford, "Coming together is a beginning; keeping together is progress; working together is success". Let's take that first step together towards your career success.

Further Insights

Why not take the next step and explore the career possibilities available to you today?

Crafting a Standout CV for Emergency Medicine Careers in New Zealand

Fri, 15 Nov 2024 19:16:04 GMT

As recruitment experts specialising in the international medical and healthcare market, we understand the power of a well-crafted CV in landing your ideal emergency medicine position in New Zealand. Whether you are an experienced physician or preparing for your first foray into specialist emergency medicine physician jobs, this blog post is designed to guide you through the drafting of a compelling CV which showcases your talents, skills, and accomplishments.

`Understanding the New Zealand Medical Landscape`

Before we dive into the nuts and bolts of CV building, it is crucial to appreciate the nuances of the New Zealand healthcare system. The single public healthcare organisation, Health New Zealand, provides almost two thirds of medical care to New Zealand citizens and residents and this includes the majority of emergency medicine practice, particularly trauma and serious medical emergencies. Urgent care clinics and general practice clinics manage less serious emergency conditions.

Emergency medicine in New Zealand is well established as a specialist field of medicine. Postgraduate training and continuing medical education (CME) is overseen by the Australasian College for Emergency Medicine (ACEM). Upon completion of vocational training, emergency medicine specialists become Fellows of ACEM with the designation FACEM.

Emergency medicine is a dynamic, innovative and progressive branch of medicine which plays a vital frontline role in the healthcare system. With opportunities in both public and private healthcare settings in urban and rural hospitals there are plenty of career opportunities across North and South Islands. A CV that resonates with this unique context will certainly set you apart and stand you in good stead for securing an interview.

`The Anatomy of a Successful Emergency Medicine CV`

Tailoring Your CV to the Role

Your CV should be a testament to your suitability for an emergency medicine physician position, reflecting a blend of clinical expertise and the personal attributes necessary to thrive in such a high-intensity field. Let us break down the essential elements:

`Contact Information`

Full name
Professional title (e.g., Emergency Medicine Physician)
Phone number
Email address
Home address
Date of Birth (required for most countries, particularly where there are age restrictions for immigration or employment purposes)
Nationality (important to prove right to work or for immigration eligibility)
Professional networking profile (e.g., LinkedIn)

`Professional Summary`

Draft a concise statement which captures your career objectives, key skills, achievements and career goals. This should be customised for each role you apply for, ensuring it aligns with the job specifics and the employer's ethos.

`Education and Qualifications`

List your medical degree, and any additional degrees or qualifications along with any fellowships, specialisations, certifications, or relevant training. For each qualifications include the following details:

Institution name
Degree earned
Dates of attendance
Honours, prizes, awards or distinctions

You should include all qualifications which are essential for the job and others which are not essential but enhance your application;

medical degree
FACEM or equivalent specialist qualification in emergency medicine plus revalidation dates if appropriate
BLS/ ALS / ATLS - all relevant resuscitation certifications
BSc, MD, PhD (generally not essential except for academic jobs but demonstrate educational achievements)

`Professional Registration`

Add details of each professional registration or medical practice licence which you hold or have held throughout your career. listing the following:

regulatory authority
category of licence ie. specialist, general
number
status ie active, inactive

`Work Experience`

List your roles in reverse chronological order from the date of leaving medical school, with your current position at the top of the list. Include the following information:

Job title
Hospital or clinic name
Location
Dates of employment
Responsibilities and achievements

Quantify your accomplishments where possible, using metrics to demonstrate your impact and explain any gaps in practice of over 1 month's duration.

`Key Skills and Competencies`

Highlight skills and abilities which are pertinent to the job. These will usually be listed in the job description but if not, they can usually be implied. The following are suitable headings:

Clinical Proficiency : Detail your experience in emergency medical procedures, resuscitation, management of trauma, patient assessment, and decision-making under pressure. Include telemedicine and retrieval skills if you have sufficient experience in these areas.
Communication Skills : Showcase your ability to communicate with patients and team members effectively, a critical skill in emergency settings.
Leadership Qualities : If you have taken on leadership roles, this is the place to shine a light on them.
Adaptability: Emergency medicine often involves rapid and unpredictable changes so demonstrate your capacity to react quickly.
Education and Mentorship: participation of specialist emergency physicians in the supervision, training and mentorship of resident medical officers (house officers and registrars) is a prominent aspect of the job description. Experience and competency in this task should be highlighted.

`Research and Publications`

If applicable, this section can be a powerful testament to your contribution to the field of emergency medicine, demonstrating thought leadership and an ongoing commitment to improving patient care. If you have a large number of publications, these are best summarised in the CV and detailed in full in a separate appendix.

`Professional Memberships and Associations`

Detail any memberships of medical organisations, as these convey a commitment to professional development and to staying abreast of industry advancements.

`References`

While these generally do not need to be included on the CV, indicating that they are "available upon request" is acceptable.

`A Few Extra Tips`

- Use action verbs to convey a sense of accomplishment (e.g., 'led', 'streamlined', 'innovated').

- Keep your formatting clean and professional; choose clarity over creativity and avoid photos, tables and images

- Proofread meticulously—a single typo can undermine your credibility.

`Conclusion: Your CV as a Stepping Stone to Success`

With each element of your CV fine-tuned to reflect the excellence you are poised to bring to an emergency medicine role in New Zealand, you are setting the groundwork for a successful job search.

For tailored support and insider insights into opportunities in emergency medicine, please start your application process . We are here to bridge the gap between your expertise and the institutions seeking it, ensuring a seamless journey to the next pinnacle of your career.

Further Insights

Why not take the next step and explore the career possibilities available to you today? Contact us now, and together we can bridge the gap to your successful career.

The Rising Demand for Emergency Medicine Physicians in New Zealand What You Need to Know

Thu, 14 Nov 2024 17:29:54 GMT

As an experts in recruiting within the medical and healthcare sectors internationally, we are committed to bridging exceptional talent with organisations in need. We aim to forge lasting connections which drive success for both clients and professionals alike. In our articles, we hope to provide valuable insights into the recruiting landscape which can assist you achieve your career aspirations. In this article we look at the field of emergency medicine in New Zealand.

A Growing Need In New Zealand

Despite its reputation as a dynamic and innovative speciality, emergency medicine still faces shortages of qualified physicians at all levels in hospitals throughout New Zealand. There are several factors which account for this situation with clear implications for both candidates seeking jobs and healthcare organisations requiring staff. If you are an emergency medicine physician seeking new opportunities, this could be an exciting prospect.

What's Driving the Demand?

Population Growth: New Zealand's growing population is directly proportional to the need for more qualified physicians, especially in emergency medicine. Whilst Auckland is the largest city, other provincial cities in both islands have experienced changing demographics including an influx of working age people and an increase in the numbers of elderly frail people living at home.
General Practice and Urgent Care Service Deficits: For most patients a visit to the General Practitioner (GP) or Urgent Care clinic is sufficient to deal with their concerns. However shortages of physicians in these services has forced patients into the emergency departments for lack of alternatives, driving up the waiting times.
Healthcare Initiatives : The government's recent focus on healthcare improvements has generated new job opportunities in the sector. This has included hospital reconstructions with newly designed and enlarged emergency departments, often with their own in patient beds.
Longer Waiting Times: As waiting times at emergency departments continue to increase, the demand for more emergency physicians grows in order to meet government targets.

Implications for Candidates and Organisations:

Opportunities for Emergency Physicians: The surge in demand means exciting job opportunities with attractive remuneration for emergency medicine physicians. This includes permanent, locum tenens and fixed term positions. The latter are contracts of up to 12 months duration to cover the leave of an incumbent physician (often on parental or sabbatical leave) and provide an opportunity to sample work and life in New Zealand without making the lengthy commitment of a permanent job.
Challenges for Organisations: Hospitals may face considerable challenges to find suitably qualified emergency physicians who are eligible for registration with the Medical Council of New Zealand .

What Does This Mean for You?

As an emergency medicine physician, this implies an opportune time to make your next career move. Whether you are just starting out in your career or an experienced physician looking to forge new paths, New Zealand's burgeoning healthcare sector offers promising possibilities in hospitals across both islands which include:

Tertiary Hospitals: located in Auckland, Wellington, Hamilton in the North Island and Christchurch and Dunedin in the South Island
Secondary Hospitals: located in all provincial cities and larger towns
Rural Hospitals: located in small towns, which despite their classification as "rural" may not be very far from larger urban centres and act as satellite hospitals to the larger hospitals with staff often rotating between facilities.

For healthcare organisations, it is crucial to take proactive steps to secure a steady pipeline of qualified and motivated physicians who can maintain the quality of the emergency services and act as the educators and mentors of the next generation of emergency physicians.

Let's Bridge the Gap Together

As your trusted recruitment consultants, our mission is to ensure that medical organisations continue to grow and innovate while professionals soar in their careers. With our extensive professional network and industry knowledge, we are confident that we can navigate these exciting times together and find solutions.

Why not take the next step and explore the career possibilities available to you today? Contact us now, and together we can bridge the gap to your successful career. Begin the application process now, and then learn more about how we can help you.

The Benefits of Locum Tenens for Emergency Medicine Physicians

Wed, 13 Nov 2024 14:23:27 GMT

As expert recruiters in the global medical industry, we frequently interact with Emergency Medicine Physicians examining their career options. One option which is proving increasingly popular is the locum tenens position. This post will review the benefits of locum tenens work for emergency medicine physicians and how it can provide flexibility, variety, excellent financial compensation and ample opportunities for career development.

Locum Tenens work is very common in the primary medical care sector with many general practices relying on the services of locum physicians to maintain adequate clinical services. In other branches of medicine it is less favoured and often frowned upon for creating fragmented and disorganised clinical care and reduced opportunities to maintain continuing medical education (CME).

However emergency medicine, with its schedules of shift work and focus on acute patient management without the encumbrance of in patient management, is a prime speciality for locum tenens work. The issue of fragmented in patient care is not relevant and there are ample opportunities to complete mandated CME on and off line. Many emergency departments in rural and urban areas are now increasingly dependent upon locum tenens emergency physicians working shifts to provide the necessary expertise to manage an increasing patient case load and supervise resident medical officers. The advantages of this work are becoming obvious.

Flexibility

Arguably the most well-known advantage of working as a locum tenens physician is the flexibility it affords. Instead of adhering to a rigid clinic schedule, locum tenens doctors can choose assignments which fit their personal schedules, enabling them to:

Control their calendars.
Choose the number of shifts they pick up.
Dictate the number of hours they work during a week, and when.
Work around family commitments and work-life balance
Organise free time to pursue other interests.

Clinical Variety

Another attractive benefit of locum tenens work is the variety it offers. Emergency medicine physicians may find themselves working in various ambiances, from rural hospitals to bustling city healthcare systems, diversifying their skills and experience:

Experience unique case loads.
Learn to adapt to different work environments and teams.
Gain a broader perspective of the healthcare landscape across various parts of the country.

Career Development Opportunities

Locum tenens work, quite strikingly, provides an excellent platform for continuous professional learning and development. Constantly working in new environments:

Hones adaptability and flexibility skills.
Offers exposure to different clinical practices and administrative systems.
Encourages continuous learning, and a chance to stay updated with latest medical advancements.
Moreover, this constant exposure to different practices and medical setups is a boon for networking, largely contributing towards career growth.

Financial Compensation

Locum tenens work offers significant financial benefits despite the fact that locums are ineligible for pension contributions and many other standard employee benefits including annual and sick leave.

Locum tenens jobs are paid an hourly or daily rate which exceeds that of a salaried employee in the same position
Locum tenens night shifts are paid premium rates
Locum emergency physicians receive additional expenses for accommodation and travel

Final Thoughts

Embracing locum tenens work can bring a significant positive impact to your career as an Emergency Medicine Physician. Not just for the flexibility, variety and career development opportunities it presents, but also for the inspiring chance it provides to interact with and positively affect various communities and patients along the way.

Are you considering a shift towards locum tenens work? Or are you a healthcare organisation seeking talented locum tenens physicians? We can help bridge that gap. Let's talk and connect the right talent with the right opportunity for long-term success. Contact us today and make some impactful career moves!

Further Insights

As you continue your job search, Odyssey Recruitment provides useful resources to power and motivate your career including topical articles and new jobs. Begin the application process now, and then learn more about how we can help you.

Negotiating Job Contracts: Essential Tips for Emergency Medicine Physicians

Wed, 13 Nov 2024 13:27:20 GMT

As recruitment specialists, we understand that negotiating your job offer and employment contract as an emergency medicine physician can feel like a daunting task. However, getting it right is not only essential to ensure your rights are protected, but it can also have a long-term impact on your job satisfaction, work-life balance and career advancement. This article highlights some essential tips for emergency medicine physicians to consider when accepting a job offer.

Understanding the Contract

The first step in the negotiation process is understanding the terms of the employment contract and job offer and their implications. This may seem obvious, but it is not uncommon to find doctors feeling rushed into signing a contract they have not reviewed or understood in detail. Both the job offer and employment contract and any other associated documents must be read with care, because once signed they are legally binding. Never assume that everything in the contract is correct.

Most healthcare organisations have standard template documents which are edited for each position. Quite frequently there are mistakes in the editing of the template document, which may have been hurriedly prepared, leading to omissions of important terms or the inadvertent inclusion of irrelevant terms.

Always start by reading the heads of terms (the heading at the start of each section of the contract) followed by the individual terms or clauses below. Ensure that each of the headings and terms are logical and coherent. Notify the employer of any headings or terms which are contradictory, illogical or incoherent and of any omissions.

Ensure that adequate provisions exist for the following 12 issues:

Duration of employment contract: permanent, fixed term or locum. The start date should be agreed or left subject to negotiation depending upon time required to obtain necessary licences or visas and the end date (if any) stated. Locum contracts should include lists of shifts to be worked.
Hours of work: in a full time employment contract working hours are usually 40 per week and may be supplemented by on call duties or replaced by shift work (this is common in emergency medicine departments). The conditions upon which any additional work may be required should be documented.
Place of performance of duties: a designated place of work should be listed. Some contracts may contain clauses which allow the employer to change the place of work to satellite emergency departments within a region or even emergency departments in other cities. You should ask for details of the locations of other proposed sites and decide if the travel arrangements are feasible and even desirable. If you are unwilling or unable to suddenly relocate, you may wish to have this term removed or changed to reflect what you are prepared to do.
Leave Entitlements: annual leave allowances and statutory sick leave allowances should be detailed. You may be entitled to additional leave for education or other purposes and this must be incorporated into the terms. If it is not, you may not receive it.
Superannuation / Pension contributions: usually expressed as a percentage of salary and deducted from salary by the employer with employee consent.
Salary: salary amount and payment intervals which may be daily, weekly, bi weekly or monthly. The contract should also refer to incremental dates which may be subject to medical union negotiations.
Allowances: additional allowances may be paid for a variety of extra duties such as extra shifts, education, leadership or teaching roles. Ensure these are incorporated into the contract.
Fee for service payments: this is rare in emergency medicine but if appropriate should be incorporated.
Bonuses and incentive payments : again rare in emergency medicine but occasionally viable in the private sector. Again, they must be incorporated into the terms. Verbal promises cannot be relied upon.
Legal jurisdiction: the applicable law must be documented. This will usually be the law of the jurisdiction where the healthcare organisation is based. If you are joining an organisation which works across several jurisdictions, ensure the appropriate jurisdiction is listed.
Grievance and disciplinary procedures : procedures for addressing employment issues must be detailed.
Termination: both parties should have the right to terminate the contract and both the procedure and time frame for this action must be set out.

Consider More Than Just Salary

Most emergency physicians are pre-occupied with the financial compensation offered by the employer and whilst this is undoubtedly important, remember to consider the value of the entire package and negotiate as appropriate. This can include elements such as:

Working hours and on call expectations, shift work
Pension contributions
Additional allowances for other duties
Local taxation rates
Reimbursement of medical practice expenses such as licence and annual practising certificate costs
Allowances for continuing medical education
Holiday and sick leave entitlements
Professional development opportunities
Research and teaching responsibilities
Clinical leadership prospects

Get Expert Advice

It is always beneficial to seek advice from an experienced professional when it comes to contract negotiations. Your potential sources of advice include:

Recruitment companies: the recruitment industry has experts who can help guide the discussion and provide relevant advice.
Employment Lawyers: legal expertise is usually available via recruitment agencies or self referral
Professional Medical Union: in some countries the doctors' unions will review job offers and employment contracts and provide guidance for negotiation, even for non members.

Professional help will augment your confidence during negotiations, ensuring you secure the best possible terms of employment.

Be Prepared to Negotiate

Remember that not everything in a contract is negotiable. Many of the standard agreement terms will apply to all employees and it is not feasible for the employer to vary these for a single employee. However some terms are negotiable and it is important to take the time to identify which parts of the contract are most important to you, and be ready to discuss these at length. With the right approach and preparation, contract negotiations can be a fruitful process.

During negotiations, assert your worth. Emergency medicine is an acute and demanding speciality and emergency departments are the frontline of hospital services which are constantly under scrutiny for service effectiveness and capability. Emergency physicians are a key asset to healthcare organisations and having confidence in your worth can help shift the balance in your favour during contract talks.

Useful Resources

An Introduction to the Psychiatry Job Market in New Zealand

Tue, 12 Nov 2024 23:15:13 GMT

In today's world where mental health and wellness is receiving the attention it rightly deserves, psychiatry is an increasingly significant medical speciality. The psychiatry job market in New Zealand, in particular, is seeing exciting developments which are shaping an enticing landscape for specialist psychiatrists and junior doctors interested in training in the speciality. This article will provide an insightful overview of this burgeoning field, outlining key trends and painting a picture of what candidates can expect when considering their career prospects in this island country.

The Promise of Psychiatry in New Zealand

There is a growing recognition worldwide for the important role psychiatrists play within our societies. New Zealand is no exception. Across the country, there is increased demand for psychiatric expertise in various healthcare organisations, paving the way for a dynamic job market.

Like other developed countries, New Zealand has been plagued with a chronic shortage of practising psychiatrists amid an exponential increase in demand for services. An ageing population, increasing rates of substance abuse and child psychiatric disorders and gradual subspecialisation within psychiatry have all played a role in fueling a need for psychiatrists and subspecialist psychiatrists which the local medical schools and vocational training programs have been unable to provide.

This has created opportunities for international specialists to embark on careers in New Zealand. And an excellent choice it is for them with competitive compensation, flexible work schedules, relatively low workloads, excellent Continuing Medical Education (CME) programs and generous study leave and allowances.

Key Trends In New Zealand Psychiatry

Hospital Redevelopments and Expansions: the 22 New Zealand district health boards merged into Health New Zealand Te Whatu Ora and receive a $7 billion sum for hospital upgrades, rebuilds and the redevelopment of services.
Psychiatry Service Development and Reorganisation: psychiatry services have been redesigned with multidisciplinary teams dedicated to the management of patients in hospitals, acute psychiatric units and community mental health teams.
Destigmatisation of Mental Health Disorders: the nationwide effort to destigmatise mental health issues has resulted in a surge in demand for qualified psychiatrists to provide comprehensive mental healthcare.
Subspecialisation: a growing emphasis on subspecialisation has seen a growth in child and adolescent psychiatry and old age psychiatry among other fields.
Multicultural Psychiatry: a growing trend towards multicultural treatments and services which respect the diverse origins of Kiwis is another defining attribute of the psychiatry job market.

Psychiatrist Opportunities in New Zealand

The job market in New Zealand offers an exciting plethora of opportunities for psychiatrists to develop interesting and lucrative careers. grow and evolve professionally. Some aspects you can expect are:

Competitive Remuneration : In recognition of their critical role, psychiatrists in New Zealand are generally well compensated. Salaries for specialists in the public sector are determined by the negotiated agreements with the Association of Senior Medical Specialists (ASMS) and are structured by years of service and experience with additional allowances for on call and and other professional duties.
Professional Development: The New Zealand health system is supportive of professionals furthering their knowledge and skills, often providing opportunities for subspecialist training in fellowship or other programs leading to formal accreditation. Generous financial allowances and leave are provided for attendance at conferences, courses and other educational events. Finally the Royal Australian and New Zealand College of Psychiatrists and Medical Council of New Zealand require that all psychiatrists register in their CME program and complete a defined amount of CME to maintain specialist accreditation.
Diverse Opportunities: There is a wealth of opportunities to work across both North and South Islands in all types of healthcare organisations from tertiary hospitals to small rural hospitals and community mental health teams.

Final Thoughts

Forging a career in psychiatry in New Zealand presents the specialist psychiatrist with an array of innovative career trajectories in a land of stunning natural beauty. As we continue to make strides in understanding and treating mental health, the requirement for dedicated and compassionate psychiatrists will only grow, making this a truly future-proofed profession.

If you are a psychiatrist considering making a move into the New Zealand market, or perhaps a resident medical officer, early in your career pondering which path to take, it is clear that this vibrant and varied landscape has much to offer. There is much to be gained, personally and professionally, from embarking on this journey so please contact us to start the conversation.

Useful Resources

While you continue your job search, Odyssey Recruitment provides useful resources to keep your career moving in the right direction. Begin the application process now, and then learn more about how we can help you.

Understanding Different Medical Specialties: A Guide for Candidates

Tue, 12 Nov 2024 15:18:23 GMT

Navigating the labyrinth of medical specialties is no small feat for aspiring resident medical officers. With a multitude of pathways to consider, each requiring a unique set of skills and attributes, making an informed decision about your career is paramount. This article provides an overview of the major specialities.

Decoding Specialties in Medicine

During the course of foundation or pre-vocational training or internship, each resident medical officer must make an important and decisive choice concerning their future career. This is the postgraduate specialist field of training which will form the basis and direction of their medical career and determine their lifestyle and financial prospects.

This decision is not an easy one. An ever growing range of primary and secondary specialities (the latter often termed sub-specialities) with variable lengths and intensity of training commitment, work schedules and fluctuating career prospects, presents a complex scenario which is difficult for the resident medical officer with limited clinical experience to navigate. It is further complicated by the variation in specialities between different countries which poses a challenge for international medical graduates (IMGs) applying for residency training programs out with their country of qualification.

Before we delve into the intricacies of each specialty, let us ponder why understanding these areas is crucial. The cornerstone of an extraordinary medical career is the alignment of personal goals, interests and attributes with the demands of the speciality and the career opportunities it presents. The evaluation of one's own capabilities and goals requires some self assessment and is undoubtedly assisted by the advice and opinions of more senior physicians or mentors . The knowledge of the speciality and its prospects needs some direct experience and research.

Primary Care - General Practice (GP)

The cornerstone of many healthcare systems, including the NHS of the United Kingdom, general practice is the first point of patient contact. The general practitioner (GP) has the broadest general scope of medical practice of any doctor, providing care to patients of all ages in the community. The GP manages acute medical emergencies, paediatric and geriatric patients, chronic diseases, mental illnesses and all types of minor conditions referring to appropriate specialist care as required.

In some countries, GPs practice with an enhanced scope in designated fields, typically emergency medicine, anaesthesia and obstetrics and often work in hospitals where they may be the most senior physicians supported by resident medical officers. The work of the GP can be demanding with on call duties, house calls, extremely busy clinics and limited support. However part time options are often available for those who seek flexible work schedules.

Postgraduate medical training in general practice is the shortest of all specialities, totaling 3 years in most countries from entry point to specialist accreditation. It is also the most popular discipline selected by the majority of medical graduates, either as a first choice or second option after changing from other specialist programs. Worldwide, there is solid demand for GPs.

Emergency Medicine

Emergency medicine is for those who thrive under pressure, demand variety in their day to day tasks, and wish to be at the frontline of critical care. One of medicine's newest specialities, emergency medicine does not exist as a distinct speciality in most countries and RMOs seeking structured training and prestigious specialist qualifications may need to consider applying for jobs in the USA, Canada, UK, Ireland, Australia, New Zealand and South Africa.

General Medicine

The largest of the hospital specialities, general medicine and its extensive subspecialist fields, forms the backbone of secondary and tertiary hospital care. One of the most popular specialist fields for RMOs, it offers a plethora of career options from the general medicine physician (internist), hospitalist and nocturnist to the specialist in almost every organ of the body.

Subspecialities include cardiology, respiratory medicine, gastroenterology, hepatology, rheumatology, neurology, nephrology, dermatology, allergy and immunology, endocrinology, haematology, oncology and geriatrics.

Paediatrics

Paediatrics is a fulfilling specialty centred on the medical care of infants, children, and adolescents. It requires a gentle, patient, and compassionate approach. Popular and competitive, training positions are often quite limited.

Psychiatry

Psychiatry stands out as the realm focused on mental health. It calls for analytic skills , empathy, excellent communication skills, and a profound understanding of the human psyche. One of the least popular and competitive of the medical specialities, resident medical officer training jobs are relatively easy to secure and career prospects offer rapid progress to consultant or specialist jobs and leadership roles with options to practise in many subspecialist fields.

Surgery

The surgical field is for detail-oriented individuals with steady hands and a penchant for problem-solving. Surgeons must be decisive and adept at working long hours in high-stakes environments. The speciality requires stamina, endurance and the willingness to forego time for hobbies and interests outside of medicine. Surgery is the most competitive medical speciality, training positions are highly oversubscribed and structured training long and intensive.

Obstetrics and Gynaecology (O&G)

This specialty is dedicated to women's reproductive health and childbirth, requiring a practitioner sensitive to the needs of female patients. Training positions are highly sought after and career prospects relatively promising with the fields of general obstetrics and gynaecology and subspecialities (gynaecological oncology, urogynaecology, fetal and maternal medicine, infertility and IVF).

Anaesthetics

Anaesthetists have a vital role in the operating theatre providing regional and general anaesthesia for surgical procedures and interventional procedures performed in other fields. They are responsible for the management of patients in the pre- and post operative periods, provide pain relief in labour wards and clinics and often manage patients in intensive care units.

This specialty is undersubscribed in many countries creating a chronic shortage of qualified specialists in many healthcare organisations and a range of interesting career opportunities for IMGs.

Intensive Care Medicine

Long practised by general physicians and anaesthetists as a subspecialty, intensive care medicine is increasing recognised as an independent speciality with its own specialist accreditations and supervising colleges. It is a demanding speciality managing acutely ill patients and requires serious commitment.

Radiology

Radiology combines medical expertise with cutting-edge technology to diagnose and treat conditions using imaging techniques. Like anaesthesia, this specialty is often distinguished by its shortage of specialists despite its exciting and innovative use of new technologies. It offers a variety of careers in subspecialist fields as well as diagnostic radiology.

Pathology

Laboratory medicine is the ideal career for doctors who dislike clinical medicine and enjoy the diagnostic challenges posed by deciphering the pathogenesis of disease in the laboratory. Relatively undersubscribed, the field provides attractive prospects for career progress.

Each specialty brings its own rewards and challenges, and your choice must resonate with your career goals, lifestyle aspirations, and personal interests.

What Next in Your Medical Career?

As you contemplate your future in medicine, we encourage you to delve deeper into these specialties. Your mission, should you choose to accept it, is to reflect on your strengths and passions and how these align with each medical niche. Consider shadowing doctors in different fields, attending medical talks, and reaching out to your network for insights. Gather information that deepens your understanding of each speciality before making your ultimate decision on making one your career.

Finding Your Path as a Resident Medical Officer

As you are embarking on the journey to find your niche in the medical world, Odyssey Recruitment provides useful resources to steer your career in the right direction. Begin the application process now, and then learn more about how we can help you.

Building a Successful Medical Career Path: Key Considerations for RMOs

Mon, 11 Nov 2024 14:37:19 GMT

Embarking on a medical career is akin to setting out on a vast and nuanced journey filled with continuous learning, self-discovery, and a profound impact on society. As a Resident Medical Officer, you are at a pivotal point where your decisions and actions will have a profound effect on the direction of your career. This article aims to guide you through this complex terrain, ensuring your career aspirations are met with strategic planning and considered decisions. Here is how you can navigate the plethora of choices and build a fulfilling medical career path.

Define Your Goals and Aspirations

After medical school and internship or pre- vocational / foundation training, all junior doctors must make a decision about specialist training and apply for a structured training program in primary care (general practice / family medicine) or one of the secondary specialities. The choice is vast and at times confusing. Inevitably there will be some aspects of a speciality which you do not enjoy or perhaps may not have the requisite skills to succeed. However something must be chosen and pursued and often an approach balancing your own interests and abilities with the career prospects of a speciality is the best way forward.

Your specialty will be the cornerstone of your medical career and must be selected with care. First and foremost, gaining a sound understanding of your abilities and passions is crucial. Hopefully they will align but sometimes they do not. The passion for surgery may not be matched with manual dexterity. An interest in pathological processes may exist with a distaste for laboratory medicine. Some critical analysis of self and speciality is required. Here are some steps for self assessment:

Reflect on the areas of medicine which interest you and match them to potential fields of specialisation. Do you enjoy the fast paced environment of emergency medicine or the intricate complexities of neurosurgery? Or do you prefer the diversity and community focus of primary care?
Understand the skills and abilities required for each speciality of interest. Do you have the manual dexterity and procedural competence to perform surgery? Do you have the strong communication skills for psychiatry? And what about the patience and empathy for general practice?
Evaluate your capabilities, interests and values and assess your alignment with each speciality requirements. Do you have what it takes to succeed in your fields of interest?
Seek advice from mentors who embody the kind of doctor you aspire to be, and learn from their journey. They will be able to advise you of the opportunities and potential pitfalls of any path.

Choose Your Specialisation Wisely

Selecting a specialisation is one of the most significant decisions in your medical career. It will dictate your training pathway, work environment, and even your lifestyle, often determining where you can live and work. Research extensively and consider all variables before making this life-changing choice.

Job Market Trends : Understand the demand for particular specialities and future predictions. Competitive specialities attract many applicants for training programs and jobs, often leaving applicants with few choices. Some specialities, for example neurosurgery and cardiothoracic surgery, are practised only in tertiary hospitals limiting job options to large cities. General practice, despite the large number of training jobs, seems to suffer from shortages of qualified physicians everywhere, as does psychiatry which is usually considerably less popular with even higher rates of burnout . However shortages create opportunities for fast career progression with a range of lifestyle options in city, town and countryside and are worthy of consideration if a fast track route is your aim.
Training Requirements : Evaluate the length and intensity of training programs and how they fit with your life goals. Specialist and vocational training programs vary in length. Surgical specialities have the longest and most demanding programs with many hours spent performing procedures, building log books to illustrate the incremental development of skills. General practice has the shortest training requirements, covering a range of specialist fields with limited depth whilst other specialities are of intermediate length with narrower range and greater intensity.

Continuous Professional Development

In medicine, stagnation is not an option. The fourth stage of medical training is the process of lifelong learning through continuous professional development (CPD) of continuous medical education (CME) and medical practice. This aims to keep you at the forefront of your field.

CPD /CME Courses : Further your knowledge and stay updated with the latest medical advancements. Most countries have formal requirements for a defined number of hours or points which must be accumulated each year to maintain specialist accreditation and licence. Where this does not exist, informal means are usually incumbent on each doctor.
Conferences and Seminars : These are valuable opportunities for learning, networking, and boosting your professional profile whilst some of them also count towards CPD/ CME points.
Scope of practice: maintaining an active medical practice in accordance with current policies, procedures, drugs and therapies is essential in most countries to retain a specialist licence. Part time work may be acceptable but a minimum number of hours per week may be required.

Striking the Work-Life Balance

An often-overlooked aspect when building a medical career is achieving personal life goals and a sustainable work-life balance. While dedication to your profession is commendable, maintaining your well-being, and that of your family is indispensable.

Time Management : Master the art of prioritising tasks and managing your time effectively. Delegate tasks wherever appropriate.
Self-Care : Regularly engage in activities outside of work that replenish your energy and mitigate burnout.

Setting Yourself Apart

Distinguishing yourself is key to career progression in medicine, particularly if you have selected a highly demanding and competitive specialist field. You must stand out from the competition to secure promotion, well ranked assessments and prestigious opportunities for subspecialist or fellowship training. Convincing your clinical directors and senior medical staff of your commitment, motivation, dedication and capabilities is a constant challenge. Here are some methods:

Publications and Research : Contribute to medical science and enhance your reputation if you can find the opportunities and financial backing for research. Publications enhance your CV and provide opportunities to attend conferences and network.
Conferences and Events: attendance at events is important for networking and getting known. Even better if you can showcase your research with presentations.
Leadership Roles : Show initiative by taking on positions that showcase your ability to lead and innovate.
Medical Education: a willingness to teach and mentor junior trainees as you progress up the ranks shows commitment to continuing excellence in the field.

Useful Resources for RMOs

As you ascend through the ranks of your medical career, Odyssey Recruitment provides useful resources to keep your career moving in the right direction. Begin the application process now, and then learn more about how we can help you.

Managing Stress and Burnout: A Practical Guide for Resident Medical Officers (RMOs)

Mon, 11 Nov 2024 11:50:59 GMT

Life as a Resident Medical Officer (RMO) can be incredibly fulfilling but, at the same time, comes with its fair share of challenges. The long hours, high-stress environment, and the pressure of making life-altering decisions can build up over time, leading to two of the medical profession's notorious pitfalls, stress and burnout. This article looks at practical ways RMOs can manage stress levels at work and avoid burnout, maintaining the balance which is key for continuing to provide outstanding patient care.

Understanding the Natural Stress Response

Chronic stress at work can have a negative and insidious impact on physical and mental health leading to impaired work performance and serious errors which can be highly detrimental to the career progress of an RMO. When you face a perceived threat, the hypothalamus, sets off an alarm system in the body through nerve and hormonal signals which prompt the adrenal glands to release a surge of hormones, such as adrenaline and cortisol.

Cortisol, the primary stress hormone, slows functions which would be nonessential or harmful in a fight or flight flight situation. It elevates blood glucose levels, enhances the brain's use of glucose and increases the availability of substances in the body which repair tissues. It changes immune system responses and suppresses the digestive system, the reproductive system and growth processes. This complex natural alarm system also communicates with the brain regions that control mood, motivation and fear. Adrenaline accelerates the heart beat, raises blood pressure and increases your energy.

When the Natural Stress Response Goes Wild

The body's stress response system is usually self-limiting. Once a perceived threat has passed, hormones return to typical levels. As adrenaline and cortisol levels drop, your heart rate and blood pressure return to typical levels and other systems go back to their regular activities.

But when stressors are persistent and you always feel under attack, that fight or flight reaction stays turned on. The long-term activation of the stress response system and excessive exposure to cortisol and other stress hormones can disrupt almost all of the body's normal processes and this impact can be identified in physical and mental health, behavior and if unresolved, eventually may lead to burnout.

Physical health

Chronic stress can increase the risk of developing many health problems, including heart disease, high blood pressure, musculoskeletal disorders, headaches, muscle tension and pain and digestive problems.
Stress can also worsen diabetes by increasing the likelihood of unhealthy behaviors like excessive drinking and poor eating.

Mental health

Chronic stress can aggravate existing mental health problems or trigger new ones. Symptoms include insomnia, anxiety, depression, loss of concentration, loss of memory and focus and social withdrawal.

Behavioral changes

Stress can lead to behavioral changes which reduce productivity, such as increased absenteeism, aggression, and mood swings.

Burnout

Chronic stress can lead to burnout, a state of physical and emotional exhaustion.

Why you react to life stressors the way you do

Reaction to a potentially stressful event is highly variable and affected by such factors as:

Genetics. The genes which control the stress response keep most people at a fairly steady emotional level, only sometimes priming the body for fight or flight. More active or less active stress responses may stem from slight differences in these genes.
Life experiences . Strong stress reactions sometimes can be traced to traumatic events. People who were neglected or abused as children tend to be especially at risk of experiencing high stress. The same is true of airplane crash survivors, people in the military, police officers and firefighters, and people who have experienced violent crime.

Some RMOs can remain very relaxed in highly demanding or difficult conditions whilst other exhibit obvious signs of stress at normal workloads.

Take Practical Steps Towards Self-Care

Stressful events are an integral part of the working life of the RMO and you may not be able to change your current situation, even if you are working in a toxic culture with low morale and inadequate support. However, you can take steps to manage the impact these events have on you. You can learn to identify what causes you stress. And you can learn how to take care of yourself physically and emotionally in the face of stressful situations.

Identify stressors : Different doctors are driven to overload by different elements of the job. Identifying these specific stressors can help you to successfully manage or even eliminate them.
Recognise signs of stress : An increase in irritability, trouble sleeping, and persistent fatigue are reason enough to take a pause and reassess your mental health.
Understand the Dangers of Chronic Stress: chronic stress can lead to burnout, a state of mental and physician exhaustion

Try these stress management tips:

Exercise regularly : Including even a small amount of physical activity in your daily routine can help you manage stress levels more effectively. Relaxation exercises such as yoga, deep breathing, massage or meditation may be beneficial although strenuous exercise can induce deep sleep and relaxation.
Eat healthily : Our diet has a profound effect on our moods and energy levels. Eating healthily can help keep your energy levels steady and your mind peaceful.
Take time for yourself : Your "me-time" is important. Do things that make you happy and help you unwind, even if that simply means sleeping an extra hour.
Build supportive relationships : Regularly spending time with people you are comfortable with can act as a powerful stress buster and seeking the advice of a career mentor who has followed a similar career path can offer much support and reassurance.
Manage your time: Prioritise tasks and o rganise and focus on those which are urgent and essential.
Avoid negative behaviors: avoid unhealthy ways of managing your stress, such as the use of alcohol, tobacco, drugs or excess food and seek prompt assistance if your use of these products has changed.

There are many rewards for learning to manage stress; have peace of mind, fewer stressors and less anxiety, a better quality of life, improvement in conditions such as high blood pressure, better self-control and focus, and better relationships. And your career as an RMO should become brighter.

Create a Healthy Work-Life Balance

There are many factors which can cause stress in the RMO role. These include:

too many or conflicting demands placed upon your time
poor working conditions with long hours and inadequate meal options
little control over how and when work is done or decision making
lack of support or encouragement from senior medical staff
bullying and conflict at work, particularly if these are not managed well
not having enough training or skills to do a job
feeling unclear about roles and responsibilities
low trust and not feeling able to speak up about concerns within the organisation

Whilst the resolution of some or even all of these issues is not feasible or practical, it is possible to reduce their impact by the following actions:

Set boundaries : There might always be another patient to see or a paper to read, but you are not a machine. Understand that at times you must draw a line and take time out for activities outside of work.
Know when to seek help : Asking for help does not make you weak. Reach out to your colleagues, a mentor, or a mental health professional if you need support.

As an RMO, stress management is not an option, but a necessary skill to be mastered and developed throughout your career.So, take that first step today towards a healthier mental and physical state. It can make all the difference to your career in medicine, and more importantly, to the quality of your life.

Do you have tips or stories to share about managing stress and burnout in the medical field? Leave a comment below and join the conversation today. Together, we can make our workplaces healthier and happier.

Useful Resources for RMOs

A Beginner's Guide to Working as a Resident Medical Officer (RMO)

Sun, 10 Nov 2024 21:53:31 GMT

The Resident Medical Officer is the most junior doctor in the medical hierarchy and the first step in the medical career. After leaving medical school, the long hours and stresses of working as a fledgling Resident Medical Officer (RMO) can be as thrilling as it is challenging. The aim of this article is to provide an introduction to the role and equip you with the knowledge to thrive in this integral position, the skill set you will need, and what you can anticipate from your professional journey.

Understanding the Role of an RMO

At the heart of hospital operations lies the RMO, a role pivotal to providing continuous care within healthcare facilities. The RMO, as a recent medical graduate, has to quickly transform from being a medical student focused on study and passing examinations to being an integral member of the medical team, responsible for managing acute medical emergencies, often on a 24/7 timeframe. This requires focus, resilience and adaptability.

As the most junior physician in the medical team, the RMO works under the direction of fully trained specialists and other more experienced junior doctors, and assumes gradual responsibility for the performance of carefully delegated tasks, all whilst preparing to train as a specialist in a chosen field. The path to becoming a Resident Medical Officer is a significant milestone in professional development but a long path lies ahead and every RMO should seek out mentorship for reliable guidance and always be ready to learn.

The duties of an RMO include:

Managing in patients : RMOs are responsible for the day to day management of patients' admitted to hospital wards, working under the guidance of more experienced physicians. This includes admitting acutely unwell patients from the emergency department and patients referred by general practitioners as well as routine admissions for elective procedures.
Arranging Investigations : RMOs must arrange all appropriate radiological, heamatological and biochemical investigations and ensure that the results are available for the senior physicians' review.
Collaborating with Medical Teams : Multidisciplinary teamwork is key. The RMO works alongside consultants, other junior doctors, nurses and and other healthcare professionals to ensure top-tier patient care. Clear and concise communication is crucial for effective team work.
Documentation and Record Keeping : Meticulous documentation of patient progress and treatments is a crucial part of the RMO role.
Out patient Management: RMOs may be required to work in out patient clinics conducting patient consultations, usually under the supervision of senior doctors.
On Call Duties: the on call rota is an integral part of the job and out of hours work is often busy and demanding with reduced support from senior doctors who may be on call from home.

The Skills That Set You Apart

To excel as an RMO, certain skills are essential.

Clinical Competence : A solid foundation of medical knowledge and clinical skills is essential to safe and effective patient management with the determination to continually learn and improve.
Clear Communication : Exceptional clear and concise communication is essential, both with patients and within the medical team.
Adaptability : The ability to respond effectively to the dynamic and often unpredictable nature of healthcare settings.
Attention to Detail : Precision in monitoring and documenting patient information is vital.
Stress Management : Managing stress effectively is critical to maintaining personal wellbeing and providing the highest standard of patient care.

What To Expect From the Job

As an RMO, no two days are the same. Expect a demanding role fraught with novel experiences including diverse medical cases which do not always conform to textbook presentations, acute emergencies and opportunities to further your experience. This position will demand resilience but will reward you with professional growth and the gratification of competent patient care. Be prepared for:

Shift Work : Hospitals operate round-the-clock, and your work schedule will reflect this.
Continuous Learning : The medical field is ever-evolving; embrace the journey of lifelong learning.
Professional Development : Use this role as a stepping stone to advance in your medical career.

Towards Becoming a RMO - Useful Resources

The Value of Mentorship for RMOs: How to Find a Mentor and Why It Matters

Fri, 08 Nov 2024 19:23:37 GMT

In every professional journey, guidance from an experienced hand can make a decisive difference. This rings particularly true for Resident Medical Officers (RMOs), who are charting their paths in the demanding field of post graduate medicine, where choice of speciality and support from senior colleagues is crucial. One instrumental role in this journey is that of a mentor.

What is a Mentor?

Mentorship is the patronage, influence, guidance, or direction given by a senior or more experienced person, called a mentor, to a junior or trainee, the mentee or protege. The mentor functions as an advisor, counsellor, or guide and is responsible for offering help and feedback to the person under their supervision. A mentor's role, according to this definition, is to use their greater experience, knowledge and wisdom to help a junior employee by supporting them in their work and career, providing comments on their work, and, most crucially, offering direction to mentees as they work through problems and circumstances at work.

Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from.

Mentoring is a longitudinal process which entails informal communication (usually face-to-face over a sustained period of time), the informal transmission of knowledge, social capital, and psychosocial support.

Supervision by comparison is a task-oriented role which focuses on performance assessment, developmental feedback, and accountability. A supervisor supports their team, manages workflow, and solves problems. They also monitor production, identify areas for improvement, and ensure compliance with relevant regulations. Supervision is often hierarchical, with the supervisor responsible for monitoring the provider's work.

Why Mentorship Matters in Medicine

As an Resident Medical Officer (RMO) you are embarking on one of the most challenging and rewarding careers available. Medicine has a considerably longer training period than most careers with more extensive and stringent regulation. At times stressful and exhausting, postgraduate medical training is demanding with long working hours, on call duties, exacting standards, complex assessments and robust examinations. A supervisor is an essential part of the job but having a mentor who has been through similar trials and tribulations can offer invaluable benefits. These include:

Insight and Perspective: A mentor provides an external viewpoint, helping to expand your understanding of the profession beyond the immediate day-to-day tasks.
Career Guidance : A more senior or experienced physician acting as a mentor can help you navigate vocational challenges, decisions, and goals providing advice and insights to specialist fields and jobs which you may not have considered.
Skill Development: From clinical to soft skills, mentors can guide you in expanding and refining the competencies needed to advance in your career.
Mental and Emotional Support: Medicine is a demanding field, both physically and emotionally. Having a mentor to confide in and seek support from can be a great asset.
Networking : building a network of connections is a valuable resource for career development and finding jobs. A mentor can give you access to a large network of physicians in your chosen speciality.

The Search for the Right Mentor

A beneficial mentoring relationship does not happen by chance, it begins with finding the right person and that requires some effort. Here are some actions you can take to find a suitable mentor:

Define your goals : Consider what you want to achieve through mentorship, and what you are looking for in a mentor.
Identify potential mentors: Look for people with relevant experience, expertise, and knowledge. You can also consider their enthusiasm, empathy, and passion for the field you want to grow in or their career trajectory.
Reach out: When you find a potential mentor, you can send them a professional message explaining why you want to work with them and what you expect from the relationship.
Network: Networking events are a good way to meet people in your speciality. You can also consider reaching out to your professional connections, such as your medical school alumni network.
Develop Mutual Respect: You must respect your mentor's experience and insight, but they should also value your ambitions and perspectives.
Build Good Rapport: Effective learning comes from comfortable communication. A good personality fit is crucial.
Commitment: Mentoring is a time and energy commitment. Your mentor should be willing and able to devote that to your development.

Strengthening the Relationship

After finding a suitable mentor, it is essential to make the most of the relationship. Make sure to:

Express your goals : Be clear about what you hope to gain from the relationship.
Take Initiative: Do not wait for advice. Be proactive and ask questions, request feedback, and suggest topics to explore.
Give Thanks: Acknowledging your mentor's time and effort fosters a positive relationship.

The journey of an RMO, like most worthy ventures, comes with its share of challenges. But with the right mentor guiding you, the outlook is not just about surviving, it is about thriving.

Useful Resources

Understanding the Role of a Resident Medical Officer in Relief in New Zealand

Fri, 08 Nov 2024 14:47:59 GMT

Recruitment adverts for resident medical officers (RMOs) in the field of "relief" often confuse junior doctors who are unfamiliar with the healthcare system in New Zealand and this unique area of medical practice. This article aims to shed light on the role of the "Relief Junior Doctor (RJD)", its scope of practice and responsibilities, its advantages and disadvantages and why this job could be the right career step in your medial career.

New Zealand has a deficit of medical graduates to fill all the RMO vacancies in the national healthcare system and relies on international medical graduates (IMGs) to work in these roles on a short term or permanent basis. For some IMGs, New Zealand is a destination of choice for vocational (residency) training in a specialist field whilst for others it offers a short term opportunity for a fellowship program or just experience of life and medical practice in a different and exquisitely scenic country.

One issue which intrigues seekers of house officer and registrar jobs is the role of the relief junior doctor, usually a house officer and less frequently a registrar, and the inevitable decision of its appropriateness as a starting job in New Zealand.

What is a Relief Junior Doctor?

Relief junior doctors (RJDs) are defined as postgraduate year 2 or higher (PGY2+) house officers and registrars who provide cover for absent colleagues. A PGY2+ junior doctor is generally expected to be rostered to at least one 3–4-month relief rotation per year. This “relief system,” although not entirely exclusive to New Zealand (it also features in Australia), is more ubiquitous and prevalent in the New Zealand healthcare workforce and creates a significant number of vacancies.

The RJD position exists primarily as a service requirement to plug deficiencies in junior doctor rosters, and provides the RMO with a wide range of clinical experience across several specialities. However the consequence is a sub-optimal and fragmented clinical experience which undermines the educational value of the rotation due to compromises in the continuity of care, curriculum and supervision. To at least partially compensate for the inconvenience, RJDs are paid two pay-categories above the usual (ie, non-RJD) pay category.

The exact nature of the work required of the RJDs varies. During workhours(ie, 0800–1600), RJDs may be allocated to certain specialties for the entirety of their rotation (eg, cardiology relief), or work as general relievers. After-hours, RJDs fill gaps in the on-call rosters based upon need and each RJD’s level of expertise. By contract, employers are required to inform RJDs of their rosters at least two weeks in advance. This is particularly relevant for on-call duties, as allocation for work-hours duties may change on the day if an RJD is required to be re-deployed to cover lastminute day gaps.

The Types of Relief

The New Zealand Resident Doctors’ Association (NZRDA) and the Specialty Trainees of New Zealand (STONZ) agreements with Health New Zealand stipulate that RJDs ought to make up approximately 1 in 7 house officers and 1 in 5.5 registrars, approximately 14–18% of junior doctors and define three types of leave:

Formal Leave: annual, sick, bereavement, educational or parental leave
Other Leave: rostered days off (RDO) and night shifts
Short Notice Relief (SNR) : last minute after hours gaps in rotas. Any junior doctor (whether relief or not) may be rostered by their employer to cover SNR and the SNR period can be up to seven consecutive days, and typically commences on a Saturday. This attracts a higher rate of pay.

Key Responsibilities of a Relief House Officer

Clinical Duties: A relief junior doctor is extensively involved in patient care and responsible for admitting patients, taking histories, conducting physical examinations, and organising investigations and treatment plans. An important aspect of this role is the frequent change of departments, providing a broad wealth of experience in a variety of specialities, but simultaneously requiring the knowledge and ability to practice in these fields.
Communication: Effective communication is at the heart of this role. Relief house officers liaise with the appropriate senior medical officers or consultants, and hand over patient management to the permanent medical team.
Record Keeping: Detailed and diligent record-keeping is a vital part of this role. Relief house officers are tasked with maintaining accurate and timely patient records, ensuring that all care and correspondence is appropriately documented.
Work Unsociable Hours: Unsociable hours and night shifts are a frequent component of the RJD's duties whilst covering the leave of other RMOS, often at short notice.
Training Sessions : RJD's are expected to attend relevant educational and training events with other RMOs. These are of educational value even although the work experience may not be accredited for specialist training.

Advantages of the Relief Junior Doctor Role

Covered leave for junior doctors is one main advantage of a robust relief system. Working together with their employers, junior doctors can take time-off for holiday, study, courses, conferences, paternity and child-care and sickness (especially on short-notice).
Increased pay rates : to compensate for the inconvenience of relief rotations, specifically varied daily schedule and sub-optimal continuity of care, RJDs are financially compensated at higher rates than non-RJDs.
Flexible work schedules: the relief system is an avenue for junior doctors to work flexibly or on a part-time basis. Moreover, the pool of RJDs provides a “buffer” should any non-relief vacancies arise.
Broad general clinical experience: relief rotations provide RJDs a wider view of the various departments within a hospital, which is especially useful for junior doctors on short-term contracts and international medical graduates who are gaining experience of the healthcare system in New Zealand.

Disadvantages of the Relief Junior Doctor Role

Lack of Time Accreditation for Specialist Training: the main drawback of relief rotations is the lack of time-accreditation by several Training Colleges, as relief rotations are often viewed to offer less supervision and educational value. For example, the Royal Australasian College of Physicians only allows up to a maximum of six months of “other” rotations, which may include relief. The College of Intensive Care Medicine only accredits relief rotations (as part of the trainee’s non-core experience) if at least four weeks are spent in a single medical sub-specialty. Similarly, candidates applying for surgical training with the Royal Australasian College of Surgeons can only accredit relief periods (often >4 consecutive weeks, although the exact duration varies) if spent in a single surgical specialty. At the current rate of one guaranteed relief rotation per year (and occasionally two), this often results in prolongation of training and eligibility to sit College examinations. However, as relief rotations tend to entail fewer learning, teaching and clinical supervision opportunities, it is not surprising that the Training Colleges impose such strict accreditation criteria.
Lack of Job Satisfaction: RJDs anecdotally find less satisfaction in relief rotations due to the lack of patient-care continuity, familiarity with departmental guidelines, overall team cohesion and structure and routine in day-to-daywork. RJDs’ general lack of satisfaction with relief rotations may even lead to increased absenteeism, which negates the purpose of the relief role.

Who Is Suitable for a Relief Junior Doctor Job?

The Relief House Officer or Registrar job has its pros and cons as detailed above and yet it is appropriate short term career option for some junior doctors. Undeniably demanding, the role requires resilience, adaptability, excellent communication skills, and a commitment to providing the highest standard of patient care whilst offering unparalleled exposure to a broad spectrum of medical specialities. It lays a solid foundation for any blossoming medical career.

The RJD is a sound option for:

Doctors eligible for general or provisional general registration with the Medical Council of New Zealand (see information about registration with the Medical Council of New Zealand ).
Doctors who seek wide experience of the New Zealand healthcare system whilst preparing for specialist training (especially if uncertain of choice of speciality)
House officers or registrars aiming to work short term in New Zealand without embarking on specialist training
Doctors who value flexible or part time work schedules
Doctors who are seeking higher pay than the regular RDANZ or STONZ rates

For those of you ready to rise to the challenge and further your career by becoming a relief house officer, we can help you through the process. If you would like to learn more about how we can help you, feel free to connect with us and register your CV or browse the advertised jobs on our website.

Further Useful Information

Attracting and Retaining Top Talent in Psychiatry: A Guide for Healthcare Organisations

Wed, 06 Nov 2024 15:25:57 GMT

The psychiatry sector in many countries is at a critical juncture, facing the dual challenge of an increasing demand for mental health services and a limited pool of top-tier talent available to fill the many vacancies for specialist psychiatrists and resident medical officers. As expert recruiters specialising in the medical industry, we understand the intricacies of connecting the right physicians with healthcare organisations which need and value their skills. In this article, we share insights on how organisations can attract and retain the cream of the crop in the field of psychiatry.

Understanding the Talent Landscape in Psychiatry

Psychiatrist recruitment is fraught with challenges ; shortages of trained specialist psychiatrists, early retirement and high rates of burnout compounded by increasing subspecialisation and expansion of mental health services have all contributed to the high vacancy rates noted in many countries.

The first step towards effective recruitment in psychiatry is to understand the motivating factors of leading psychiatrists and resident medical officers considering a career in psychiatry. Psychiatrists, like other physicians, seek roles which offer competitive remuneration and favourable working conditions. But other considerations play a major role:

a well organised and structured mental health service which seamlessly integrates hospital and community care and the broad range of interconnected subspecialist fields creates a highly attractive proposition, increasing the effectiveness of the psychiatrist's role whilst reducing the stress and despondency associated with poorly designed or failing systems.
a collegial work atmosphere founded upon strong relationships with colleagues in other specialities
opportunities for professional development
structured continuing medical education programs

Best Practices for Recruitment

Crafting a Compelling Proposition

When reaching out to potential candidates, it is paramount to articulate what sets your organisation apart from its many competitors. Consider the following:

Psychiatry Service Organisation : emphasise the quality, integration and organisation of the psychiatry services and the subspeciality services available on site, plus tertiary support if required.
Psychiatry Service Impact : describe the impact and effectiveness of the psychiatry services on patient care and community health. If you can support this with data, even better.
Flexible work schedules: options for part time work or telemedicine are attractive for psychiatrists seeking to maximise work life balance
Career opportunities: those which offer rapid promotions to senior or leadership positions or subspecialist training are strong motivators.
Research and audit: psychiatrists with academic interests will be interested to hear what your facility can offer in terms of research projects and financing
Continuing Medical Education (CME) : a requirement of most national medical regulatory authorities, well organised, structured programs are preferable to haphazard systems.
Medical Education: many specialist psychiatrists enjoy training and supervising those following in their footsteps embarking upon resident medical officer training positions. Official positions as tutors or supervisors should be mentioned.
Mental Health Advocacy: psychiatry departments which have a significant advocacy role and impact upon mental health policy and public education are of interest to many psychiatrists.

Utilising the Right Channels

To connect with top psychiatry talent, utilise platforms where prospective candidates are likely to be most active and receptive to your messages. These include:

an effective digital marketing strategy
conferences and events
personal referrals
professional networks such as LinkedIn
social media
specialist job boards and forums focusing on healthcare.

Fostering Employee Engagement

Building a Supportive Culture

Recruitment does not stop when the candidate accepts a job offer. An efficient onboarding process offering prompt assistance with immigration and visa applications, professional registration applications and relocation including travel, accommodation and shipping of goods ensures that the candidate remains engaged and does not become overwhelmed with the stresses of relocation and drop out.

Creating an inclusive and supportive workplace culture can significantly increase employee satisfaction and retention. Encourage:

Onboarding Process Management : appoint a human resources officer who can manage and oversee the essential processes required after accepting the job offer and before starting work. The procedures will vary by location of both job and candidate but usually include a licence to practice psychiatry, the right to work and additional arrangements required to relocate the physician and family.
Orientation Program : a structured orientation program is essential to welcome and support new recruits and has been shown to be a key component of physician retention strategies.
Team Building : regular team-building and learning activities are essential to foster good communication, focus and goal orientation
Clear Communication : communication to be effective must be clear and concise. Open communication channels should be established.
Awards: recognition of individual and team achievements helps motivate performance.

Providing Continuous Learning Opportunities

The practice of psychiatry requires lifelong learning even after specialist or vocational training is complete and fellowship and board certifications passed. Most countries have formal requirements for continuous medical education and minimal numbers of hours of training attendance which must be logged to maintain certification and licence to practice. In other countries, the approach is more lax and informal and often self directed.

Healthcare facilities can implement the following:

Conferences : sponsored attendance at industry conferences, both national and international
In-house training programs: structured training programs for subspecialists or psychiatry residents
Mentorship schemes: pair less experienced psychiatrists with seasoned professionals for guidance
Paid study leave: a dedicated amount of paid leave, often 10 days per annum, for attendance at events, conferences and courses is a prized asset and even better if accompanied by funding.

Career Development: The Keystone of Retention

Offering structured career development is a potent draw for ambitious psychiatrists. Key strategies include:

Performance review: constructive feedback and performance reviews.
Research : access to cutting-edge research and resources.
Subspecialisation : support for further education and specialisation.

By adopting these practices, your organisation will not only attract but also retain top talent in the psychiatry industry. Remember, the investment you make in your people is the foundation of your service quality and reputation in the competitive healthcare landscape.

As seasoned recruiters, we are committed to facilitating the perfect alignment between gifted psychiatrists and pioneering organisations. If you are looking to boost your team with highly qualified psychiatrists who will drive your practice forward, or if you are a professional seeking a new challenge in the psychiatry field, please connect. Together, we can forge the collaborations that embody excellence in mental healthcare.

To start a conversation about how we can achieve your recruitment or career goals in psychiatry, contact us today. Let us shape the future of mental health services with the right people in the right places. The path to outstanding healthcare begins with outstanding talent, let's embark on that journey together.

Useful Resources

Whilst you continue your recruitment endeavours, Odyssey Recruitment provides useful resources to keep your efforts moving in the right direction. Register a job vacancy , and then learn more about how we can help you.

Understanding the Branches of Psychiatry Specialisations

Tue, 05 Nov 2024 19:04:19 GMT

Psychiatry, a field of medicine both challenging and rewarding, offers a plethora of specialist paths for the newly qualified specialist and junior doctor embarking upon specialist training. In this article we shed light on the various, and growing, branches of this discipline guiding both candidates and clients through the intricate landscape of this vital medical field.

Unravelling the Psychiatric Subspecialties

Psychiatry, long regarded as a marginal specialism by the medical profession, has emerged as one of its largest and increasingly diverse, requiring an unique range of skills and expertise which distinguish it from other medical fields. Increasing demand for psychiatric services in many countries (particularly developed countries) has contributed to the shortage of psychiatrists experienced by many healthcare systems and created career opportunities for international medical graduates to work as specialist psychiatrists and enter training programs as resident medical officers.

Before commending a job search, it is wise to review the development of psychiatry, once a unified speciality, into a diverse range of specialist areas practising in different settings with different demographics and objectives.

General Adult Psychiatry

This is the cornerstone of psychiatry and the largest discipline, dealing with the diagnosis, treatment, and prevention of mental disorders in adults. From anxiety to schizophrenia, general adult psychiatrists provide a beacon of hope to those navigating mental health challenges.

General adult psychiatrists manage patients aged 18 to 65, although there is variation between countries on the precise boundaries between adulthood and adolescence and old age. They treat patients in the community, in out patient clinics or offices and where necessary, as hospital in patients. At times they may need to use legal procedures to forcibly admit patients to hospital for treatment. Using drugs, psychological therapies and sometimes electroconvulsive therapy (ECT), they aim to return patients to home and health.

Within the speciality, various subspecialist fields have emerged focused upon developing expertise in the management of the acutely psychotic or disturbed patient in psychiatric intensive care units (psychiatric intensive care), the management of patients with mild mental illness or in remission from severe mental illness in the community (community psychiatry or out patient psychiatry) and the care of acutely ill patients on hospital wards (in patient psychiatry).

Child and Adolescent Psychiatry

As the name implies, this speciality focuses on the assessment, diagnosis and treatment of mental illness in minors, generally under the age of 18. It adopts a holistic approach involving all family members to identify and treat a wide range of mental health issues including autistic spectrum disorder, depression, eating disorders, emotional problems, developmental and behavioural problems.

Child and adolescent psychiatrists work with children across their developmental stages, from infancy to the onset of adulthood and collaborate with other psychiatric specialties in addition to general practitioners and paediatricians. Historically this speciality developed in response to the establishment of juvenile courts, with the first organised child psychiatry service opening in Chicago in 1909.

Old Age Psychiatry

With the grace that accompanies aging comes a range of mental health considerations. Old age psychiatry, also known as geriatric psychiatry, focuses on the assessment, diagnosis and treatment of mental health disorders in older adults, including dementia, cognitive impairment, mood disorders, anxiety disorders and personality disorders.

Old age psychiatrists work in the community to promote independence and choice and collaborate with GPs, occupational therapists, and other professionals to provide personal care at home where possible. Serious mental disorders require hospital admission and most general hospitals have beds dedicated to psychogeriatric patients.

Liaison Psychiatry

Liaison psychiatry, also known as consultative psychiatry or consultation-liaison psychiatry, is a recognised subspecialty of general adult and old age psychiatry which focuses on the relationship between physical and psychological health. Liaison psychiatrists provide mental health care to hospital patients who are being treated for physical illnesses

Liaison psychiatrists treat patients with a range of mental health problems, including anxiety, depression, eating disorders, and self-harm. They also work with patients who have multiple chronic health conditions in a variety of hospital settings, including out-patient clinics, accident and emergency departments, and in-patient wards. They assess and treat patients, educate general hospital colleagues, and work with medical and surgical colleagues.

Some examples of problems that may be referred to liaison psychiatry include:

Psychological reactions to physical illness
Deliberate self-harm
Medically unexplained symptoms
Organic mental disorders
Alcohol and substance misuse
Mental illness related to childbirth

Addiction Psychiatry

Addiction psychiatry is a medical subspecialty within psychiatry which focuses on the evaluation, diagnosis, and treatment of people who have one or more disorders related to addiction. This may include disorders involving legal and illegal drugs, gambling, sex, food, and other impulse control disorders. Addiction psychiatrists are substance use disorder experts.

Growing amounts of scientific knowledge, such as the health effects and treatments for substance use disorders, have led to advancements in the field of addiction psychiatry. These advancements in understanding the neurobiology of rewarding behavior, along with research funding, has allowed for ample opportunity for research in the discipline of addiction psychiatry. Addiction psychiatry is an expanding field, and currently there is a high demand for substance use disorder experts in both the private and public sector.

One of the newest specialities, addiction psychiatry was first recognised in 1993 by the American Board of Psychiatry and Neurology and the American Board of Medical Specialties and was later accepted in other countries including the UK, Canada, Australia and New Zealand.

Forensic Psychiatry

Forensic psychiatry combines psychiatry with law to treat people with mental disorders who may be violent or pose a risk to the public. Forensic psychiatrists must have a detailed knowledge of criminal and civil justice systems, and mental health systems.

Forensic psychiatrists work in a variety of settings, including prisons, secure hospitals, and the community to treat people with mental disorders who have committed crimes, or who become unwell in prison. They work with the police, probation, courts, Crown Prosecution Service, and prisons.

Their responsibilities include the assessment of the risk of harm to others and the patient, formulation of treatment plans, and provision of advice to the courts, probation service, and prison service. Some forensic psychiatrists specialize in areas such as forensic learning disability or forensic psychotherapy.

Intellectual Disability Psychiatry

Psychiatrists working in the field of intellectual disability assess and treat adults with intellectual or learning disabilities which includes the assessment and management of neurodevelopmental disorders such as attention deficit hyperactivity, autism spectrum disorder and epilepsy. The patient demographic has a higher prevalence of mental illness with poorly differentiated presentations, creating diagnostic challenges. Patient management is holistic, involves family members and support staff and is often conducted in the community.

Medical Psychotherapy

Medical psychotherapy is a speciality which combines psychiatry and psychotherapy to assess, diagnose and treat patients with mental disorder. It involves sitting in a room with a person or people in mental pain, psychological confusion, conflict and distress and trying to make sense of what is going on before offering a range of psychological treatments. Psychotherapists develop expertise in how experiences such as trauma, loss and attachment patterns are central to shaping personality, and vulnerability to psychiatric breakdown and are able to offer an advanced level of clinical understanding across psychiatry.

Neuropsychiatry

Neuropsychiatry combines psychiatry and neurology to understand how the brain and social psychology interact to cause behaviour. Neuropsychiatrists assess and treat patients with mental disorders which may be caused by brain malfunctions. They work in a variety of settings, including general hospitals and multidisciplinary teams and use a variety of methods to evaluate disorders, including neurological investigations, psychometric studies, brain images, and the interpretation of the effects of treatments and conditions

Neuropsychiatrists treat a range of conditions, including epilepsy, multiple sclerosis, Parkinson's disease, Huntington's disease, dementia, schizophrenia, Alzheimer's, and cerebral palsy.

Rehabilitation and Social Psychiatry

Rehabilitation and social psychiatry focuses on managing patients with complex and long-term mental health issues to enable them develop the skills they need to live, learn, and work in the community with minimal professional support. It involves working with families and social circles, respecting the individual's values and beliefs, and taking a broad view of their wellbeing in order to maximise quality of life and social inclusion, and promote independence and autonomy. Rehabilitation psychiatry is an important part of the Forensic Pathway, as it allows mentally disordered offenders to receive rehabilitation and return to community settings.

Perinatal Psychiatry

Perinatal psychiatry is concerned with the assessment, diagnosis, and treatment of mental health disorders during pregnancy and after giving birth. Perinatal mental health issues can affect up to 27% of new and expectant mothers and if left untreated, can have long-lasting effects on the mother, child, and family.

Perinatal psychiatry is considered a relatively new specialty, but mental health problems after childbirth have been recognized for a long time. The first written account of postnatal mental illness was published in 1858 by French psychiatrist Louis Victor Marcé.

Positioning Yourself in the Psychiatry Landscape

Specialising in one of the above disciplines allows you to refine your expertise, contribute to the field through dedicated practice and research, and provide exceptional care tailored to specific populations or disorders. However, choosing your specialisation is akin to selecting the right instrument for a piece of music; it must resonate with your skills, interests, and abilities.

We are here to help you harmonise those factors with the right organisational opportunities, ensuring your career sings the right notes of success and satisfaction. As we navigate the currents of medical recruitment together, remember that we are committed to illuminating your path, offering insights that pierce the shrouds of uncertainty, and introducing you to opportunities that align with your specialty and aspirations.

If you are seeking to connect with organisations in need of your psychiatric expertise, or if you represent a healthcare organisation looking to enrich your team with dedicated professionals, together, we shall weave a narrative of success, building bridges between talent and opportunity in the realm of psychiatry.

Let us start a dialogue about how we can steer your career in psychiatry to its next horizon or how we can solidify the backbone of your psychiatric department with stellar talent. Get in touch , and make meaningful and impactful connections that resonate with your goals.

Useful Resources

7 Essential Tips for Drafting a Compelling CV for Psychiatrist Jobs

Tue, 05 Nov 2024 14:28:15 GMT

Are you a psychiatrist looking for a new job? A compelling CV is vital for an optimal job search and securing prized interviews with employers. A well-crafted CV provides a detailed illustration of your accomplishments, skills, and experience. To help you navigate this task we have collated seven essential tips that the most successful psychiatrists have used in their CVs.

Unveiling Excellence: Good Practice in Psychiatry CV Writing

Upon starting a search for a new job, three documents must be carefully drafted: CV, cover letter and list of referees. The most important is the CV. Crucial for showcasing achievements, experience, expertise and credentials, it must succinctly address the requirements of each job application whilst highlighting potential and career goals.

Psychiatry is an unique medical speciality, fascinating and challenging in equal measures, and it requires distinct skills which differ to some degree from those of other branches of medicine. The CV must demonstrate the awareness and mastery of these skills and the interest to develop them further with career progression.

1. Define Your Career Goals in Psychiatry

Start by defining your career goals in psychiatry and show how the job for which you are applying will help you attain them. Employers prefer candidates who have a clear idea of where they are headed and the motivation to achieve their objectives. A good alignment of job and career goals provides the incentive to strive for excellence in performance.

Whether you are aiming for a clinical leadership position, a career in psychiatry research or education, a subspecialist field of practice or just experience of a broad range of psychiatric practice, highlight these aims on your CV. This helps to differentiate you from other candidates who may be less focused.

2. Detail Your Psychiatry Training

Psychiatry residency or vocational training varies considerably across the world, the degree of variation exceeding that of all other medical specialities. In the countries of the Anglosphere (UK, Ireland, Canada, USA, Australia and New Zealand), psychiatry training forms a similar pattern with an emphasis on basic training in adult general psychiatry followed by training in subspecialist fields such as old age psychiatry, child psychiatry, forensic psychiatry and others. At the end of a structured program, a board certification or fellowship exam marks the end of specialist training and the right to work as a psychiatrist or pursue higher training in fellowship programs.

In other countries, psychiatry training is pursued as a speciality of neurology and often focuses exclusively in sub specialist fields with little or no general psychiatric training. A qualified child and adolescent psychiatrist in Europe, for example, may have no training in adult general psychiatry and may therefore not be eligible for a licence to practice psychiatry in some jurisdictions.

When applying for jobs in different countries it must be acknowledged that employers may not understand the course of specialist training in your country of qualification, hence you must explain it. We recommend drafting an outline of psychiatry residency or vocational training programs with brief information about modules and time frames in each field, ideally covering basic and advanced levels of training. This provides a framework of reference which an employer can use to assess your suitability for a particular job and category of medical registration.

3. Describe Your Scope of Psychiatry Practice

As with specialist training, scope of practice in psychiatry is variable. In some countries it is combined with neurology, in others confined to a subspecialist field and in most is broad and general. A list of jobs and hospitals where you have worked is not sufficient information to allow a prospective employer to evaluate your experience and skills and hence aptness for a job. You should include a summary of your current and recent jobs including duties, responsibilities and case types managed. You should briefly describe the following:

patient demographics
out patient and community psychiatric duties
in patient management
acute and chronic condition management
on call cover
participation in medical education of residents and junior doctors
continuing medical education and structure of program ie. formal or informal

4. Identify Your Strengths

Having identified your career goals and summarised your experience in terms of training and scope of psychiatry practice, it is time to identify your key skills and strengths. Are you an excellent listener, skilled analyst and diagnostician and an outstanding communicator? Are you resilient and adaptable? Can you persevere with patient management in the face of setbacks? Are you an able researcher or skilled medical educator? Recognise what you have achieved in your career so far and where you want to go, what sets you apart, and highlight these well honed skills on your CV.

5. Emphasise Your Legal and Ethical Practice Framework

The clinical practice of psychiatry often requires involvement with the legal aspects of medical practice in two circumstances. The first is the assessment and detention of patients under Mental Health Acts when the patient's mental state is deemed to pose a threat to the wellbeing of self or others. The second is the role of the expert witness in describing the impact of a patient's mental state on behaviour which has brought the patient into contact with the law.

It is essential to demonstrate in your CV that you have acquired a sound understanding of the law and its application to mental healthcare as well as the rights of the patient and are able to assume a balanced and objective position. You may wish to highlight skills and experience in the preparation of expert witness reports and evidence.

6. Assert Patient Advocacy

The role of the psychiatrist goes beyond the traditional boundaries of clinical practice and extends into advocacy for the well being of patients afflicted with psychiatric disorders, improvements in their mental health services and a reduction in the social stigma often levelled at them. Your CV should display any significant efforts and achievements to this end which may include:

Influence on mental health policy
Public education programs
Collaboration with other professionals and advocacy groups
Education of patients and their families and carers about their rights

7. Show Interest in Clinical Research

Clinical research is the source of new and improved treatments and the better understanding of diseases which powers the development of the speciality. If you have experience in research, this should be documented in your CV showing the topic of research and any publications and presentations which resulted from it. Large lists of publications are best placed in an appendix attached to the CV with a reference in the CV to their location so that they do not add excessive length to the CV and detract attention from other sections.

If you have not made a contribution to research, you can show that you at least have an interest in its progress by detailing associated activities such as attendance at conferences, meetings and educational events and mentioning any prospective interests.

From CV to Job Application

The journey does not end at this point. Creating a winning CV is only the first step. The key to successful job searches lies in strategic planning and the regular updating of your CV, adapting it to the nuances of each job. The best CVs are the ones which are continuously evolving, just like careers in psychiatry.

Summary

A well drafted CV prepared in accordance with the above seven tips will ensure that you have an outstanding template CV ready to be edited and adapted for each job application.
Outlining career goals, defining the scope of your training and practice, summarising your skills and their alignment with the job impresses employers and assists their evaluation of your application.

These seven tips are not exhaustive, but they are the major principles which guide many successful and respected psychiatrists whilst drafting CVs. If you are a psychiatrist seeking new opportunities, or a junior doctor looking for training jobs at registrar or house officer level in psychiatry, please contact us to discuss potential opportunities. You can browse advertised jobs and upload your CV to get started.

Useful Resources

The Top 10 Skills Every Psychiatrist Needs For Career Success

Sun, 03 Nov 2024 23:00:56 GMT

Psychiatry is a fascinating and rewarding profession and the demand for highly skilled psychiatrists is on the rise in many parts of the world, including the United Kingdom, Australia, New Zealand and Canada. As seasoned recruitment consultants specialising in the global medical sector, we have compiled a list of the top ten skills a successful psychiatrist should possess.

Psychiatry has some of the largest vacancy rates of any medical speciality in the Anglosphere countries (UK, Ireland, Canada, USA, Australia and New Zealand) and a significantly higher percentage of international medical graduates (IMGs) working in both specialist and training positions.

This creates attractive career prospects for IMGs with the potential for fast career progress with minimal competition, or at least less competition than faced in more popular specialities. And yet the speciality is not an appropriate choice for all physicians. Whilst considered to be less technical and procedural than most other medical specialities, it nevertheless requires an unique combination of special skills which must be developed to a higher level than in most specialist fields.

1. Active Listening Skills

Psychiatrists rely extensively on the interpretation of verbal and non verbal communication with patients and their families or carers to obtain a clear history of a patient's presenting complaint and progress. It is not sufficient to merely listen and record the words used to describe symptoms of mental disorder. The psychiatrist must observe the tone of voice, facial expressions, gestures and body movements of the speaker for clues about the mental state of the patient.

Throughout specialist training and a career of medical practice, the psychiatrist must focus on the development of advanced perceptual abilities which aid his or her understanding of the patient, the mental disorder and its impact on the patient. It is only with these skills that the psychiatrist can make a sound diagnostic formulation and appropriate management plan.

2. Strong Analytic Skills

The diagnostic challenge faced by the psychiatrist, often exceeds that of the general physician or surgeon. Symptoms are less clear cut, physical signs of mental disorder are few and the standard biochemical, haematological and radiological investigations often contribute little useful information. The psychiatrist is left with few clues and must dissect complex clinical information, often from multiple sources, to reach an accurate diagnosis. The ability to make sense of various bits of data is critical for effective patient management.

3. Excellent Communication Skills

The ability to communicate clearly and concisely with patients, their relatives and carers is integral to the practice of psychiatry. Mental illness is frightening for patients, and often even more so for family members. The role of the psychiatrist in maintaining open communication channels with logical, coherent and consistent messages is crucial for successful patient management.

Communication difficulties often arise where cultural and linguistic variation is prevalent. The psychiatrist must deal with a diverse range of people and must understand their unique perspectives. Clear, empathetic communication can enhance patient trust and foster a supportive therapeutic environment.

4. Empathy

Patients look for solace and understanding during their most vulnerable times. A compassionate psychiatrist can provide comfort during this process, encouraging open communication. Working with patients grappling with mental disorders requires a tremendous amount of patience. For significant improvements to happen, time and persistence are key.

5. Resilience

Psychiatrists often grapple with challenging cases and intense emotional, and at times, dangerous situations. Psychiatric illnesses can run a lengthy course with little improvement, fluctuating symptoms and repeated relapses. Unlike the surgeon who produces an immediate result at the end of an operation, the psychiatrist rarely has such fast and decisive results. Outcomes of psychiatric treatment are often more vague and uncertain.

Hope must not be lost. The psychiatrist must demonstrate the ability to persevere with the treatment of patients even in the face of limited outcomes. Fortitude and resilience are necessary to weather these emotional storms.

6. Sound Ethical Practice

The upholding of patients' confidentiality and rights is essential for building strong, trusting therapeutic relationships and maintaining patients' dignity.

Psychiatry is the area of medicine which is probably most frequently in direct contact with the law. The preparation of medical reports for courts may form a sizeable component of a psychiatrist's work and it is essential that the psychiatrist has a thorough knowledge of the legal procedures in which he or she may have to assume the role of expert witness. On a daily basis, the psychiatrist may be called upon to assess and detain patients under Mental Health Acts in situations where the patient has lost functioning mental capacity and poses a risk to themselves or others.

7. Creativity

The practice of clinical medicine is often considered to be as much an art as a science. Whilst patient management protocols have attempted to impose a standard structure and procedure on the assessment, diagnosis and treatment of illness, these cannot adequately manage the individuality of all patient presentations. This is most obvious in psychiatry where clinical presentations are highly variable and may not confirm to a consistent pattern.

Effective psychiatrists inject creativity into their practice, actively listening, interpreting and analysing clinical presentations of their patients and using innovative therapeutic methods to assist them.

8. Assertive Advocacy

The role of psychiatrists goes beyond the traditional boundaries of clinical practice and strays into the realms of public policy towards mental health services and the mentally ill. Psychiatrists advocate for the well-being of their patients and for broader changes in mental health care using the following methods:

Collaborate with patients: Psychiatrists work with patients as partners to empower them through shared decision-making and have a fiduciary responsibility to advocate for what is in their patients' best interest.
Influence policy: Psychiatrists influence mental health policy.
Educate the public: Psychiatrists educate the public about mental health and disorders.
Partner with other professionals: Psychiatrists partner with other professionals and advocacy groups.
Help patients exercise their rights: Psychiatrists can help patients become aware of their rights and exercise them.

9. Flexibility

Adaptability is crucial to successful psychiatric practice. Clinical presentations evolve in ways which are often unpredictable and unexpected. Therapeutic effectiveness of drugs and therapies is highly variable. No one-size-fits-all in psychiatry. Psychiatrists must adapt their approach based on the unique needs of each patient.

10 Lifelong Learning

Specialist training does not end with the board certification or fellowship. It must be continued, either formally or informally depending upon the jurisdiction of practice, with the pursuit of knowledge by means of research and study. As the understanding of psychopathology develops, treatments evolve and the psychiatrist must be at the forefront to maintain relevant in clinical practice.

Summary

A successful career in psychiatry requires the motivation and ability to acquire and develop throughout one's career, the unique skill set of this challenging but rewarding speciality.
A solid understanding of the legal framework of medical practice and the legal ramifications of impaired mental capacity or mental disorder is vital.
The personal qualities of resilience, adaptability, creativity and perseverance are essential to surmount the challenges which will be faced in psychiatric practice.
Good psychiatric practice requires highly developed analytic and active listening skills combined with clarity and consistency of communication.
The psychiatrist must never cease his or her distinctive role as advocate for the mentally ill and impaired, the preservation of their rights, the betterment of their treatment and their compassionate treatment by society.

These ten skills are certainly not exhaustive, but they are the major principles which guide many successful and respected psychiatrists. If you are a psychiatrist seeking new opportunities or a junior doctor looking for training jobs at registrar or house officer level in psychiatry, please contact us to discuss potential opportunities. You can browse advertised jobs and upload your CV to get started.

Useful Resources

While you continue your search for a job in psychiatry, Odyssey Recruitment provides useful resources to keep your career moving in the right direction. Begin the application process now, and then learn more about how we can help you.

Navigating the Complexities of Psychiatry Recruitment

Fri, 01 Nov 2024 17:45:00 GMT

The medical speciality of psychiatry poses distinct recruitment challenges for healthcare organisations worldwide. The global shortage of qualified psychiatrists, high rates of burnout and early retirement among practising psychiatrists, and an increasing trend towards subspecialisation have all impacted the ability of hospitals and clinics to maintain adequate staffing levels to provide vital psychiatric services.

As seasoned recruitment consultants specialising in the medical sector, we have honed our expertise in understanding these particular complexities and in this article, will share insights and strategies to address these challenges, helping healthcare organisations to recruit and retain the talented professionals that are so crucial in this demanding yet rewarding sector.

Understanding the Talent Landscape in Psychiatry

Before delving into the strategic aspects of psychiatrist recruitment, it is essential to understand the nature of the workforce in different regions of the world. There is significant demand for psychiatrists, particularly in the developed nations of Europe, Australasia and North America, less so in the rest of the world where psychiatry remains a marginalised, under developed and often stigmatised area of medical practice.

In the developed nations, demographic and lifestyle changes are largely responsible for the escalating need for expert psychiatric services and the evolution of the speciality from a single unified discipline into a range of subspecialist fields aimed at different demographic sectors and clinical conditions.

The burgeoning list of specialist fields includes child and adolescent psychiatry, old age psychiatry, forensic psychiatry, addictions psychiatry, learning disabilities, psychotherapy, liaison psychiatry in addition to the largest field of general adult psychiatry which is now itself often split into psychiatric intensive care, in patient psychiatry and community psychiatry. This creates staffing challenges for healthcare organisations as the general psychiatrist who can manage all conditions becomes a rarity and some specialities become dominant and over subscribed whilst others suffer a dearth of talent.

To further exacerbate matters, psychiatry remains one of the least attractive specialities for fresh medical graduates embarking upon residency or vocational training. Specialist training positions have higher vacancy rates than those of almost all other specialties and many remain unfilled. There are also high drop out rates with junior doctors leaving before completion of the program to retrain in other specialities. The result is a chronic shortage of newly qualified psychiatrists. The recruitment of international medical graduates (IMGs) is often viewed as a solution to this problem and this creates a career opportunity for IMGs wiling to work in the speciality.

The closure of large psychiatric hospitals, the integration of psychiatry into general hospitals and the emphasis on community care wherever possible, has spawned the creation of large multidisciplinary mental health teams responsible for the management of patients across a range of healthcare facilities and private homes. High rates of stress and burnout are reported among staff struggling to provide patient care.

Psychiatry requires an unique blend of skills; clinical knowledge, communication skills, empathy, resilience, flexibility and the ability to manage stress. This juxtaposition of characteristics makes it particularly challenging to find the right candidates who can thrive both professionally and personally in the speciality.

The Recruitment Conundrum in Psychiatric Hospitals and Clinics

When planning the recruitment of psychiatrists for healthcare facilities, there are three major considerations which must be factored in to any strategy.

1: Qualifications and Credentials

Each country and even jurisdiction within a country has its own specific requirements for specialist training in psychiatry, specialist qualification, professional registration and credentialing. In addition to the educational qualifications, tests of language proficiency, verification of qualifications, references, police checks and medical checks are usually required. All essential requirements should be identified prior to commencing a recruitment campaign and recruitment activities directed at candidates with the right credentials.

2: Specialist skills

The range of skills required for each job must be clearly defined. In tertiary hospitals, a diverse range of highly specialised psychiatrists is normally employed to practice in each sub- specialist field and act as a referral centre for peripheral hospitals unable to manage complex cases. In secondary hospitals, a broader range of general skills is usually appropriate with a subspecialty possibly practised as an interest. In rural hospitals, wide ranging expertise and competency is essential to manage the undifferentiated presentation with minimal support.

In some countries psychiatrists must work with patients from diverse ethnic, cultural and linguistic backgrounds and expertise in cross cultural medical practice is valuable.

3: Staff Resilience and Retention

The emotional toll of working in psychiatric services can be high, particularly where staff shortages are prevalent. It is of paramount importance to select physicians who are not only skilled and appropriately credentialed, but also have the resilience to cope with the inevitable pressures they will face, particularly when they are expected to work in settings with minimal collegial support.

Strategy Is Key: Effective Recruitment Approaches

Meeting the demand for top-tier psychiatric talent requires a multifaceted recruitment strategy. Here are some approaches that can aid in securing the right candidates:

1: An Effective Digital Recruitment Strategy

Most candidates start a job search on line and it is therefore essential to have a visible presence with effective, recognisable branding and job adverts targeted at the right demographic in appropriate locations across several media channels.

2: Enhanced Job Adverts

Craft engaging job adverts which appeal to the physician's personal and career goals and do not simply list duties, responsibilities and credentialing requirements. Description of locations and possible lifestyle interests can also attract potential candidates. Competition for psychiatrists between different healthcare organisations can be intense so any positive differentiators should help attract good candidates.

3: A Slick Recruitment Process

The recruitment process should be designed with stages, actions, procedures and time frames. Prompt communication is vital, and highly appreciated, even if to convey negative results. Adverts should have closing dates where possible and shortlisting of candidates for interviews should be swift to maintain the interest of good candidates. Interviews should be conducted on time and feedback provided. A slow and inefficient recruitment process destroys the image of the organisation, and with it, interest in the job.

4: An Efficient On Boarding Process

Once the job offer is accepted by the candidate, the recruitment team basks on its success and the on boarding procedures are often neglected. They must not be as this is the most critical issue for successful staff retention and prevention of drop outs. Professional registration and licences, visas, travel and accommodation bookings must be managed swiftly. A dedicated on boarding system and orientation program for the candidate's first days at work are essential to ensure the psychiatrist starts work on a positive note.

5: Training and Development

Potential candidates are more likely to apply for jobs if they see opportunities for professional growth. Training in sub specialist fields, clinical leadership skills, clinical research or medical education are strong motivators.

6: Flexible Work Schedules

Flexible work schedules are attractive for psychiatrists who want to prioritise time for family or other interests. Shift work and telemedicine can help to optimise work patterns.

7: Minimise Stress and Burnout

Foster a supportive culture and highlight initiatives which promote mental well-being among staff.

Retaining the Best: Beyond Recruitment

Successfully placing psychiatrists in jobs is not the end of the story. Retention is as critical as recruitment. Develop an environment where feedback is encouraged, career progression is clear, and support systems are robust. It is this attention to the overarching employee experience that will help keep valuable staff in their roles for longer.

Looking Ahead: Partner with a Leader in Psychiatry Recruitment

The aim of this article is to analyse the challenges faced by healthcare facilities seeking to recruit specialist psychiatrists and encourage the design of effective recruitment strategies to attract the best candidates.

If you are poised to make a positive change to your recruitment strategy, or if you are a psychiatrist seeking the next step in your career, we invite you to contact us . Together, we can forge those meaningful connections that drive success for everyone. Let’s create a future where both talent and healthcare institutions thrive.

Recommendations for a Radiologist Job Search in New Zealand

Tue, 29 Oct 2024 23:22:08 GMT

As one of New Zealand's shortage medical specialities, radiologists have excellent job opportunities. There are jobs throughout the country in the fields of general diagnostic radiology, interventional radiology and various subspecialist fields with the added bonus of flexible work schedules, including teleradiology reporting from home.

International radiologists can expect generous relocation packages and visa sponsorship to ease the move. Read this article for some recommendations on searching for the right opportunities in radiology.

New Zealand is an attractive destination for radiologists looking for employment in the southern hemisphere. Recent major investments of $7 billion in the public healthcare system have financed hospital complete and partial reconstructions with many hospitals enjoying newly refurbished radiology departments equipped with the latest technology including tele-radiology reporting systems which have facilitated on call duties from home and the creation of a new special purpose scope of registration with the Medical Council of New Zealand.

Radiology is one of New Zealand's most acute medical shortage specialities with a high percentage of international medical graduates occupying specialist radiologist positions. The speciality remains on Immigration New Zealand's green list tier 1 , which affords radiologists special advantages in securing work visas and permanent residency. Whether you are looking for a permanent or long term position as a radiologist, a fixed term appointment for up to 12 months or a tele -radiology service contract, there are ample opportunities throughout both north and south islands of New Zealand.

Radiology Practice in New Zealand: Public and Private Sectors

Hospitals in New Zealand have modern radiology departments provisioned with MRI and CT scanners as well as ultrasound and digital radiography technology. The district general hospitals provide general diagnostic radiology services with some of the larger regional hospitals offering general interventional procedures. However, the range of interventional procedures provided in these hospitals is growing in response to local demographic pressures and the reluctance of patients to travel long distances for investigations and treatment, fueling a demand for radiologists with interventional skills or the interest to acquire these.

Most interventional radiology procedures, including neuroradiological procedures, are performed in the tertiary hospitals located in the major cities of Auckland, Hamilton and Wellington in the North Island and Christchurch and Dunedin in the South Island. Specialist diagnostic radiology services such as musculoskeletal radiology, abdominal and pelvic radiology, paediatric radiology and neuroradiology are also located in the tertiary hospitals, although some radiologists in the peripheral hospitals may practise these specialities as a sub speciality interest combined with general radiology but never exclusively.

Whilst most radiologists work with the public healthcare system, an increasing number of radiologists work in the private sector either in hospitals or diagnostic centres located throughout the country. These centres offer patients swift access to radiological investigations and interventional procedures in conveniently located modern facilities. They also play a key role in postgraduate medical education offering fellowship programs in highly specialised areas of radiology for radiologists who have just completed their vocational or residency training.

Many private clinics and hospitals are also approved to provide the Medical Council of New Zealand (MCNZ) mandated supervision for overseas specialist radiologists starting work in New Zealand making them attractive options for international physicians.

Radiologist Salaries and Remuneration Packages

Radiologists' salaries compare favourably with those of other healthcare systems in comparable countries and international physicians can expect relocation packages which cover the costs of moving to New Zealand. The public healthcare system Health New Zealand, negotiates agreements with the union of specialists named the Association of Salaried Medical Specialists . These collective agreements set out salaries and additional allowances and are updated yearly. The agreements include:

salary for 40 hour week which is determined by years of experience since initial eligibility for vocational registration
allowances for on call duties
allowances for additional professional responsibilities
study leave and allowances for conference expenses etc.
6 weeks annual leave
reimbursement of medical practice expenses
relocation and immigration support from overseas applicants to New Zealand

In the private sector, the remuneration packages are similar to those of the public sector and may also include:

personal health insurance
sign on incentives including accommodation support
flexible work schedules

The Royal Australian and New Zealand College of Radiologists

Founded in 1935, The Royal Australian and New Zealand College of Radiologists (RANZCR) is a not-for-profit professional organisation for clinical radiologists and radiation oncologists in Australia, New Zealand and Singapore. The RANZCR encompasses two Faculties, the Faculty of Clinical Radiology and the Faculty of Radiation Oncology. The Faculties are the main bodies for the professions in Australia and New Zealand and have local branches in New Zealand, each state of Australia and the Australian Capital Territory.

The RANZCR administers training programs in radiology and radiation oncology in Australia and New Zealand, accreditation for overseas-trained specialists, and a continuing professional development program for its members. Through policy, advocacy, quality and standards and research activities, the RANZCR works with its members to promote the science and practice of clinical radiology, and radiation oncology.

The RANZCR defines the scope of practice or diagnostic and interventional radiology as the diagnosis and treatment of patients utilising imaging modalities, including general radiography, angiography, fluoroscopy, mammography, ultrasound, computed tomography, magnetic resonance imaging, nuclear medicine and bone densitometry.

In New Zealand, as in Australia, vocational training in diagnostic and interventional radiology is undertaken through the Royal Australian and New Zealand College of Radiologists (RANZCR) and training can be undertaken in either or both countries. Once RANZCR training is completed, the doctor is awarded the Fellowship of the RANZCR (FRANZCR).

Recognised specialists in New Zealand must complete 7 years of training and satisfy the requirements below:

P revocational Training

2 years of general medical experience (internship and PGY2 or FY1 and 2)

Vocational Training

5 years of radiodiagnosis training starting at PGY3 including:

3 years of introductory and basic general radiology training
2 years of systems-focused rotations for advanced radiology training, including:

medical training, which covers patient care and safety, report writing, key conditions in early training, applied imaging technology, radiological anatomy and normal variants, pathology, abdominal imaging, chest imaging, neuro imaging, head and neck imaging, musculoskeletal imaging, paediatric imaging, breast imaging, obstetric and gynaecological imaging and vascular imaging and intervention
non-medical training , which covers teamwork, communication skills, patient support and advocacy, management and administrative skills, professionalism and research and education

in their second year of training pass the FRANZCR Part I examination, which covers general radiology,
in their fourth or fifth year of training pass the FRANZCR Part II examination, which covers systems radiology
keep a logbook, documenting the type of examination, level of participation and supervision, and relevant comments about the examination including follow-up of results or ongoing management of the patient, as appropriate. Note: each patient entry should be signed and dated by the supervising radiologist
practical training must be carried out in accredited training posts in Australasia
participate in the RANZCR continuing professional development programme.

Once a trainee has successfully completed all the examination and training requirements they will be awarded the FRANZCR.

The vocational or residency training and practice experience of international medical graduates is assessed in comparison to this standard.

4 Considerations for a Radiologist Job Search

1: Eligibility for Registration with the Medical Council of New Zealand (MCNZ)

Before applying for radiologist jobs in New Zealand, you must first establish if you are eligible for the correct scope of registration with the Medical Council of New Zealand , the sole medical regulatory authority. The registration category will usually be detailed in the job adverts, but there are only three potential options - vocational or provisional vocational, locum tenens and teleradiology. The latter two fall into the category of "special purpose" which renders them valid for a term of up to 12 months only. This is suitable for fixed term contracts but not for permanent jobs.

Most employers will not shortlist doctors for interview without proof from the MCNZ of eligibility for registration. Exceptions are often made for UK and Irish trained radiologists and less commonly for radiologists trained in one or more of the countries determined by the MCNZ to have comparable healthcare systems to that of New Zealand. These include the USA, Canada and most countries of Western Europe. There are no exceptions for anyone else and the process of MCNZ assessment for eligibility can take up to 6 months, so this must be factored into job search strategies.

2: Eligibility for a visa which allows you to work

Most healthcare facilities are registered as accredited employers with Immigration New Zealand and are therefore eligible to sponsor work visas for medical professionals. Accredited employer work visas allow physicians to live and work in New Zealand for up to 5 years and bring family members. However, some of the private radiology diagnostic centres are not accredited employers and cannot sponsor visas which means that prospective employees must be eligible for straight to residency visas on the grounds of possessing a job offer and green list Tier 1 skill, and be under age 55.

3: Scope of radiology practice

You should decide upon your scope of practice and focus on applying to jobs which reflect this. Do you want to work in a subspecialist field exclusively? Then concentrate on the tertiary hospitals. Do you want to mix general radiology with a subspecialist interest? Apply to the larger secondary care hospitals. Should you wish to work with a broad scope of general diagnostic radiology, then look at the smaller secondary care hospitals in the more rural areas. If research and academic work are important to you, head for the medical schools in Auckland and Dunedin and if clinical leaderships skills are something you wish to acquire, then pursue jobs in the larger hospitals.

In almost every job, radiologists are involved with the education, mentoring and supervision of junior radiologists in training for their FRANZCR exams.

4: Personal Goals : Career and Lifestyle

Whilst scope of radiology practice combined with professional registration and visa categories plays a major role in determining the potential job pool, personal career and lifestyle goals deserve some consideration. Opportunities for career progression in subspecialities or leadership may be limited in the smaller hospitals. Lifestyle considerations such as housing availability, transport links, schooling, leisure and cultural opportunities must be balanced with career goals.

Once you have carefully considered your preferences, you are ready to select the most suitable job opportunities in radiology.

How to Determine Eligibility for Registration as a Radiologist with the Medical Council of New Zealand

As noted above there are three possible scopes of registration for the specialist radiologist and the appropriate one is determined by qualifications, scope of practice and contract duration.

Vocational and Provisional Vocational Registration

This is the standard specialist registration category and is the most frequently used. Indeed it is essential for permanent and long term contracts (greater than 12 months). There are three pathways to apply for vocational registration.

VOC 1 - physicians who hold FRANZCR and general registration with the Australian Medical Board or Medical Council of New Zealand.
VOC 2 - physicians who hold FRANZCR but do not have general registration with the Australian Medical Board or Medical Council of New Zealand.
VOC 3 - international medical graduates who have neither FRANZCR nor general registration with the Australian Medical Board or Medical Council of New Zealand.

Each application form lists the information which must be included with the application

This consists of the following:

completed VOC 3 application form
curriculum vitae
passport copy
copy of medical degree
copy of specialist qualification
copy of current medical practice registration / licence
3 reference forms
an overview of specialist training programme
a log book of procedures performed
evidence of participation in Continuing Medical Education (CME)
EPIC Report of primary source verification of credentials

Your application will go through initial checks with the MCNZ before being sent to the RANZCR for assessment. The assessment may take as long as 3-6 months and you may be invited to an interview conducted remotely with RANZCR assessors to clarify any issues they have identified with your training.

Other things to consider include:

does the country in which you trained and practised have a comparable health system to New Zealand? The MCNZ has listed over 30 countries which it has rated as having healthcare systems of a similar standard and preference is generally given to applicants who have trained and worked in these countries.
how does the structure and length of your training programme compare with the New Zealand training programme for the vocational scope in which you are making your application?
have you been awarded a certificate of completion (or similar) for your basic and advanced specialist training? For example, the Certificate of Completion of Training (CCT) from the United Kingdom.
do you have recent clinical experience within the vocational scope in which you are making your application?
is your experience across the full vocational scope in which you are making your application or is it limited to a subspecialty only?

The Locum Tenens Radiologist

The locum tenens scope of registration is a special purpose registration which is valid for a maximum of 12 months and can only be used to work in fixed term contracts and locum jobs.

You can apply for this pathway if you:

intend to work temporarily in New Zealand for up to 12 months maximum
have an approved postgraduate qualification for the special purpose locum tenens scope of practice, in the area of medicine in which you wish to work
have been in active clinical practice for at least 20 hours per week for 22 of the last 36 months, relevant to the area of medicine in which you wish to work
have had at least six months' practice under the jurisdiction of another medical regulatory authority, within the 12 months preceding the application - and provide evidence of satisfactory participation in any recertification programmes required by the authority. If no such requirements have been set, evidence of ongoing professional development during that period is required.

Approved Qualifications in Diagnostic and interventional radiology include

Australia and New Zealand

Fellowship of the Australian and New Zealand College of Radiologists

Canada

Fellowship in Diagnostic Radiology of the Royal College of Physicians and Surgeons of Canada
Specialist Certificate in Diagnostic Radiology of the Royal College of Physicians and Surgeons of Canada

South Africa

Fellowship of the Faculty of Radiology (Diagnostic) of the College of Medicine of South Africa
Fellowship of the College of Radiologists (Diagnostic) of South Africa
Fellowship of the College of Diagnostic Radiologists of South Africa

United Kingdom

Fellowship of the Royal College of Radiologists of London (if obtained after 12 January 1996, your Fellowship qualification must be accompanied by a Certificate of Completion of Training (CCST) issued by the Specialist Training Authority of the Medical Royal Colleges and if obtained after 30 September 2005, your Fellowship qualification must be accompanied by a Certificate of Completion of Training (CCT) issued by the Postgraduate Medical Education and Training Board.

United States of America

Certificate of the American Board of Radiology
Certificate of the American Osteopathic Board of Radiology.

If you intend to work in New Zealand for more than 12 months and wish to be registered as a specialist, then you will need to apply for provisional vocational registration.

The Diagnostic Teleradiologist

The diagnostic teleradiologist is a new job title in New Zealand, created as a consequence of the digitalisation of radiology services with its own unique special purpose licence category with the MCNZ. The teleradiology scope of practice enables doctors without the recognised New Zealand or Australasian qualification (FRANZCR) to provide teleradiology services for patients in New Zealand by working with a New Zealand-based healthcare provider temporarily, up to a maximum of 12 months.

Radiologists applying for teleradiology jobs and MCNZ registration must meet the following criteria:

hold a postgraduate qualification in radiology approved by the MCNZ
hold registration within the same jurisdiction where the qualification was obtained
have worked in radiology for 20 hours per week for at least 24 out of the last 36 months
work for an overseas facility that is accredited by an appropriate accreditation body

Summary

Radiologists have excellent job opportunities in New Zealand for both permanent and locum positions. Shorter fixed term contracts (usually 6-12 months) can be arranged in some hospitals for radiologists aiming to sample work in New Zealand as a sabbatical.
Flexible work schedules are often possible and tele-reporting from home has replaced on call hospital duties. The Medical Council of New Zealand has created a new special purpose licence category for tele-radiology work.
The majority of jobs are in the scope of diagnostic radiology but larger secondary hospitals and tertiary hospitals employ interventional radiologists and specialists in neuro radiology, breast radiology, paediatric radiology, musculoskeletal radiology and other specialist fields.
After determining eligibility for registration (vocational, provisional vocational, tele radiology or locum tenens) with the MCNZ, physicians can assess career, lifestyle and family goals to determine preferred locations for a job search.

Our recruitment consultants are on hand to offer expert advice and assistance and can add considerable value to your job search. Please register your CV and contact us. You can view currently advertised jobs and apply for them.

Useful Resouces

While you continue your medical job search, Odyssey Recruitment provides useful resources to keep your career moving in the right direction. Begin the application process now, and then learn more about how we can help you.

The Field of Hospital Medicine and The Role of the Hospitalist

Wed, 09 Oct 2024 23:14:00 GMT

The hospitalist is a relatively new medical job title which was introduced in the United States of America and later spread to Canada, Australia, New Zealand and more recently to the Middle East. It is now the USA's fastest growing medical speciality.

But many doctors are still confused about what the hospitalist actually does and whether a hospitalist job could be right for them. This article provides an overview of this increasingly common physician role and the job search process.

Hospitalists, known as general physicians, are an emerging group in the medical field. Focused on the general medical care of hospitalised patients, they often attract a mixture of appreciation and criticism with diverging opinions about their overall effectiveness and benefit to patient care.

However, the number of hospitalist jobs in healthcare systems around the world is steadily increasing and careers in hospital medicine are becoming an attractive option for many physicians. We shall start with a definition of the hospitalist job and a look at the history of this new medical field before considering the career options.

What is Hospital Medicine?

In 1977 the specialty of hospital medicine emerged in the United States of America (USA)and was first defined by the University of Chicago as "the field of internal medicine which concentrates on the practice of care for hospitalised patients."

Traditionally in patient medical care was managed by the patient's primary care family physician supplemented by attending internists who were self employed fee for service physicians working from their own practices. This arrangement had a weakness. The bulk of the family physician's work was focused on the treatment of out patients in the community and the additional burden of caring for patients during hospital stays, which could be lengthy, posed an untenable strain.

Additionally, increasing pressure on healthcare systems to optimise value by providing the best quality care for the lowest possible cost spurred the re-engineering of models of care and the development of hospital medicine as a distinct branch of general internal medicine with in-patient care provided by salaried physicians working in conjunction with nurses, specialists, and physician assistants. This new cadre of inpatient clinicians were known as hospitalists, and were a creation of necessity.

Definition of the Hospitalist

As the field of hospital medicine expanded, the term "hospitalist" was used as the job title of its medical practitioners and in 1996,

the New England Journal of Medicine created a formal definition of the hospitalist as "a physician whose primary professional focus is the general medical care of hospitalised patients with activities including patient care, teaching, research, and leadership related to The Society of Hospital Medicine (SHM), the professional association of hospitalists ."

The hospitalist model began with the assumption that having a single inpatient generalist responsible for overseeing hospital care would improve value. When studies showed that the use of hospitalists did decrease costs, largely through decreased length of hospital stay, medical centres agreed to subsidise their salaries, creating the economic engine that drove growth in this new model of care.

Other factors which contributed to the demand for hospitalists were the willingness of family physicians to relinquish the care of their hospital patients, the hospital workforce gap created by restrictions to resident physicians’ duty hours since 2003 and the absence of additional licensing or training requirements beyond residency required for hospitalist jobs. This guaranteed the immediate availability of a large labour pool, and graduating residents, many practicing family physicians, and trainees with a generalist bent, who might have pursued primary care in the past, flocked to hospitalist work.

Since 1996, the number of hospitalists has grown rapidly and there are over 60,000 hospitalists in the United States, making it the fastest-growing medical specialty in the country. As an indication of the growth of the speciality, here are some figures:

2000: Fewer than 1,000 hospitalists
2012: Just under 30,000 hospitalists
2019: Over 44,000 hospitalists
2020: More than 60,000 hospitalists

Following this explosive growth a new title of nocturnist was implemented for hospitalists who work exclusively at night.

Scope of Practice of the Hospitalist - The Job Description

In the USA, hospitalists work in more than 80% of hospitals with over 200 beds and increasingly in smaller and rural hospitals as well. Their responsibilities encompass almost every section of the hospital, including the emergency department, general medical department, surgical postoperative field, blood bank, and obstetrics. The flexibility of a hospitalist’s job description allows the physician to bridge the gaps in hospital organisation.

Today, a patient admitted to a hospital in the USA is highly likely to receive care from a hospitalist, the fastest growing medical profession in modern history. Hospitalists have also expanded their scope of practice beyond caring for adult general medical patients. They are increasingly comanaging surgical patients and taking ownership of hospital care in specialties ranging from neurology to obstetrics. Hospitalists are no longer restricted to the hospital: the model of a site-based generalist coordinating the care of complex patients is now employed in some nursing and long-term care facilities, and in rehabilitation centres.

The hospitalist's duties may be grouped into three categories:

Clinical

Hospitalists provide inpatient care in a variety of settings, including medical wards, paediatric wards, emergency rooms, intensive care units, and rehabilitation centers. They assess patients, formulate treatment plans and manage and coordinate patient care throughout treatment. Hospitalists receive patient referrals from primary care providers (PCPs), emergency physicians, and/or subspecialists, and provide consultations to patients admitted to orthopaedic, surgical, and rehabilitation services. They manage and treat a significant range of complex and comorbid disease conditions and their scope of practice is increasing. Paediatric hospitalists are now performing the same role in children's wards as hospitalists in general medicine.

The rapid expansion of hospitalists has advanced the aims of reducing hospital costs while preserving or improving quality of care. Hospitalist care is associated with shorter hospital stays, lower cost per stay, and the same or improved quality metrics and outcomes (eg readmission, mortality).

Medical Education and Research

In addition to clinical work, hospitalists have academic roles which cover the majority of training services in hospitals including the training, mentorship and supervision of resident medical officers. They also form an important part of medical research teams at local, state, and national levels.

For resident medical officers, hospitalists provide unified oversight for an entire group of patients. Prior to the era of hospitalists, things were less coordinated. Hospital based residents were either trying to connect with office based family physicians about hospital patients or were effectively cobbling together recommendations made by various inpatient subspecialists. In a teaching environment, residents and students increasingly have dedicated inpatient supervisors available day and night, and report a better educational experience as a result.

Hospital operations

Hospitalists are often involved in developing and managing aspects of hospital operations, such as quality improvement and inpatient flow. As leaders, hospitalists invigorate all facets of the health-care system with the goals of reducing hospital stays and patient re-admissions, reducing costs of healthcare and enhancing the patient experience of the healthcare system. Initiatives pioneered by hospitalists include:

shortening the duration of hospital admissions
effective management of patient transfer from hospital to home or another post- acute healthcare facility
reduction in post discharge hospital re-admission
establishment of post-discharge clinics in health centres for vital post-discharge health assessments, prescriptions, and wound care.
scheduling for patient assessment and management within 3 days of hospital discharge
evaluation of readmissions or dissection of readmission to identify the reason behind readmission.

Medical Training of Hospitalists

After internship or pre-vocational training, junior doctors intending to become hospitalists enter residency programs in internal medicine most commonly, or family medicine or paediatrics. Upon completion of residency, no further qualifications, or training is required and doctors can apply for hospitalist jobs.

Whilst residents in internal / general medicine and paediatrics have extensive experience with hospital patients, family medicine residents focus predominantly on outpatient care over inpatient care, so many chose to do a Hospitalist Fellowship to help them manage complexities dealt with by hospitalists, although they are not mandatory for hospitalist jobs.

In Australia and New Zealand, postgraduate medical training in internal general medicine and paediatrics is overseen by the Royal Australasian College of Physicians (RACP). The Royal Australian College of General Practitioners manages training in general practice. There are 4 stages to medical education at undergraduate and postgraduate levels.

The Internal Medicine Society of Australia and New Zealand represents the needs of doctors working in Internal Medicine (also known as General Medicine or General and Acute Care Medicine) across Australia, Aotearoa New Zealand and the Pacific, of which there are medical and trainee specialists in hospitals and private practice. IMSANZ membership is open to all consultant physicians with an interest in the specialty, and basic and advanced physician trainees practising in general medicine, acute medicine or chronic disease.

Hospitalist Salaries and Compensation

Hospitalists are salaried physicians with few opportunities for fee for service practice. The average hospitalist salary in the United States is around $336,000 per year, with a range of $216,000–$403,000. However, salaries can vary depending on a number of factors, including:

Location: The highest paying cities for hospitalists include Bangor, ME, Terre Haute, IN, and Springfield, MA. The lowest paying region is the Northeast.
Practice environment: Hospitalists working in academic hospitals earn more than those working in non-academic hospitals.
Gender: Male hospitalists earn about 4% more than female hospitalists.

Other factors that can affect a hospitalist's salary include:

Additional pay, such as cash bonuses, commissions, tips, or profit sharing
Side gigs, such as locums, moonlighting, urgent care, expert witness work, or medical surveys.

In Australia and New Zealand, hospitalists are paid in accordance with the salary scales of other salaried medical specialists.

The Advantages of Being a Hospitalist

Working as a hospitalist has become an increasingly popular career choice for physicians interested in a flexible, well-paying medical career. Here are some of the benefits of being a hospitalist to consider:

Job Opportunities Abound for Hospitalists

Hospitalists have some of the highest expected growth rates amongst all the medical specialties and by 2030, the hospitalist profession is expected to grow by 26% in the USA and perhaps by more in other countries where the speciality is just beginning to take off.

Hospitalists Receive Great Pay

Working as a hospitalist is financially lucrative and generous salaries are often supplemented by bonuses and other financial incentives plus opportunities for work as locums.

Hospitalists Have Scheduling Flexibility

Many doctors chose to work as a hospitalist because of the scheduling flexibility. Shifts average 10-12 hours per day and can be arranged to maximise time off with shifts and leave arranged in blocks. Some hospitalists work as little as 15 shifts per month with extensive time off to pursue other interests.

Hospitalists Have High Job Satisfaction

Hospitalists report high levels of job satisfaction attributing this to the ability to schedule work flexibly and practise medicine with high levels of clinical autonomy. Reported burnout rates are lower than in other medical specialities.

The Challenges of Hospitalist Jobs

Although hospitalists have achieved unprecedented growth and tremendous successes very quickly, there are new challenges to address. The pressure for value, the key rationale for hospitalists initially, has now reached even higher levels with governments attempting to restrict spending on healthcare.

The Pressure to Sustain Value

In the modern incarnation of value-based purchasing, success is about far more than cost reduction: there are initiatives to publicly report and provide differential payment on the basis of patients’ experiences, quality, safety, access and efficiency. Because hospitalists practise in the most expensive segment of the healthcare system, they are perfectly positioned to improve value, and must sustain success in such work.

The Coordination of Care with Family Physicians and Specialists

The co-ordination of care between hospitalists, other specialists and family physicians remains an established challenge. In theory, hospitalists have the potential to be the main managers of the inpatient setting, accountable for coordinating appropriate transitions of care between in-hospital levels of care and different platforms of care delivery, from the post-acute facility to the clinic to the community.

However, the results of studies of that coordinating role have been disappointing. Studies have shown that direct communication between hospitalists and family physicians occurred less than 20% of the time, and discharge summaries were available at only a third of follow-up visits, often adversely affecting the quality of care.

The substantial rise in electronic health record systems since 2009 provides the infrastructure for streamlined communication, including immediate visibility of discharge summaries to family physicians within integrated systems and automatic delivery to outside providers. However hospitalists continue to face the challenges created by an absence of standards for discharge summaries, lagging ability to transfer data between electronic health record (EHR) systems, and unclear responsibilities for care transitions.

Impact on Medical Education and Resident Medical Officer Training

Although the overall educational experience of resident medical officers has been improved by hospitalists, the perfect balance between autonomy and around the clock supervision remains elusive. Hospitalist involvement and oversight are a positive response to the challenges imposed by duty hour restrictions of residents but residents report less involvement in patient care and decreasing autonomy impairing their ability to act as independent medical practitioners.

Lack of Time for Academic Advancement

Academic advancement is a challenge for the hospitalists who practise in academic settings. Time for scholarship, such as research and publication, competes with clinical education, quality improvement, and non-teaching patient care. More than half of adult academic hospitalists’ work is spent on clinical activity including direct delivery of care, which leaves little time for academic pursuits.

The Future of Hospitalists

Healthcare systems around the world are under financial pressures to lower the costs of patient care and design new models of service delivery. Of all the changes taking place, there are two emerging areas as ripe for significant hospitalist contribution.

The Digital Health Movement: Data Science and Medical Informatics

The digital health movement increasingly links patients with healthcare providers and will continue to facilitate more assessment and care in the community, further reserving care in hospitals and clinics for the sickest patients. Hospitalists are already deeply involved in the growing fields of data science and medical informatics and are thus poised to use improvements in EHRs to help ensure that hospital care is cost-effective and seamlessly integrated with outpatient and community modalities.

The Hospitalist as Integrator and Coordinator

At this time of unprecedented change in healthcare, hospitalists will need to be defined less by the building in which they care for patients, and more by their stewardship of key resources and their role in integrating systems of care. The hospitalist can play the role of coordinator and integrator to ensure appropriate matching of patients to the hospital level of care and the coordination of post-discharge care. New models might even allow some hospitalists to follow the most complex and fragile patients into the outpatient setting in an effort to minimize readmission and provide better continuity of care.

The Hospitalist as Revolutionary

The short history of the hospitalist is a movement born out of reengineering the system and openness to change. The future of hospitalists will depend on the continued ability to reimagine the care model and workforce, to measure outcomes rigorously, and to support care delivery systems that work. The pressure to maximise value will only increase with time. Hospitalists have already improved value in healthcare, and with the spirit of reinvention they might just do it again.

For further information about hospitalist jobs in the international healthcare sector, please contact us or search currently advertised jobs .

Additional Resources

The Nocturnist Physician Job - Advantages versus Disadvantages

Mon, 07 Oct 2024 14:18:34 GMT

The Nocturnist is a new job title for general physicians and hospitalists. Introduced in the USA, it is spreading across the world and has reached as far as New Zealand. As the name suggests, it is a night shift job and usually undertaken by general physicians / internists or sometimes family physicians or paediatricians. In this article we explore the pros and cons of this position.

The Nocturnist is a medical job title which increasingly features in job searches and often arouses curiosity amongst doctors who are unfamiliar with the term and unable to determine if the job is suitable for them; so let us start with a definition of the job title and its scope of medical practice.

The Nocturnist - Definition

A nocturnist is a hospital based physician who works exclusively overnight admitting patients from the emergency department, managing inpatients and supervising resident medical officers (RMOs). The job is very similar to that of a hospitalist who performs similar duties throughout the day and both practise exclusively in the area of in patient medicine with no out patient consultations or follow up.

The nocturnist assesses patients referred by emergency physicians, formulates differential diagnoses, arranges investigations and develops treatment plans, referring to other specialists as appropriate.

Nocturnists are usually trained in internal medicine or family medicine, but some are trained in other specialties, such as paediatrics. They differ from on-call doctors in that they work exclusively at night, rather than a regular 40 hour week with on call duties.

The Factors Increasing Demand for Nocturnists

Over 50% of teaching hospitals in the United States have nocturnists on staff and other hospitals throughout the world are starting to appoint doctors to this role. Some studies in the USA and Canada have shown that nocturnists do not enhance patient outcomes and report no difference in specific indicators such as patient mortality, 30-day readmissions, mean length of stay, or upgrades to intensive care with the addition of these overnight hospitalists.

However the appointment of nocturnists appears to be driven by the need to have senior medical cover present on the wards rather than on call from home. This is fueled by:

Work hour limitations: Resident Medical Officer work hour limitations require more hospitalist coverage overnight.
Trainee supervision: There are more requirements for specialist-level trainee supervision of resident medical officers
On-site coverage: There is a trend toward on-site coverage of hospital wards overnight.
Rural and underserved areas: Hospitals in these areas rely on nocturnists and general practitioners, like hospitalists, but it can be difficult to recruit and retain them.

Could this job be right for you?

Nocturnists are unique among hospitalists because they are often the only doctors on the floor after all of the other physicians have finished their rounds and gone home. Working the night shift, they can enjoy more autonomy and often a quieter working environment. Yet the job is not without its challenges. If you are intrigued by the possibilities of working as a nocturnist, here are some pros and cons to consider:

The Advantages Of Nocturnist Jobs

Reduced Working Hours: nocturnists' work schedules vary from hospital to hospital but working hours are often less than those of hospitalists and other physicians. Shifts may be of 8 or 10 hours duration as opposed to 12 hours and may be grouped together with extended time off. For example a work schedule of 7 shifts followed by 7 days off is common.
Increased Free Time: the freedom from day duties and on call rotas combined with extensive time off creates plenty of time to pursue other activities and interests. Parents can sleep during the day when children are at school, waking in time to collect them and enjoy meals and activities together before going off to work. Professional development, research and further study can be pursued in the weeks off duty.
Independent Medical Practice: working overnight without other specialists on duty in the hospital requires a level of experience, confidence and self reliance and creates independence to make clinical decisions and treatment plans. In most cases, there is still the option to consult other specialists if required.
Focus on Medical Practice: night duties are free of meetings, ward rounds and administrative tasks which take up much time during the day enabling the physician to focus on clinical practice without distractions.
Camaraderie with the RMOs and night staff: n octurnists are not entirely on their own. They work with resident medical officers and nursing staff, and the staff of the emergency department as they transition patients for admittance. You will get to know your fellow night-shift workers well, and enjoy the camaraderie which can develop.
Higher pay: the pay can vary from hospital to hospital but can be very attractive for many hospitalists considering a nocturnist position. A recent article in The Hospitalist, published by the Society of Hospital Medicine, estimates a 15 percent pay differential for nocturnists’ salaries. According to Indeed.com, the average annual salary for a nocturnist is currently $229,980, compared to $207,565 for hospitalists in general. Other sources put nocturnists’ salaries even higher.
Increasing demand for nocturnist services : As the State of Hospital Medicine Report noted, at least 70 percent of hospitalist programs in the USA now include a nocturnist, and demand is growing in other places. If you have the qualifications and experience for this role, browse currently available nocturnist jobs.

The Disadvantages Of Nocturnist Jobs

Solo Practice : n octurnists, as mentioned above, must be confident and self reliant as during most of their working hours, they will be the most senior doctor in the medical department and must be able to manage patients independently and safely as well as supervise RMOs who may be inexperienced. Other specialists are normally called only in extreme emergencies and there are no other physician colleagues to consult informally. Independence may morph into loneliness for some doctors.
Insomnia : w orking night shifts can interfere with the body’s natural circadian rhythm, and lead to insomnia.
Personal lifestyle adjustments : the unusual work schedule of the nocturnist may impact other family members and commitments to activities and interests. It is not a lifestyle which would appeal to all doctors, although for some it may be manageable for a short time.
Administrative Duties : although the bulk of administrative work can be avoided at night, in many hospitals, some day time attendance may be required for staff meetings and educational and quality improvement programs.

Additional Resources

While you continue your medical job search, Odyssey Recruitment provides useful resources to keep your career moving in the right direction. Begin the a pplication process now, and then learn more about how we can help you.

The 4 Stages of Medical Education in Australia and New Zealand

Wed, 25 Sep 2024 13:23:14 GMT

Australia and New Zealand are renowned for their excellence in undergraduate and postgraduate medical education and specialist training. Their qualifications are recognised by medical regulatory authorities worldwide. For international medical graduates, there are opportunities to join specialist training programs as resident medical officers. For international medical specialists, there are practice opportunities. Read on for an overview of the system.

The medical education systems of Australia and New Zealand were originally modelled on those of the United Kingdom but as time went on they evolved into a more structured format and developed their own unique features whilst maintaining their reputation for thorough and premier quality training and education at both undergraduate and postgraduate levels. Indeed Australian and New Zealand medical qualifications are prized by leading healthcare employers across the world and accepted by most medical regulatory authorities.

Australian and New Zealand specialist qualifications are recognised as equivalent to Canadian qualifications by the Royal College of Physicians and Surgeons of Canada and are ranked Tier 1 by the medical regulatory authorities of the United Arab Emirates, Saudi Arabia, Qatar, Kuwait, Oman and Bahrain opening opportunities for specialists and family physicians to work in these countries.

The quality of the specialist training programs and their ease of access for international medical graduates (IMGs) renders Australia and New Zealand premier destinations for junior doctors who can meet the eligibility criteria for medical registration and visas. UK and Irish medical graduates who have completed internship (PGY1) and obtained full general registration with the General Medical Council or Irish Medical Council are eligible to work in Australia and New Zealand. However USA and Canadian graduates along with graduates of other medical schools worldwide have pathways to eligibility.

Medical education in Australia and New Zealand can be divided into four distinct stages, each of which involves the experience and expertise of different organisations. In some cases these organisations cover both Australia and New Zealand, while in other cases separate entities operate in each country.

Stage 1: Medical Degree

The first stage of training is the basic medical degree, the Bachelor of Medicine and Surgery (MBBS) and is the responsibility of the university medical schools. Entry to these may be directly from secondary school (direct entry) or by way of completing an earlier undergraduate degree in a different discipline (graduate entry). University medical school courses are accredited by the Australian Medical Council (AMC) or Medical Council of New Zealand (MCNZ) and vary in length from four to six years.

Universities offering degrees in medicine with direct entry programs are:

Bond University (Queensland)
James Cook University (Queensland)
Monash University (Victoria)
University of Adelaide (South Australia)
University of Auckland (New Zealand)
University of Melbourne (Victoria)
University of New South Wales (New South Wales)
University of Newcastle and University of New England (New South Wales)
University of Western Australia (Western Australia)
University of Otago (New Zealand)
University of Tasmania (Tasmania)
University of Western Sydney (New South Wales)

Universities offering degrees in medicine with graduate entry programs are:

Flinders University (South Australia)
Deakin University (Victoria)
Griffith University (Queensland)
Australian National University (Australian Capital Territory)
University of Melbourne (Victoria)
University of Notre Dame Australia, Sydney (New South Wales)
University of Notre Dame, Australia (Western Australia)
University of Queensland (Queensland)
University of Sydney (New South Wales)
University of Western Australia (Western Australia)
University of Wollongong (New South Wales)
University of Waikato (New Zealand) - from 2027

Stage 2: Pre- Vocational Medical Training

The second, or pre-vocational, stage of training is jurisdictionally based and is overseen, in the case of the Australian States and Territories, by Postgraduate Medical Councils. In New Zealand it is the responsibility of the Education Committee of the Medical Council of New Zealand.

Pre- vocational training is equivalent to foundation years 1 and 2 in the UK and to internship in the USA. It commences at postgraduate year 1 (PGY1) and continues for a minimum of two years, although some specialties, such as emergency medicine , require a 3 year pre-vocational training period. During this time, resident medical officers (RMOs) rotate through a variety of medical and surgical specialties gaining broad general experience and gradually increasing levels of responsibility in preparation for entering into vocational training programs of their choice.

Stage 3: Vocational Medical Training

The third stage of medical training is the postgraduate vocational or specialist training and is the responsibility of the specialist medical colleges. These span State and Territory borders in Australia, and in some cases cover both Australia and New Zealand. Some of these colleges, including the Royal Australasian College of Surgeons and the Royal Australasian College of Physicians offer training within a number of specialties.

The AMC and/or MCNZ accredit these colleges and determine what specialties and qualifications they may offer medical graduates. The specialties recognised by the AMC and by the MCNZ are listed on their respective websites (www.amc.org.au and www.mcnz.org.nz ). The specialist medical colleges are:

Australasian College for Emergency Medicine (ACEM) www.acem.org.au
Australasian College of Dermatologists (ACD) www.dermcoll.asn.au
Australasian College of Sports Physicians (ACSP) www.acsp.org.au
Australian and New Zealand College of Anaesthetists (ANZCA) www.anzca.edu.au
Australian College of Rural and Remote Medicine (ACRRM) www.acrrm.org.au
College of Intensive Care Medicine of Australia and New Zealand (CICM) www.cicm.org.au
Royal Australasian College of Dental Surgeons (RACDS) www.racds.org
Royal Australasian College of Medical Administrators (RACMA) www.racma.edu.au
Royal Australasian College of Physicians (RACP) www.racp.edu.au
Royal Australasian College of Surgeons (RACS) www.surgeons.org
Royal Australian and New Zealand College of Obstetricians and Gynaecologists (RANZCOG) www.ranzcog.edu.au
Royal Australian and New Zealand College of Ophthalmologists (RANZCO) www.ranzco.edu.au
Royal Australian and new Zealand College of Psychiatrists (RANZCP) www.ranzcp.org
Royal Australian College of General Practitioners (RACGP) www.racgp.org.au
Royal College of Pathologists of Australasia (RCPA) www.rcpa.edu.au
The Royal Australian and New Zealand College of Radiologists (RANZCR) www.ranzcr.edu.au
The Royal New Zealand College of General Practitioners (RNZCP) https://www.rnzcgp.org.nz/

Vocational training programs are structured and consist of basic and advanced training components. The duration of each component varies by speciality and details of programs in each speciality can be viewed on the appropriate College websites. The final final examination for Fellowship of the relevant medical college marks the end of the advanced training and grants the specialist qualification which permits independent medical practice in a consultant or specialist job. Some doctors undertake further fellowship training of 6 to 12 months in a subspecialist field.

Stage 4: Continuing Professional Development

The fourth and final stage of medical training, is the only one that ends with the with the retirement of the practitioner. Continuing professional development is largely overseen by the specialist medical colleges, and requires practitioners to continually update their skills and ensure their knowledge is current. It also enables practitioners to widen or narrow their scope of practice.

In Australia the specialist colleges’ continuing professional development courses are accredited by the AMC. In New Zealand, this is the responsibility of the Medical Council of New Zealand. In both countries medical practitioners must provide evidence of continuing professional development activities as a condition of their annual renewal of registration.

The Role of the Medical Councils

In both Australia and New Zealand medical education and training is overseen by independent standards bodies. The Australian Medical Council (AMC) assesses and, if appropriate, accredits the medical courses offered by Australian university medical schools. It also assesses and, where appropriate, accredits postgraduate medical specialist training programs and continuing professional development programs. The AMC collaborates with the Medical Council of New Zealand (MCNZ) in the assessment and accreditation of specialist training programs and continuing professional development programs that involve medical practitioners or trainees from both countries.

Specialist International Medical Graduates (IMGs)

IMGs with a specialist qualification may apply to the AMC or the MCNZ for assessment of their experience and skills. The appropriate medical college is then asked to determine their comparability to an Australian or New Zealand trained surgeon. If the assessed IMG is deemed comparable, he or she is supervised for a period of time prior to achieving a College Fellowship. Sometimes passing the College’s Fellowship examination may be required to demonstrate comparability to an Australasian Fellow.

If the IMG is assessed as not comparable, it is recommended that he or she apply for the relevant College’s education Training Program, just as an Australian or New Zealand medical graduate wishing to become a specialist does. This process of assessment acts as a safeguard, ensuring that IMGs seeking to work or train as specialists have achieved the same required standards as their Australian or New Zealand counterparts.

Resident Medical Officer International Medical Graduates (IMGs)

IMGs who are recent medical graduates may apply for resident medical officer jobs in Australia and New Zealand if they meet the requirements for provisional general registration with the MCNZ or provisional or limited general registration with the AMC. Resident medical officer jobs are designated training or service jobs depending upon whether or not they have achieved accreditation for basic or advanced specialist training with the relevant medical college.

Service jobs are unaccredited for training but nevertheless provide useful clinical experience and training plus an opportunity to become familiar with the health care system whilst preparing for entry to vocational training programs. Training jobs are accredited for either basic or advanced training and time spent working in these jobs should count towards the requirements for fellowship. However some vocational programs have additional requirements and these should be confirmed with the appropriate medical college.

Please contact us for further information about searching for resident medical officer, fellowship or specialist jobs in Australia or New Zealand. You may register your interest by uploading a CV and signing up for job alerts .

Explore Emergency Medicine Physician Jobs in New Zealand

Fri, 20 Sep 2024 19:37:11 GMT

New Zealand has an exciting range of jobs for specialist emergency medicine physicians in varied locations across North and South Islands and in hospitals ranging in size from tertiary centres to small rural hospitals. New Zealand's emergency medicine physicians hail from across the world with a high percentage of international physicians. Here is some advice to help you find the right job.

New Zealand, like other countries of the Anglosphere, recognises Emergency Medicine as a distinct medical speciality and shares a postgraduate training program and college with Australia, the Australasian College for Emergency Medicine (ACEM). The ACEM is responsible for specialist training programs and standards.

Upon completing specialist training, physicians take examinations to become Fellows of the ACEM (FACEM). Specialist emergency medicine physicians are often referred to as "FACEMs". The FACEM is recognised as an equivalent qualification to comparable ones from the UK, Ireland, USA and Canada and is recognised by medical regulatory authorities throughout the world.

The speciality of emergency medicine, despite its popularity and dynamic image, is listed in Tier 1 of Immigration New Zealand' s Green list indicating that it is a recognised field of skills shortages. This creates job opportunities for international specialist physicians who are eligible for vocational or provisional vocational registration with the Medical Council of New Zealand (MCNZ) with the added bonus of visas granting permanent residency in New Zealand to the physician and family.

Obtaining a job as a specialist emergency physician in New Zealand is relatively easy for those with the right credentials and opens the door to diverse career opportunities in clinical medicine, medical education and medical leadership positions.

The Scope of Practice of Specialist Emergency Medicine Physicians

The MCNZ defines emergency medicine as "a field of medical practice based on knowledge and skills required for the prevention, diagnosis and management of acute and urgent aspects of illness and injury affecting patients of all age groups with a full spectrum of undifferentiated physical, psychiatric and behavioural disorders. It further encompasses an understanding of the development of pre-hospital and in-hospital emergency medical systems, and the skills necessary for this development."

Most specialist emergency physicians are employed by Health New Zealand, the public healthcare provider which runs all the public hospitals across North and South Islands. Health New Zealand's emergency departments are operational 24/7 and provide medical care free of charge to all citizens and residents of New Zealand who are eligible for free healthcare. They vary by size and staffing levels as follows:

tertiary hospitals in Auckland, Wellington, Hamilton, Christchurch and Dunedin staffed by FACEMs, senior medical officers, and resident medical officers (RMOs), a mixture of FACEM trainees and non trainees. These departments manage all levels of emergencies and are approved by the ACEM for basic and advanced FACEM training.
secondary hospitals in the smaller cities and towns staffed by FACEMs and resident medical officers. Most are Level 2 EDs and are accredited for ACEM training at the basic and / or advanced level.
rural hospitals with 20-100 beds staffed by senior medical officers and sometimes by FACEMs and RMOs. These emergency departments provide basic emergency patient management and resuscitation and can admit patients for observation or transfer them to secondary or tertiary hospitals. Some are accredited for the rural component of FACEM training.

New Zealand emergency departments (EDs) use the Australasian triage scale to assess patients and determine how urgent their treatment needs are. The scale has five triage categories, with category 1 being the most urgent and category 5 being the least urgent.

The role of the specialist emergency medicine physician requires a broad range of skills to perform a diverse set of duties including clinical practice, administration, and participation in the structured medical education of both medical students and RMOs. There are usually opportunities for clinical research, audit and service development and for the development of clinical leadership skills on the path to assume clinical director roles.

Employment Terms for Specialist Emergency Medicine Physicians

The employment terms of specialists are paid in accordance with the Collective Agreements which are negotiated by the Association of Salaried Medical Specialists (ASMS) with Health New Zealand and are uniform across all specialities. Basic salaries are determined by years of experience since eligibility for vocational registration and are supplemented by various allowances which are detailed in our article about medical salaries and remuneration packages in New Zealand.

Employment contracts are:

permanent - no termination date and can be transferred between hospitals in the public sector
fixed term - of limited term, usually 6-12 months to cover the leave of an incumbent physician
locums - short term positions with the option of salaried or contractor status.

Ultimately salaries depend upon level of experience, work hours and additional responsibilities or allowances but a range of NZD 220K - 400K is usual.

International physicians are required to complete an initial supervision period of 6-18 months at the discretion of the professional regulator, the Medical Council of New Zealand (MCNZ), under provisional vocational registration before being granted full vocational registration.

The 4 Step Process for Finding Emergency Medicine Physician Jobs in New Zealand

The job search process is simple and straightforward for physicians who are well prepared and consists of 4 sequential steps:

Job Application: CV, Cover Letter and References (the three documents needed for a job search)
Interview: remote interviews using zoom and teams
Job Offer: negotiations over contractual terms and relocation packages
Onboarding : MCNZ registration and Annual Practising Certificate, Medical Indemnity Insurance, Relocation

However before making job applications, there are 4 vital considerations to address, the most obvious being eligibility for MCNZ registration, without which no job is possible, followed by the eligibility for a visa which permits work, and finally the personal preferences of scope of practice and location.

2 Considerations for Emergency Medicine Specialist Job Applicants

1: Assess Your Eligibility for Vocational (Full or Provisional) Registration with the MCNZ

A formal assessment can be made only by application for assessment to the MCNZ which normally takes 3-4 months but sometimes less or more depending upon the degree of complexity of the application. However, physicians who have trained in countries with comparable healthcare systems to that of New Zealand, as defined by the MCNZ can be quite confident that their assessment will be positive.

2: Select Locations to Practice Emergency Medicine

Once you have established eligibility for vocational registration (provisional or full) with the MCNZ, you can consider your preferences of location and scope of work. In some cases the supervision terms imposed by the MCNZ may restrict your options and you may need to focus on hospitals which can meet the supervision requirements. This usually means the hospitals with the larger EDs.

Both your current scope of practice and career goals are key to determining the best place to work. If you enjoy working in busy highly specialised hospitals, then tertiary hospitals are the right place to look for jobs. If you like the challenge of working in rural hospitals, there are many throughout both North and South Island. But for most emergency medicine physicians, the secondary care hospitals offer the bulk of practice opportunities and a large variety of clinical experience.

Emergency medicine physician jobs are available in tertiary hospitals located in Wellington, Auckland, Hamilton and Dunedin and in hospitals providing secondary level care in the smaller cities and towns across North and South Islands. Hospitals in rural areas often prefer physicians who have experience working in rural and remote medical practice.

New Zealand's two medical schools Otago and Auckland are located in Dunedin and Auckland respectively, the academic centres of medicine and base of all pre-clinical and most clinical teaching. Although clinical teaching is conducted throughout hospitals in New Zealand for undergraduates and for resident medical officers training for FACEM, emergency medicine physicians seeking an academic career are best to apply to the two major academic centres.

Aside from personal career goals, family wishes often determine the location of a job search and important considerations include availability and cost of housing, educational and work opportunities, leisure pursuits and transport networks.

Summary

Emergency medicine physicians are fortunate in having a diverse range of employment options across New Zealand in the emergency departments of secondary and tertiary care hospitals where they can expect to work shifts and enjoy a generous amount of time off to pursue other interests.
After determining eligibility for registration with the MCNZ, physicians can assess career, lifestyle and family goals to determine preferred locations for a job search.

Recruiting Doctors or Dentists? 4 Key Metrics to Power Your Search

Thu, 12 Sep 2024 12:52:30 GMT

Healthcare organizations focus on time to fill as the key metric to evaluate the success of recruitment campaigns to hire doctors and dentists. That is a highly variable metric and always viewed in retrospect. Here are 4 better metrics which can be leveraged immediately for enhanced recruitment effectiveness.

Recruiting doctors and dentists can be a slow process, particularly in locations or specialties where the search is constrained by shortages of candidates. Even hospitals and clinics with strong cultures, attractive remuneration and low staff turnover can face difficulties in attracting suitable applicants.

Many healthcare organisations encountering difficulties with recruitment turn to a medical recruitment company for assistance and one of their first questions is "how long will it take to fill the vacancy?". This metric, commonly referred to as "time to fill", is important in several respects. It is a helpful indicator of how much time to allow when developing a staffing plan, it provides an indication of the cost of locum cover for the vacant position or the loss of revenue caused by the gap in service, but the number can vary widely and is often not indicative of the success of the recruitment process.

There are approximate times to fill for each medical and dental specialty and location but they are of limited value. Multiple factors can inflate or reduce those numbers. Remuneration and location, are obvious ones, but also the scope of the role, patient volume, schedule expectations, annual leave allowances and more are influential.

Beyond Time-to-Fill: 4 Medical Recruitment Metrics to Track

Whilst tracking the time to fill each position is important, there are other medical recruitment metrics which should be monitored. The four metrics listed below have a greater impact on the recruitment process proving actionable insights and prompting adjustments which influence the success of outcomes.

1 The Number of Applicants Per Medical Vacancy

Your recruitment partner will create a digital recruitment strategy to attract interested and qualified medical or dental candidates for your vacancy. The target or ideal number of applicants varies considerably and is dictated by the size of the viable prospective candidate pool. The number of candidates who respond and express interest in the position provides an indication of the potential candidate pool and attractiveness of the position.

A poor response implies little interest in the position. Whilst this is often due to a shortage of candidates, it also indicates that the position does not generate enthusiasm and you may need to consider adding additional benefits to your offering such as recruitment or retention allowances, increased remuneration rates, relocation packages or other inducements to stimulate interest. This will obviously increase the cost of hire and will need to be balanced with the losses incurred by the loss of medical service.

2 The Ratio of Number of Applicants to Client Interviews

Your recruitment partner will maintain a list of candidates who have expressed interest in the current position and can share this number with you. The recruiter will eliminate all candidates who are unqualified (regrettably many candidates apply for jobs for which they do not meet the criteria) and will proceed to screen those who meet the credentialing requirements, presenting only those who are clinically qualified and determined to be a good fit for your organisation.

There are always applicants who do not meet the criteria set out in the job advert. They may lack the qualifications, experience or skills for the position, or require a level of supervision or visa support which your organisation is unable to provide. There are also those you drop out of the recruitment process because, after learning more about the position, decide that the job does not align with what they are seeking.

If the recruiter does a thorough job at the screening stage, there should be a 1:1 ratio of applicants to interviews. However, if the majority of applicants do not meet the criteria or decline to proceed with the next step after learning more, you should reevaluate the job advert and requirements for the job. It may be necessary to revise the scope of medical or dental practice, credentials or experience requirements or considering supporting visa applications.

3: The Ratio of Numbers of Interviews to Hires

This metric measures the number of client interviews it takes to fill the position. When you select a candidate for interview, you are already confident that the person can perform the job, and the purpose of your meeting is to gauge cultural alignment and personality fit, which you hopefully have a feel for already, too.

Two to three interviews per placement is standard practice. If you are inviting a high volume of candidates for interview but not reaching the point where you are extending job offers, this suggests that something is amiss in your candidate evaluation process or relevant stakeholders are not in agreement with what they are looking for.

4 Job Offer Acceptance Rate

The goal should be an acceptance rate of 100%. But this is unrealistic with the current shortages of doctors and dentists and intense competition for their services. Most organisations continue to experience shrinkages in job offer acceptance rates to an average of 25-50%. A typical offer acceptance rate may be anywhere from one in two to one in four. Circumstances vary, but if you are extending more than four or five offers without reaching an agreement, it is most likely time to revisit the offer itself, along with your contract terms or offer process.

When a candidate invests the time to attend an interview, they are clearly interested in the job but if most of them are declining your offer, it is important to investigate what has turned them off. Are the compensation terms not reflective of what has been advertised and discussed? Are the contract terms too restrictive? Is the offer uncompetitive?

Leveraging Medical and Dental Recruitment Metrics

These four medical recruitment metrics provide useful benchmarks for the gauging the effectiveness of the recruitment process both in real time and in retrospect. By tracking these metrics as the search progresses, clients can leverage the data to make immediate and relevant adjustments to enhance each stage of the recruitment process and improve its success rate, thereby reducing time wasted on failed campaigns and their costs.

A retrospective analysis of a client's complete recruitment metrics can help develop staffing plans and recruitment budgets. The standard metrics of time-to-fill and cost-per-hire provide an overview of the success of recruitment processes but do not provide sufficient information for a more detailed analysis of the reasons for inefficiencies or failure. The addition of the 4 metrics described above allows a client to pinpoint the precise point of failure or weakness and provide a remedy.

Recruitment metrics reveal actionable insights to improve your organisation’s recruitment processes. At Odyssey Recruitment, we analyse data for thousands of searches worldwide to develop medical and dental recruitment benchmarks and identify trends that influence our recruitment strategy for each client. Contact us today to learn more about our process and discover how we identify doctors and dentists who will fit, succeed, and stay with your organisation.

German Paediatrician Secures Senior Job in New Zealand with Recruiter Designed Job Search

Wed, 11 Sep 2024 09:22:37 GMT

Despite featuring on Immigration New Zealand's Green List as a shortage skill, paediatrics is a competitive speciality in New Zealand and finding a job can be a lengthy and arduous task. Dr EM had been looking for some time when she approached Odyssey for assistance with her job search.

Background

Dr EM was educated in Germany where she completed an undergraduate medical degree followed by postgraduate training in paediatrics. She first visited New Zealand during her sabbatical in 2016 and was enchanted by the beautiful country where some of her family had already settled. Determined to follow in their footsteps, she started to look for consultant paediatrician jobs but there were few positions available and those advertised received many applicants both local and international.

Dr EM contacted Odyssey for advise and our recruiter developed a job search strategy revolving around her career and lifestyle goals, focusing on the hospitals where her broad general experience in paediatrics would be appreciated. An opportunity arose in the Bay of Plenty at a small 125 bed satellite hospital with a busy paediatric department providing secondary level care to a population comprising local residents, large Maori communities and tourists. With a varied and challenging case load, the job seemed to be ideal.

The recruiter guided Dr EM through the recruitment process including CV and cover letter drafting to include key information followed by interview preparation and job offer negotiations and then registration with the Medical Council of New Zealand and visa application.

Eventually, Dr EM moved to New Zealand on a permanent basis, working as a consultant paediatrician at Whakatane Hospital in the Bay of Plenty, North Island. The Bay of Plenty is one of New Zealand's most beautiful coastlines with fabulous beaches and is a top destination for both professional careers and tourists.

Discussion

Q: What does the everyday business in your new position look like?

I am working 1.0 FTE, 40 hours a week which consists of both clinical and non-clinical work. The clinical work includes rounds on both the children’s ward and the SCBU (special care baby unit) as well as outpatient clinics in Whakatane Hospital or in outreach clinics. The non-clinical work can be administrative, patient-related – such as clinic letters or referrals – meetings, teaching, or training and journal reviews.

We have a roster of seven weeks; usually, I would be on the children’s ward and the SCBU for one week each during this period. The other five weeks consist of four weeks with clinics (usually one whole day and one morning or afternoon clinic, or three half-day clinics) and one ‘rebalance’ week where we take over for whoever is on leave. Usually, the on-call roster is one day during the week and a shared weekend every three to four weekends.

Since we have no registrar, only an SHO during work hours, on the ward, the on-call work can be a lot. There are only two HOs on the night roster for the whole hospital and the ED staff. For everything related to delivery or c-section, the consultants are called in.

Night shifts start at 4pm, you get your handover, and then, initially, you have a lot of work to do on the ward or in the ACU for the first few hours. The workload usually flattens out from there, but you will always have something to do. And things come down to the individual night, how many call-ins you get. We try not to roster anything on the days after our on-call nights in case we are up during the night. When that is the case, we can go home the day after. We get fatigue days after the weekend nights as well.

Our children’s ward has 10 beds, the SCBU has three cots; both can be filled over capacity sometimes. Occasionally, we have children in the ACU (acute care unit) as well, for example when they are critically ill, on high-flow or CPAP and need constant monitoring and one-on-one care.

Q: What particularities of the medical systems in New Zealand stand out to you? Are they very different to Germany?

People were trying to explain the New Zealand (Kiwi) medical and healthcare system to me before I made the move; I could just not picture it. I think it’s one of those things you have to experience in practice to properly understand. There’s some things that are completely different. For example, the ED (emergency department); in Germany, we don’t have ED medics in that sense, so each department, including the paediatric department, just handled their emergencies themselves. That is different here and was really unfamiliar to me.

You have the ED doctors, the registrars, the SHOs, and so forth, and they will look at all patients and only call you in as a consultant when they have a specific issue, when they’re unsure if they can release someone, or when they want to confirm with you to keep someone in.

The requests vary depending on the level of experience of the person examining a patient, from asking a consultant for their help and opinion to simply asking for their approval when they’ve basically already made a decision. I noticed that, even though you’re always speaking to fully trained medics, quite often you don’t really know what status a doctor has. Sometimes they’ll tell you and sometimes you can tell quite clearly from interacting with them.

The other thing I noticed is that when you don’t explicitly tell your colleagues to do something, they simply won’t. For example, I thought it would go without saying (literally) to test a patient for covid19. However, my colleague didn’t do so. I learned to say really everything out loud and to consider nothing a given.

Within the hospital we have individual wards as well as outpatient clinics. These clinics aren’t primary but secondary care, they are specialised. That was really interesting for me too because it is different to how you would operate at a German practice.

For example, in Germany we would refer children to a psychologist in cases of ADHD, autism and psychological conditions. Here, paediatricians just deal with such things themselves because psychologists are so overstretched, they will only accept acute cases. A psychologist might consider something a banality, but you, as a paediatrician, may not and are still expected to determine the right treatment, prescribe medication, et cetera.

So, when working in paediatrics in New Zealand, a lot more specialised work is expected from you and I’m now busy doing additional study in a number of fields to catch up. As a trained paediatrist, you do know the basics of psychology or whatever it is, but running the entire therapy yourself is a completely different kettle of fish. Although I guess it’s a factor as well that Whakatane is rural, so there will naturally be fewer specialists available and the work will be left to other practitioners.

In contrast, as a paediatrician in Germany, I would vaccinate children myself. Here, vaccinations are exclusively done by nurses. Paediatricians in German practices would read x-rays, here you have radiologists to report X Rays.

All of these are differences but not necessarily bad ones. I find it really interesting to try out a different approach to things, although I do sometimes feel like I’m doing my entire medical training again in literally a different language. Sometimes it’s tough as well. Like when you’re treating children who have cancer, it will be you who cares for them with support from Starship Foundation (Starship is the tertiary paediatric hospital in Auckland) rather than a psychologist. One of my colleagues refers to such situations as ‘uncomfortably interesting’ which has become one of my favourite sayings.

Generally speaking, I was never the biggest fan of hospital work on the wards, I’ve always preferred work in clinics, but here, because the hospital is so small, I have the feeling that I can work so much better and effectively. Of course, there’s busy days as well, but I always feel that there’s sufficient time to properly focus on something, to even look things up and consult with colleagues, without thinking you’re running out of time to complete your workload.

Q: Are there sufficient resources for you to fulfil these additional specialist requirements?

It’s pretty good, actually. In New Zealand, there’s a big emphasis on guidelines. Starship Hospital, for example, will provide guidelines, Hamilton as well and you have constant access to these online. You have the New Zealand Formulary for medication and there’s a range of other resources provided that I would use to look things up.

You can always ask colleagues as well, the inhibition threshold to approach one another is really low. And what I find really pleasant is that, since we are such a small, rural hospital and sometimes more or less left to our own devices, we can phone Starship or other organisations and hospitals at any point and they will be super nice and helpful. It’s all working really well, I have to say.

Q: What is your experience of arriving in New Zealand? Are you finding it easy to settle in?

I knew what I was signing up for in terms of country, people, customs and such. But it’s been a while since I have last been in New Zealand, so many things felt quite different or unknown or uncomfortable – it took me a while to settle back in. There are still a few things that I find challenging; I still can’t seem to be able to cope with Māori names, it feels like I am not able to remember them!

I had forgotten how long it takes you to get used to the different earth spin – I was dizzy for four weeks! And the fact that everything is the other way round than in Germany, even the doors open the other way, messed with my head quite a bit. It felt like I had to rewire my brain to spin the other way around as well! It took me nearly a month to remember places and streets I have been before and how to get there. Very weird!

Most things were really easy to remember and comfortable right away though. It was easy for me to drive on the other side of the road, although pavements were a different story. Europeans tend to walk on the right side when making way for oncoming pedestrians, Kiwis walk on the left, so if you don’t pay attention, you can walk into someone quite easily.

The thing about New Zealand is that everyone is being super nice, the people are lovely, but it’s all quite superficial. So, you’re making a lot of great contacts, you’re having pleasant interactions with people at the supermarket or wherever, but those aren’t deep friendships. And developing deep friendships with the Kiwis takes a while!

I still have a lot of friends from my sabbatical in 2016 spread around the island, but within my neighbourhood I don’t really have any deep contacts yet. I live in a rural area, in Ōhope near Whakatane; I have a super nice neighbour, everyone always greets one another, it’s all really pleasant. For example, I had a great chat with someone at the food shop who instantly wanted to know what I do for work. It’s lovely and gives you the feeling of being welcome, even if it’s not a deep friendship.

It was funny at work; the hospital is so small, you will be known all over the place. Everyone was aware there’s a German paediatrician arriving, at places I didn’t even have to introduce myself because my colleagues immediately went ‘oh yeah, I’ve heard about you.’ So that was practical!

It was a very tough start to my working life here because I arrived in the middle of the main season for RSV infections. The ward was the fullest it’s been the past months, all beds were taken and we had another four children in the ACU. And the kids were seriously ill, so they required a lot of care and we had a whole lot of work to do.

The weather was another factor. I left Germany during a heatwave and arrived to it absolutely bucketing it down here. People kept telling me it was the wettest winter in ages – that’s the other thing, of course, the seasons are the other way around – it was literally like standing in a shower for weeks. So there was me thinking, fantastic, I timed that one well. But it was nowhere near as cold as I expected and it is getting warmer now.

I had also applied for a position in Invercargill in the South Island, and I’m quite glad that things didn’t work out with that. They had constant snow and frost down there; someone here was telling me that he used to live in Invercargill for a couple of years and had never been so freezing cold. Thank goodness’ I ended up in the Bay of Plenty!

And I am really happy to be here in this particular area, it’s so beautiful. I can look out to the sea from my balcony, I can hear the sound of the waves, it’s fantastic. And every time I drive to the hospital as well, I think to myself, yes, you made the right decision moving here.

Q: How is living in New Zealand permanently different to having lived there temporarily during your sabbatical?

I remember back in 2016 I always had the feeling that I had to do things straight away whereas now I am much more relaxed knowing I have all the time in the world. That’s from travelling to different places right up to trivial things like doing your grocery shopping. I’m standing in front of a shelf thinking, do I take this chocolate or that or both or none, and then I remember, it doesn’t matter, I have time. You don’t have the stress of wanting to try everything out within a limited space of time, what you don’t get now, you’ll just get next time. Same with visiting places or restaurants, you don’t have to do it straight away, you’re here long-term and the opportunity is there.

Everything was new during my sabbatical. I went through all the stages - I’m on holiday, but it’s a really long holiday; feeling a bit homesick; and then that sense of I’m gradually settling in. And at that point I had to fly back home. When you’ve finally settled in, know how things work, feel comfortable, found friends, that’s when you leave and are once more completely out of the loop. That was pretty tough.

When I got here this time I was over the moon. I was so thrilled to have sorted all the organisational matters, the stress of moving was done, and I had finally arrived – I felt like I was floating on a cloud the first couple of days. In a way, it was like making a cut, but in a good way. You’re not hanging between two worlds, you have decided okay, this is my life now and you start building it. It’s a completely different feeling but a nice one - you’re starting to create something.

Q: What attracted you most to New Zealand as a destination to relocate your career to?

Everything: the landscape, the people, the climate, the Kiwi way of doing things. Even if it is still medicine and therefore sticking to guidelines and strict routines, it is so much less stressful than working in a hospital in Germany, even when we have a heavy workload, as happens frequently because we are very rural and don’t have registrars. And, I feel so much more appreciated as well.

Q: Quite a few of your family members are very attracted to New Zealand and have moved there; did that play a role in your decision?

Yes, definitely. The thing you miss the most when moving overseas is friends and family, so having family nearby helps. When moving somewhere else, you always have to settle into a foreign culture and lifestyle there and when you have someone there who you have been close to forever, it’s like a piece of home that’s with you.

My whole family is here. Basically, we were all attracted to New Zealand and things just kept developing. Everybody was looking into work here, into requirements to make the move, and started doing speciality training and so forth as appropriate. My brother moved here in 2018 and pretty much the rest of us came over this year, one by one over the course of the months.

My sister works as a registrar in Palmerston North now, so we exchanged a lot of thoughts and supported each other while we were going through all the formal processes. I could ask my brother questions as well and someone would always have an answer. It seems everyone finds out different bits of information and being able to exchange that between ourselves made things easier.

Q: In what ways does the Kiwi lifestyle differ from Europe? Is it easier to maintain a healthy work life balance there?

Yes, definitely. I would describe the Kiwi way as much more relaxed – you’d rather not finish in time than get stressed or collapse under the workload. It is as if the Kiwis know how to stay healthy. And the healthy lifestyle is important. Our hospital has courses for the staff to deal with difficulties and stress, mindfulness workshops and such. We have a gym onsite, fittingly named SWEAT – staff wellness, exercise and training. I think that says it all.

Our roster is created in a way to guarantee that we have enough time to recuperate. For example, we have the Monday as fatigue day after a 24-hour-shift on Sunday. The Friday/Saturday night person has Sunday off. We make sure that we don’t have anything booked if we are on call during the week so that we could take the day off or do administrative work from home if the night was bad.

Some aspects of cultural life you can really only grasp when you’re actually onsite, social interactions for example. The landscape is another thing; you can look at photos and get an idea of it, but actually seeing it is a different story – it’s absolutely breath-taking. For me, the beach is the perfect way to unwind. Wind and waves, that just makes me relax.

Q: How did you find the preparations and the relocation process?

It was A LOT!!! Basically, it took me about five years. I started the process in 2018 with the application to the council. The application process changed during that time which slowed my application down; I had the preliminary advice in 2019. All my applications for jobs were denied, and then Covid hit as well – that made everything even worse.

It was just a tad easier the second time around. I decided not to wait for the Med Recruit team anymore but to apply myself; I got a few refusals as well. And when I found Odyssey Recruitment and Karen, suddenly things moved forward. It was just a matter of doing paperwork, heaps of it; if you’re looking to move to New Zealand, don’t be discouraged by the load of paperwork and keep doing it. As long as I felt that I was moving forward, it was easier. And Karen was very good in encouraging me!

Since my family moved too, we sold our house and got rid of a lot of things. We had a moving company and shipped a big container to New Zealand. The days before the container arrived were pure chaos; I would advise everybody who plans to move to start throwing things out at least a year before – it takes you ages. And I don’t like to get rid of things that are still good. Selling these things or giving them away takes a LOT of time! I kind of did that until the last minute. And when I arrived at the airport, it felt like a burden had been lifted off my shoulders.

Q: What advice would you give to medics considering a move to New Zealand?

Take your time in preparation. Start early. Try to find someone who already went through the process or a recruiter to help you. Most of the things are impossible to figure out from abroad, you can’t find the information on the internet. When I think about the millions of questions I asked Karen … And when you live in Germany and you hear and speak German all day every day, it is difficult to read through all the information written in fairly complicated English, so taking sufficient time is crucial.

Summary

Competition for paediatrician jobs in New Zealand is intense so thorough preparation of the job application is essential to ensure that all relevant information about the qualifications, experience and skills required for the job is clearly and concisely presented.
The scope of practice varies between hospitals depending upon the population demographic served and the size of the hospital.
Paediatric departments without registrars split the work between consultants and house officers, who by definition are inexperienced. The consultant therefore bears the brunt of the workload including out of hours calls.
The advice of a recruitment consultant who knows the job market and professional regulatory framework is invaluable.

Candidates who are interested in working as doctors in New Zealand are invited to register a CV and contact us to discuss a job search. Advertised jobs can be viewed on our website and applications made by uploading a recent CV.

Recruiter Finds a Promising Job in UAE For German Orthopaedic Surgeon

Tue, 10 Sep 2024 20:22:52 GMT

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Background

Dr Philipp Berdel graduated in medicine from the University of Bonn in Germany and obtained his Facharzt (German Board Certification) in orthopaedic surgery. He embarked upon highly specialised training in the relatively rare fields of orthopaedic oncology including paediatric orthopaedic oncology.

Finding options for career progression in Germany limited, he sought fresh challenges and approached Odyssey Recruitment for guidance. Our recruiter sought to understand his career and lifestyle goals and designed a job search strategy. Through personal contacts, the recruiter came to know of an orthopaedic department chief surgeon in Abu Dhabi who was seeking highly specialised orthopaedic surgeons to build a premier orthopaedic service across Abu Dhabi and Al Ain.

An introduction was made and Dr Berdel was flown to Abu Dhabi for a round of interviews, meetings and site visits culminating in a job offer. Since joining SEHA's Orthopaedic Service in Al Ain, he has developed from scratch a paediatric orthopaedic and oncology service in Al Ain, brought it up to Joint Commission International (JCI) standards and introduced some highly innovative techniques and treatments, available for the first time in the UAE.

Discussion

Q: How did your move to Al Ain come about?

Philipp Berdel: I’m originally from Germany, however a couple of years ago my career back home became kind of stuck. I’m working in a small field, orthopaedic oncology and paediatric orthopaedic surgery, which is not like spinal surgery, trauma or arthroplasty. In Germany if you want to become the head of a department your main field should be in this sector, so my chances of stepping forward were only minor. I had to either stay in the position I was in at the time, or do something different.

I started to look around, then over the borders of Germany, into Europe and beyond. I found some interesting positions advertised, and applied for them, and through this I got in contact with Odyssey . They managed to arrange an interview down here, and I had the interview and six months later started work.

Q: What really attracted you to the Emirates?

Philipp Berdel: The chances of further development in my field became limited, and there is this hierarchy in Germany which is different to the British system. There is the head of department and then, you would call them consultants here, but they don’t have really the power to take their own decisions, they have to present all of their cases to the head of the department, and he has to make the final decision. He says if he agrees to your plan or not, and in the end it has to be done in the way he wants.

This has an advantage in that he has the final responsibility because if something goes wrong, it’s on him and not so much on you. This is a good thing. But on the other side as you grow older and more experienced you want to do it in the way you think is best, and you don’t want to ask another person about their ideas. It’s nice to discuss these cases with your fellows, but you get their ideas as advice, and not as an order.

This is the huge difference, so this is one of the interesting things which made me think again. I was tired of not having my own treatment plans to follow based on what I thought would be best for the patient.

Q: What sort of person would be suited to a move?

Philipp Berdel: We have quite a long education in Europe and in the US. To become a German Facharzt or a fellow it takes a number of years, and our education is very strict, strong and helpful. So if you have worked in that field for a number of years, and by this I would say you should have been a consultant for at least 4-5 years, you have the experience to work in a self-dependent and self-responsible way on your own. Then you can really make the step up and work here by bringing all these things that you have a real expertise in to the country, where it is still mainly missing.

When things got tough most of the patients here in the UAE were sent overseas for treatment, and to my understanding the country has a strong interest in changing this. In offering the treatment here, so they don’t send the patients away anymore, they had to bring the doctors and the facilities here, and due to this I had the luck of becoming part of the healthcare system.

When I came here there was only a really small orthopaedic oncology sector in existence. To build this up in the hospital where I was positioned was just nothing, because everything I did was an improvement. The last orthopaedic oncology surgeon in my position left four years before I arrived, so there was a real lack of treatment for patients with these diagnosis.

We could start from the beginning which is a challenge, if you are placed in a position and they are telling you ‘we just have nothing’, you can go wild with your ideas, do whatever you think is reasonable, and build it up from scratch.

Q: What advice would you give to people considering a move?

Philipp Berdel: The recruitment process here is long and challenging. You need to be patient. In my situation all the first steps, like the arranging of the interview, telling you where to go, some information about the hospital, what they might be interested in, what they are looking for etc, was done by Odyssey. Then the process just runs for six months, and it’s more like ‘hand in this information, wait for the result, then hand in the next thing.

The first step, to get a foot into the door, is the important thing, because if you send an application down here as you were used to doing in Europe you would never get an answer. You need someone who has contacts.

Q: What are the biggest benefits of living in the Emirates?

Philipp Berdel: Working here of course, because you can really do what you have always wanted to. If you have a certain level of experience you can create something which might be a big step forward for this country. I think I can, after four years now, say from my personal experience that we have helped so many people who might’ve been lost otherwise, because if we are not doing it, no one will. That gives you a good feeling.

I have a young family. My wife is here and I have two small children living with me. My wife is a doctor as well, and she can work full-time and we still have a good private life. That’s something that, when I speak with my colleagues back in Germany, is not comparable.

We have a housemaid, we have a big house, we have help in so many ways. If we were still living in Germany then it’s most likely that my wife couldn’t work, because she has to take care of the children, or all the money she was earning would go directly towards childcare, and would be lost. So here she can work, and still have some fun because we have the money to do it. That is the biggest difference.

Q: What challenges have you faced since making the move?

Philipp Berdel: One challenging factor in the Government sector is the bureaucracy, especially in the orthopaedic field where you need a lot of equipment which has to be ordered, because it should be available in the hospital. It takes quite an effort here to arrange all these things, so you’re not able to work in the same way as you were used to working before. This is also quite a new step for me, because you have to become more flexible towards working in a different way and, actually, as much as it was annoying me at the beginning I’m now appreciating it, because it’s given me a complete variety of new skills I didn’t have before.

In the Government sector things may be different to the private sector. We have budgets that we have to work with, so we have to make sure that the kind of treatment we are offering to the patient is covered and available. In my field for example in Europe orthopaedic oncology is very much with prosthetics, which are quite expensive. So if you have a problem with a prosthesis then, in more or less every bigger centre, they can deal with it because they know the system, or they can get it within one or two days and help the patient.

Here I’m treating people from Pakistan and Bangladesh, if they could afford it then I would treat them with one of these prosthesis. Then they go back to their own country, and anything could happen. They are lost. So I changed my way of treatment, I offer less from the European way which is with equipment and prosthetics compared to the biological way. I’m working more with bone, and in as many cases as I can with their own bone grafts for the patients. It is a longer healing process, but if it works they are done and they can go home and have a regular life with, hopefully, less complications and follow up. So this changed my whole treatment plan as I used to have it before, which is exciting for me. I increased the variety of possible treatments that I can offer by 50%.

Q: What are the biggest differences between patients in Europe, and those in the UAE?

Philipp Berdel: In oncology in Europe there is a more educated patient, or type of patient, compared to here. So if something is happening in your body the step the patient has to take to have the idea of seeing a doctor is a very short one. Here it takes the patient, for different types of reasons, a long time for them to decide ‘ok, I should go now and see a doctor, it will obviously not go away by itself’. So I see diseases at a stage which, from Europe, you knew only from old books. This is something that I wouldn't have seen had I stayed.

To treat the type of diseases you are familiar with, in the stage you are receiving them here is challenging. So this was something really interesting. Having to treat them in another way, because you cannot just come from Europe with the way that you were trained there, and put this in this area here, because it’s a different part of the world. It’s not just replaceable. It takes some time to understand this, but if you understand, and if you have the chance to offer a treatment which fits for this part of the world, it’s just perfect.

Q: Would you recommend a move to the UAE to others?

Philipp Berdel: If you want to have a completely new experience, as a step up or something I can recommend it. Coming here has been a great experience for me. You should be aware that you are covered in your hospital, and by your colleagues in Europe in a completely different way than you are here though.

By the time you come here you should be able to work completely on your own, because here it’s your patient and they stick with you from the beginning until the end.

I’ve seen some young colleagues coming post-graduation, and they didn’t stay long. So this is the only thing I would recommend. It’s a great step to widen your horizon, to have a completely new experience, and if you have a young family then this should be absolutely no obstacle. But you should have acquired some experience which takes time, so don’t be hasty. Then you can enjoy it even more when you finally arrive.

Summary

Orthopaedic surgeons who are skilled in unusual or small fields are prized in the UAE.
The opportunity to develop new orthopaedic services which permit patients to be treated locally rather than seek treatment abroad has been a game changer for the country
Orthopaedic surgeons should be experienced and highly competent before seeking jobs in the UAE because the usual team support upon which newly qualified surgeons rely may not exist.
Clinical practice in the UAE exposes the surgeon to advanced pathologies which he may never encounter in Europe or North America.

If you are interested in finding a medical job in the UAE, register your CV and contact us to discuss your job search.

Advertised jobs can be viewed and applications made by uploading a recent CV.

Recruiter Finds GP Job with Premier UAE Hospital Family Medicine Department

Tue, 10 Sep 2024 19:53:31 GMT

Dr RA was a well established GP in the UK NHS when her husband was offered a job in Dubai, UAE. Knowing little about the Dubai healthcare sector, she could not find a job and contacted Odyssey. Fortunately our recruiter had contacts and soon found her a family physician job in one of the best hospitals.

Background

After graduating from Valencia Medical School in Spain, Dr RA practised Internal Medicine and started training in General Practice in the UK passing her MRCP and MRCGP. With dual qualifications, she soon became a much sought after general practitioner but her career faced disruption when her husband was offered a lucrative job in Dubai UAE.

She turned to Odyssey Recruitment for advice. Our recruiter soon formulated a job search strategy confined to premier health care facilities in Dubai near the new family home. High standards and sound medical ethics were important. A job was found with one of the premier hospitals in Dubai, the American Hospital Dubai which had one of the first and best family medicine departments. Interviews followed and Dr RA was hired embarking on a long career in Dubai's private family medical sector.

Discussion

Q: How did your move to the Emirates come about?

Dr RA: My husband was offered the opportunity to relocate here by his company, so we discussed the possibility for me as well, professionally as well as socially. We thought that the prospect of going on a professional adventure, whilst also getting to know another culture, another society, and another country was attractive. That was our motivation, I didn’t know anyone here before I moved, but I have to say that we settled down quite well from the beginning.

Q: What does your job here involve on a day-to-day basis?

Dr RA: : As a general physician we treat all different conditions, from paediatrics, to children, to chronic conditions and acute problems. I think that the GP figure also exists in the UAE, so we work in the same way as in the UK. People book to see us with different conditions and then we refer them accordingly to different specialties depending on the problems.

In a difference from the UK, this is a private medical health system, so patients choose who they see, they choose me as they don’t have an allocated GP, so they choose the GP that they trust, who they hear is trustworthy, and we build up a relationship.

From there on things happen and we have different ways of building a patient list; you have your reputation, people talk and in the end you get the patients from friends and that’s how we kind of build up our own patient list, patients basically choose you as a GP and you treat them the same way as you would in the UK. The same skills, the same patients issues, you use your expertise in the same way.

Q: Tell us a bit about your background

Dr RA: : I’ve been here for eight years, I trained in the UK so I had a good, solid, basic medical knowledge, so bringing that training here is the base of building a good practice, that’s something that I try to always bring, good medical guidelines, I think that’s important.

We’re in a very different culture, you have a team that is built from different nurses, physiotherapists, everyone comes from different backgrounds, so I think we learn from each other. I think I also learn from them, but I think all communication skills, organisation skills, order, obviously guidelines and safety, comes from a solid education in the UK, and I think that should be the base of building a good healthcare practice here in Dubai.

Q: What were the biggest changes you noticed?

Dr RA: : Obviously adapting to a private healthcare system is different, in the UK we don’t worry about money, we don’t worry about how much an investigation will cost, you don’t worry if it’s necessary because the patient requires what you have requested. But here you have to think about that.

There are some insurance plans that reject investigations, that reject medication, and how you deal with that, how you explain to the patient that you may not be able to prescribe something because your insurance can’t approve it is difficult. We have to do lots of reports to try and justify why we do things. In the UK that’s not so much an issue and I think that’s a challenge.

We talk about money when we really shouldn’t, we are doctors, we should focus on the clinical part, but obviously patients always have at the back of their mind, ‘Doctor how much is this test, how much is this, will my insurance cover it?’

That’s a big hurdle that even now I still think is an issue, and you just have to work with it. You are more independent as a doctor here, you don’t have guidelines that you must follow because that’s the way it is. So you have to use your clinical judgement and your ethics. I have to practice based on these guidelines, I have to be honest with the patient, and that’s another thing that’s sometimes difficult, patients’ expectations, but you have to be strong on your ethical beliefs.

Culture is important, and I think that could also be another hurdle. You have to think that patients have different education levels, they come from a different background, different language. I’ve seen Patients from the UAE in the past where you need to introduce a translator in the appointment, so that’s another thing to consider.

Lots has changed since I came here though, I use a lot more online or phone consultations. You would never expect to have a conversation on WhatsApp back in Europe - patients here expect to have your phone number, they expect to have your email. They want to email you and say, ‘this is my problem Doctor, what do I do?’ That’s something very different that you have to try to adjust to, how do you manage this? It’s not the same as seeing a patient in your clinic. Getting an email saying ‘Doctor this is my problem what do I do?’ Means that you have to be very careful.

Q: Would you recommend a move to Dubai?

Dr RA: : I think this is a great place to come, professionally you have more freedom, I see the patients that I want within my expertise, I choose the time so that means that I can allocate 20 minutes, half an hour, it’s up to me. Obviously this depends on your employer, but at the moment I have the capacity to choose that. In general I have felt more freedom. Again you don’t have the constrictions that I felt when I was working back in the UK before about having to meet targets.

You get good remunerations, so that’s also something to consider. You meet other doctors, from other backgrounds and you can learn from them as well. You can build a good team, you can help the nurses, you can train them, and you can create a training atmosphere that’s maybe lacking here, so there’s lots of possibility for teaching and training, and just trying to create a more solid system, so I think that’s another good thing.

As for living in Dubai, and living in the UAE, I think we adapted very well from the beginning. It was always a great city; safe, easy to live in, plenty of amenities, you can make good friends here, it’s really nice that people here come from all different countries. Everyone is here for a purpose, so you kind of get together and you end up building good relationships with people, so I think it’s a good place to bring up a family.

It’s an amazing place for kids, as a family it’s very safe, there are good educational facilities, and so many things for kids to do, it’s a very kid-oriented city, so I think as a family it’s probably unbeatable.

You go back on holidays to Europe, and actually you feel the difference. You are used to lots of things here that you cannot find in other places, so as somewhere to live it’s great. Yes there are things that are more expensive, we have to be honest, there are things that are expensive, but overall I think I’d recommend it. It’s a good experience for a family, to come here, and live in a place like this.

Summary

Family medicine (general practice) in the UAE is a relatively new speciality and many patients self refer to specialists and do not register with a GP or family physician.
Family physicians often work in hospital family medicine departments with all the usual support services of hospitals including radiology, laboratories and specialist referral.
Family physicians are usually salaried employees but may receive an incentive component of remuneration which is performance dependent.
Professional branding is important as family physicians need to build a practice of patients and most patients are acquired by personal referral.
Good communication skills are important for clear patient interactions.

If you are interested in finding a medical job in the UAE, register your CV and search for jobs.

Recruiter Discusses Job Search Tips for Family Physician Jobs in UAE with Medical Director and Family Physician

Tue, 10 Sep 2024 18:42:25 GMT

Family Medicine aka General Practice is a relatively new speciality in the Middle East where patients have always self referred to specialists. Our recruiter talks to Dr Ben Hanson FRACGP, experienced GP and Medical Director who has practised in Saudi Arabia and shares his expertise and advice for finding a family physician job in the UAE.

Background

Dr Ben Hanson graduated from the University of Sydney in 1993, and obtained fellowship of the Royal Australian College of General Practitioners (RACGP) between 1995 and 2000. Since then he has completed a masters in GP Psychiatry and obtained qualifications in aesthetic and aviation medicine. Now he works as a medical director, whilst still using his clinical skills regularly in the UAE.

Q: How did you end up coming to the UAE?

BH: I had been trying to come for about 4 years and not found the right position. I had good medical colleagues here who were telling me to be patient, not to go some of these small clinics that came and went, and to be very careful of other places because there was a high turnover, or bad morale or many other problems. So it actually took me four years of effort to finally get here, and I came via Saudi Arabia - which a lot of people do.

Q: What were the biggest differences between Dubai and Saudi Arabia?

BH: Saudi Arabia is quite different to here (Dubai). They’re both really interesting places to work, and I can definitely recommend both of them if you’re at the right place, with the right team.

There are a lot of similarities as well, but Saudi has a very strong healthcare system, and it’s a lot more developed and probably more organised. Here in the UAE it’s a new country, but healthcare has become a big focus. Dubai in particular has a very strong strategy for healthcare, 2021 is the target for a number of key objectives to be achieved, so they’re very ambitious here, they have a lot they want to achieve and that’s one of the reasons why Western trained physicians are in demand. They bring skills to fill gaps in the healthcare market that can otherwise not be filled.

The reason this is a problem is that at the moment the Emirati people, the local people, are having to fly to Germany, to London and overseas at the expense of the Government with their families, they’re flying not only for treatment and surgery, they’re also flying for diagnosis in certain fields, so this is a huge expense, and this money is better spent developing services here and improving the quality of healthcare.

Q: What would you say to medics considering the move?

BH: I would say to doctors who were thinking of coming to the Middle East, and particularly the UAE, don’t come for the money. The money is not that great, ok, it’s sometimes good in certain fields, but it used to be better. You come here for the experience, you come here because you want to make a difference with your clinical care. The system here is less regulated and there is a huge need for good quality medicine. So a little bit of effort, a little bit of clinical skill has a huge impact - not only on the patients, or on the patient's family, but also on the staff that you’re working with. There is a great deal of education that you can provide to the nurses, the administration staff and your other colleagues; new skills, new procedures, new methods of diagnosis.

What is also very important is the advanced ethical structure and the advanced professionalism that exists in many of the Western countries remains underdeveloped here. So there are many benefits to coming here, but don’t think about money. You would do better than what you’re earning at home, but life is expensive. Rent is expensive, school fees are expensive, the cost of living, food, restaurants, everything is expensive. So it’s not about the finances, look at it as a big adventure.

The great thing is that living here is very safe. Crime rates are extremely low, you can walk on the streets with no problem, leave your wallet on the table and it’ll still be there tomorrow. The crime levels are very, very small so you’re very safe here.

A lot of people have said to me ‘are you mad going to the Middle East?’ Being in Saudi Arabia or the UAE ‘what about terrorism, what about people not liking Westerners?’ Well it’s not the experience I’ve had at all, really I feel much more in-danger walking through central Sydney or central London at night than I do here. So you come for the lifestyle.

Q: How have you benefited from the move?

BH: I’ve certainly learnt a lot of things being here, so many different things I thought I would never do. In my first role here I was in Saudi Arabia, I was working at a facility that was actually privately owned by the King of Saudi Arabia. It was a very high level of facility and I was doing things like running an emergency department, running an ambulance service, looking at community health, occupational health within a tight community, dealing with helicopter transfers, obviously primary healthcare, but also secondary healthcare and forming relationships with many different hospitals and healthcare providers in Saudi Arabia. I also got to meet the Minister for Health, and many other prominent people - so it was really quite an experience to be working in all of these fields whilst meeting all these different people, and in a way also being an ambassador for my own country, and for the medical profession which they hadn’t really met before. So it was quite a great experience.

Then I moved to Dubai, and I took a role with an organisation that is part of the holding company of the ruler. It was a development trying to provide high quality healthcare, in particular providing diagnostic assessment and diagnostic care at a level people would experience in a really advanced healthcare facility in a Western country. Nothing like this was really existing here to the same level, and part of my role was setting up the clinical services and hiring the doctors.

I interviewed many, many doctors as well as other clinical staff. I was involved in helping to set up for accreditation, looking at the basic clinical governance, but also IT systems, equipment, the whole gambit way beyond what I would’ve expected. It was a great challenge to do all these things, meet all the various people from all within the Emirate of Dubai, and all within the world as well. I’ve really learnt many different skills and been exposed to healthcare systems and doctors from all over the world.

Q: What advice would you give to people based on your experience recruiting?

BH: When I went to Saudi Arabia my first six interviews were on Skype - which i hadn’t done before! If you’ve never done a Skype interview before it’s good to actually practice, because you need to speak very slowly, think carefully about your answers. The people on the other end here in the Middle East may not have English as their native language, and you might be speaking to people with fairly thick accents and things can get lost in translation. So it’s very important to present yourself well if you are doing one of these interviews.

Wear a nice suit or some nice clothes, don’t be in your pyjamas or with messy hair! Make yourself look nice, because when someone like me is interviewing you, if you don’t look professional right from the start, I will notice it. The patients here expect the doctors to look and act extremely professionally and that means not wearing a weekend country chequered shirt and some loafers! You really need to be very careful of your appearances as well as what you say. So that’s something to consider when you’re trying to go through the interview process here for the Middle East.

The next thing I would say is that in the recruitment process we often see 10 or 20 or 30 or 100 CVs of fairly equivalent standard clinical skills. What really makes the difference in terms of who’s hired and who’s not is communication skills. It’s having a flexible personality, a low drama personality. If you’re the sort person who likes to make complaints, and make a fuss and you’re difficult to satisfy then the Middle East is not for you. You have to be very flexible here, you have to be a very good listener, and you have to think before you speak. Also you have to be able to take a few punches, to take a few insults from time-to-time, have your pride hurt a bit and respond in a very professional way. It’s just part of living in a different culture.

The way that management works here is often more authoritarian than in some of the Western places, although from what I hear of certain places around the world it’s fairly authoritarian in various countries in the Western world too. Here it’s fairly standard.

So you have to be careful about how you speak to people, and always remember that, as the Western trained Doctor, you are held in very high esteem. People here take what you say very literally, and they remember everything you say. Don’t make promises or guarantees that you can’t keep, don’t make clinical judgements or prognostic assessments that are not realistic, because people will hold you to it. So it’s very important to think very carefully about what you say. Give very measured answers, don’t lock yourself in on timeframes, don’t lock yourself in on certain outcomes that you can then be held to account later on. Often in a fairly harsh way.

Let the wookie win. So this has been something that, from time-to-time, I’ve had to use here when you have to pick your fights, pick your battles. There are times when you’re in the right, when something’s fair and is reasonable, but you’re not going to win it.

You’re in a different culture, it’s a stratified culture, and we are guests here at the end of the day. So I always tell new doctors who come here to not be first in line, don’t be the first in the queue, don’t take the best parking space. Sit back. At the buffet let the other people go first, just be calm, sit back and watch and listen, and then you’ll enjoy the experience here much more, because it’s fascinating in the Middle East, it’s not all just local Arabic people in their dishdashas, it’s a total mix of cultures.

Dubai is predominantly an Indian populated Emirate. Pakistani, Bengali these are the main population groups. Then after that are some of the other Arabic people, and then there’s not that many Westerners here relatively. People from the UK will probably be the dominant number, but it’s certainly not what people think when they come here. You need to be able to adapt between each culture within a few seconds in your head, because a certain answer in English would be fine in one culture, but would certainly not be the answer you’d give to someone of a different culture, or it could be interpreted in a completely different way.

Listening, not judging, not coming straight to an assessment and then an outcome, but really thinking of the options that are available rather than rushing in to try and fix things is very important, because often the best solution that would apply in your own country just doesn’t work here. Talk to people who have been here for a while, they’ll often have good ideas, so talk to a few people and you’ll normally get a consensus about what the best approach is.

Q: What are the biggest health issues in the country?

BH : I guess I wasn’t expecting the big gaps in different areas of health here. That was the first thing, so particularly oncology, orthopaedics, paediatric surgery, ophthalmology and women’s health, in particular obstetrics. In these areas there are huge gaps. Gaps in skills, there aren’t enough highly skilled doctors and a lot of the pathology that presents, presents really late, so the doctors are seeing really advanced stages of disease. The gaps in certain healthcare is an issue.

I think the other issue is that public health itself is still very new. There’s not a lot of understanding from the community here in terms of basic health prevention. In terms of the dangers of smoking, in terms of not putting five spoons of sugar in your tea, in terms of eating way too much and getting obese, in terms of not exercising. All these basic things that we’re bombarded with in the Western countries since birth. It is really just starting here.

Also what’s missing here is a primary healthcare network. In the UAE the system is based on the American system, and there’s not a lot of primary health care in the US, it’s very much self referring to a specialist - and this was the system that was adopted here. As we all know it’s a very expensive system, it’s not very efficient, and the outcomes aren’t very good relative to the countries that have the strong primary health systems. It is also something that is being developed, so it was quite a surprise to me to see just how little primary health care there was here, and all the doctors in primary health do here is write referrals, they often don’t have skills for anything else. This is something that’s changing, and the insurers here are certainly pushing to get more of a gatekeeping model to try and contain the costs.

Q: What advice would you give medical professionals when choosing a recruiter to work with?

BH: In certain fields there is a lot of competition between facilities, and in others there’s not much demand. I think it’s very important for people to use a reputable recruitment agency, and people who have experience here, also I think it’s important that people need to be dealing with an agency that deals with Western trained doctors, because the salaries that are offered very much depend on what your country of origin is, where you went to University and where you did your clinical training. This can have a fairly large impact on, not just the salary, but also the benefits that are offered.

I think it’s important for doctors with families who are coming here to really look carefully at the benefits being offered, because accommodation is very expensive, school fees are extremely expensive, so if you have a bunch of kids then expect a lot of your salary to be going towards the education of your children. So that’s something to keep in mind.

I’d say also look carefully at your contract, in UAE labour law there are limited contracts, and unlimited contract. If you’re on a limited one, which is fixed terms, and you’re not happy there and you resign, then you may have to pay back 1 and ½ months salary, and that’s not a good position to be in. So sometimes it’s good to get some advice if you need to from your recruiter, or if you need to speak to a lawyer or someone else.

It’s important to negotiate, not just on the money, but look carefully at the conditions, a lot of contracts have restrictive clauses that, if you leave, you can’t work anywhere within the Emirate of whatever for a certain amount of time, so be careful of some of these clauses, because they can cause you problems.

Often when people come here the first place they go is not necessarily the right choice, or it just doesn’t work out, so make sure that there’s some flexibility so you can change to somewhere else if it doesn’t work out, or if you’re not happy because, otherwise, you can be stuck here and have to leave within 30 days, and it’s not easy if you have family, and children and animals.

The other thing I’ll say is about licensing, that the licensing can be very quick, or it can take nine months or more depending on what your speciality is, and which part of the UAE or Saudi Arabia or wherever you’re going. The requirements are often convoluted, confusing, so just be aware that there can be delays at the start of your job, because the license itself is delayed, so don’t have a definite start date, because it really depends on when your license is granted, and that’s outside the control of the employer.

Q: What has been the biggest benefit for you of the move?

BH: The clinical work has been fascinating, and the connections that I’ve made professionally have been terrific, but for me it’s actually been the connections I’ve made outside of work. Sometimes when you come to a new place, and you’re bonding with people who have come at the same time, especially if it’s foreign and a bit challenging, you really tightly bond with people, so that’s great.

Also I’ve been fortunate to get to know quite a few local people from this region, and with effort and time invested I’ve sort of been welcomed into their families. I get invited to weddings, I get invited to special events, I sit with the families and kneel on the ground with my hands sitting around the floor, and really have this wonderful cultural experience. I go to the farms, I see the camels and all these great things, and I learn the culture. I’ve learnt a lot about what’s really going on in the minds, and in health care. I know what the concerns are, and it’s quite a different social structure here.

The Western world is very much the nuclear war, divorced families, lots of people are living on their own in one bedroom apartments and isolated, and everyone’s on their phone. But here it’s still very much about the extended family, but once you get to know a few people, you get to know their brothers, their fathers and their children it’s really quite wonderful to be part of this culture. So I think, for me, learning about the culture, and making these very special connections has been the highlight.

Summary

Family Medicine (General Practice) is a new speciality in the UAE where healthcare is modelled on the American system and patients have always self referred to specialists.
Governments are trying to develop primary care in the UAE to improve healthcare standards and reduce costs and inefficiencies with an emphasis on the prevention and management of lifestyle diseases.
Whilst searching for a family physician job, clinics and healthcare facilities with high staff turnover and low morale are to be avoided
The expertise of an experienced recruiter is invaluable in assessing employers, healthcare facilities and negotiating employment contracts which may contain restrictive or claw back terms.
Flexibility and adaptability are vital for success in securing a job and working in it
Family physicians should work in the Emirates for the cultural experience and clinical exposure. Financial compensation will not usually exceed domestic earnings once cost of living is factored in.
Knowledge of Arabic is advantageous and for some jobs, essential.

If you are interested in finding a medical job in the UAE, please register your CV and contact us to discuss your job search.

Advertised jobs can be viewed and applications made by uploading a recent CV.

Recruiter Finds Neurosurgeon Job with Abu Dhabi's Leading Hospital

Tue, 10 Sep 2024 17:39:39 GMT

The quest for new challenges in neurosurgery and more control of work hours brought a consultant neurosurgeon to Odyssey Recruitment where our recruiter located via a contact, a rarely available consultant neurosurgeon job in Abu Dhabi, UAE.

Background
A member of the Society of British Neurosurgeons, Fellow of the Royal College of Surgeons and the College of Physicians and Surgeons of Pakistan, Dr AA trained as a neurosurgeon working in Pakistan, Ghana and the UK where his last position was that of Consultant Neurosurgeon in the National Health Service (NHS). He practised general neurosurgery with an interest in paediatric neurosurgery for 7 years.

A feeling of stagnation in the NHS fueled a desire for a new challenge; a job with the prospects of developing new skills and a greater control over work hours with more time for family life. AA contacted Odyssey for some ideas and our recruiter started to work with him to incorporate his combined career and lifestyle goals into a coherent job search strategy.

After some deliberation, our recruiter heard via a neurosurgical contact that a vacancy would soon arise at Abu Dhabi's premier public sector hospital, the Sheikh Khalifa Medical City. The neurosurgical department was the leading one in the UAE, had a large workload including paediatric neurosurgery. It offered excellent facilities and equipment with a full time renewable employment contract, generous remuneration (tax free) with accommodation and flights.

After an introduction to the department, AA was on the way to Abu Dhabi for an interview and site visit which was successful for both parties. Upon completion of the job offer negotiations, medical licence application and work visa, AA embarked on a flight for Abu Dhabi.

Now he is using his expertise to develop outstanding neurosurgical services for adults and children in the public healthcare system in Abu Dhabi at Sheikh Khalifa Medical City . As well as the clinical component, he has found a passion for teaching the next generation of neurosurgeons.

Discussion

Q: Why did you decide to move to the United Arab Emirates?

AA: I am a trained neurosurgeon and have been working in the UK as a consultant for the last 7 years, so I decided to move to this part of the world for the additional experience, to experience more exposure to a diverse range of people, and also to work out with the UK again. As you know, the UAE is a developing country and I wanted to see what new opportunities can come from this experience for my future.

Q: What has the experience been like so far?

AA: The experience has been varied. One part is your professional experience in which you are used to provide your service to the people of the UAE, but the second is that it’s a multicultural and multinational society so you get to work with a lot of different people, from different regions, different countries and different religions. It is also very easy to travel from here because it’s very centrally located and there are a lot of extras. I’ve got a lot of time for myself and my family which is a good part of it.

Our working hours are limited, and we do a schedule for ‘on calls’, so that way I can plan my activities with my family much more easily than I could in the UK. Here I know what my daily commitments are, so I know what I’m going to do because everything is scheduled beforehand. To some extent it is busier, but not as much as it used to be in some of my previous jobs.

Q: What have you found most rewarding about working in the UAE?

AA: I find that being a well trained neurosurgeon and having experience from abroad in the UK, I can implement and bring some of those in the health sector new procedures, but also I have a great role in developing junior staff for the future department, because there is a lack of trained people, especially from Western countries, making it a good opportunity to develop your own department which is something one can look forward to. If you have a subspecialty then that is also something you can develop for yourself, and for the people of the UAE, over here.

Q: How did you find adapting to life in the UAE?

AA: I have a little bit of an advantage in that I’m originally from Pakistan so I’ve been in this area before, but if somebody is coming for the first time, the culture is slightly different. The care on the professional side is very similar, almost the same actually. Everything from the instruments to the staff are the same, but the main difference is in the part played by the family, decision making in patient care is not only down to one person, it’s the whole family who decide on treatment which is something I had to learn.

Also the expectations of the outcome of treatment are slightly more here compared to what we’re used to seeing in Western society, so I can say that here sometimes you find you have to be most definite about what treatment you are giving to them, and also you need to process all the consequences because if something goes wrong then it creates a little bit of anxiety for you and for the family, because they are not used to this. I don’t know why, but this is what I’ve seen in my three years of experience in the UAE.

Q: What sort of person would be suited to a move to the country?

AA: I would definitely say that this is not a place suited to someone starting their career in a surgical speciality, because the demand of treatment and cases are not as simple, and you have to work alone because you don’t have the support team which we have in the NHS.

In the NHS you would have a senior colleague and your team of juniors. Here you have to do one man shows, so I would say you should not come over until you have a little bit of experience and think you can manage things on your own. That would be the best time to come and work here, because it’s really a good experience to develop in all respects professionally and socially.”

Q: How did you find working with Odyssey?

AA: I was planning a move, but it cannot be shaped without the help of a recruitment agency, and I found Odyssey very helpful. I gave them my CV and they found a job for me, and then they negotiated all the processes from the initial stage of interview, the visit to the hospital, and finally deciding about the job and about the contract you want. This was very useful to do through an agent rather than doing it yourself, because with your job in one hand you cannot follow up.

It’s a slow process, it takes time to get a good job which meets all your needs and requirements, so I am really thankful to my recruiting agent. Another thing is that they also follow you up after coming here to find out how you are doing, and if there’s any way (because of their experience) I could discover how to solve new things I come across.

Q: What is it like where you live?

AA: Abu Dhabi is the central capital city, it is not a concrete jungle like Dubai! It’s just like any Western city, Abu Dhabi has got a lot of Arabian culture. The city is very well planned, and the accommodation is of your dreams - I can say that as I feel like I’m lucky to be in Abu Dhabi.

Q: How well trained are your colleagues?

AA: In our hospital most of the consultants are Western trained, either from the UK, Western Europe and a few from America, Canada, and India, the local doctors are in a small percentage, but even they also often have training hours from the USA and Canada. It’s a multinational medical team, and the nursing staff are also multicultural; mainly from the Philippines, India and other countries like Jordan, Syria, Germany.

Our hospital is a tertiary, referral surgery. It’s the largest hospital in Abu Dhabi, so we have almost every speciality, with every level of trained people in each department.”

Q: Why did you decide to leave the UK?

AA: I worked in the NHS for ten years, and it becomes monotonous and it’s good to take a break, not only for yourself, but because it may benefit other people. That’s one thing you should think, how can you contribute from your experience? If you are a paediatric neurosurgeon why don’t you come here to work in that speciality and leave a legacy within the country, because they will remember you if you set up a department.

Secondly there is always the opportunity to go back, so it’s not that once you come here you become deskilled. The opportunities get you good exposure to different kinds of cases, and the hospitals are very well equipped so you don’t miss anything on that front. The staff working alongside you are also very experienced, so I don’t feel very much different.

The only thing is the cultural bit, you have to know the language a little, and it goes in your favour if you learn Arabic before coming, or if you have an interest or know Arabic then it’s much easier for you to take a job. The downside is that it’s always hot here, you miss the rain you see in the UK...occasionally! The traffic here is also sometimes very bizarre on the highways, so you have to drive carefully.

Life is in general good though, we get about 30 working days holiday, and then there are a lot of national and religious holidays as well, so you get an average of almost two months on holiday each year which are paid, so that’s a very good part.

It’s very easy and convenient to travel from here to Southeast Asia, to Australia and I will say that so far my time has been good, one should also plan that you can’t gain everything in a short span, you should at least stay for 5 years, and then you should decide whether or not you want to extend your time in the country.

What I will say though is don’t come with your door closed in the UK or where you are working. You should stay in contact with them and remind them of what you are doing, so there’s always an opportunity for you to go back.

Summary

Neurosurgical jobs are scarce, exist only in large tertiary hospitals, and are often hotly contested making changing jobs a difficult and time consuming exercise.
The services of an experienced recruiter can be invaluable to leverage contacts and locate upcoming jobs and then manage the recruitment process and job offer negotiations, saving a considerable amount of time and effort.
The UAE is not a place for inexperienced newly qualified surgeons. Confidence in one's abilities, a high degree of competence and extensive procedural experience are essential.
Abu Dhabi is a comfortable place to live with excellent travel links to Asia, Australia, Africa and Europe
Jobs in the public sector involve the provision of medical education and not just the constant delivery of clinical services.

If you are interested in finding a medical job in the UAE, register your CV and contact us to discuss your job search strategy.

Advertised jobs can be viewed and applications made by uploading a recent CV.

Clinical Psychologist's Career in New Zealand Rescued by Recruiter

Tue, 10 Sep 2024 15:54:22 GMT

A clinical psychologist's first job in New Zealand turned out badly after he answered an advert and hurriedly accepted an employer's offer. Faced with a dilemma in Auckland, he turned to Odyssey for help. Our recruiter swiftly found a job with a leading employer in a favourite expatriate location and he has never looked back.

Background

Dr MN, an experienced clinical psychologist from the UK had completed an undergraduate degree in psychology and a Masters in applied forensic psychology before achieving his doctorate. He acquired extensive experience in forensic psychology and other fields of clinical psychology in the UK when an opportunity to work in New Zealand attracted his attention. The climate, landscape, culture and professional opportunities all piqued his curiosity and without much further thought, he signed up with the employer directly and was off to New Zealand.

This position was based in New Zealand's dynamic commercial capital Auckland but after starting work, it was apparent that this job would not work out and Dr MN was left in a quandary. Should he persist in New Zealand or return defeated to the UK? At that point he contacted Odyssey and our recruiter had a long discussion with him, eliciting the causes of his current discontent and his prerequisites for a new position.

Besides the unsatisfactory nature of the job, Auckland was busy and expensive for a young family and Dr MN needed a new home as well as a new job. The recruiter responded quickly locating a job in a highly sought after location, very popular with international healthcare professionals, yet surrounded by magnificent coastline and natural beauty. Tauranga in the Bay of Plenty is just 90 minutes drive from Auckland, close enough to access the city attractions when needed but far enough to find tranquility, reasonable housing costs and freedom from long commutes.

The new job, based with a mental health team in a public sector hospital offered interesting and challenging work with opportunities for the development of further professional skills and career progression. After initial meetings, a formal interview was organised and Dr MN offered the job. Moving to Tauranga was a relief and was followed by job satisfaction and renewed energy, transforming an impending failure into a resounding success.

Q: What was it that initially attracted you to New Zealand?

Dr MN: There were a number of reasons. Firstly, there was the climate and the beautiful New Zealand landscape, it’s paradise! There were also dreams of a better life for our child and just more opportunities, professionally and otherwise. Something that was important to me was a chance to sample different cultures in a multi-cultural country. I have always been fascinated by the Māori culture and traditions, and I always wanted to visit New Zealand so when an opportunity came up, I thought, let’s just go for it, even if it’s just for two and a half years. I obtained a work resident visa and things have moved on since then. Covid hit and we thought, let’s just stay, let’s go for residency. The work opportunities here are amazing compared to the UK.

Q: How did you find the recruitment process and the move over to New Zealand?

Dr MN : The recruitment was relatively straightforward and there was lots of guidance given. My job interview was great; it was a late night [due to the time difference] and it instantly felt like a really good fit. What I really liked about it was that we started with a karakia, which is a kind of opening statement in Māori culture that brings everybody together in the meeting room and sets all the differences aside – it was just lovely!

The visa process … there were a lot of hoops to jump through. I quickly realised though that I was on the essential skills shortage list for New Zealand and the requirement was 160 points. Even at my age, I was sitting on 220 points and the initial visa came through within a few weeks in the end. Obviously, there were also academic transcripts, police certificates, et cetera, et cetera that I needed to get in place.

For the move itself, we shipped all our gear out in a container about three months before we were due to leave which was a good thing! So, we were only there for three weeks living off the floor, sleeping on airbeds – it’s all part of the adventure, I guess!

Q: What are the differences between working in the private sector and working on a district health board? What inspired you to make the move from one to the other?

Dr MN : A lot of my experience in the UK was based in the disability sector; working with children and adults with autism or intellectual disabilities, mental health difficulties, challenging behaviour, and that was one of the options with the private sector post. There were a number of DHB options, but the private company seemed a great fit and the organisation was part of Healthcare New Zealand which is a much bigger entity, so I felt the opportunities for career progression would be greater there.

Then I came across the post within the DHB. The salary was better, and I was ready for a bit of a change, for exploring different opportunities. And I knew that being a clinical psychologist in the oncology department of the local hospital here, those opportunities don’t come along very often, so I jumped at the chance.

The salary is definitely different. You’d think the salary would be higher in the private sector, but it wasn’t – it was like two steps higher in the DHB. And being part of a DHB and really making a difference in people’s lives is fantastic. I’ve now been in post for just over a year and I love it! The camaraderie and being part of that busy hospital, it’s great! With the DHB, there is very little difference to the NHS in the UK in terms of structure, politics, dynamics, all those things. So, anyone coming over will feel a bit like home.

Q: What is your day-to-day job like and what training/career progression opportunities do you have?
Dr MN : I’m on a point six FTE which works out as three days a week. My role in the oncology department is to support, provide that emotional, psychological support to patients who either have a high suspicion of diagnosis or a diagnosis, are receiving treatment, post-treatment, survivorship-type issues. I work with patients in a highly distressed state, which is understandable and natural, and I help them to adjust, help them into a new way of life. And being in that oncology post now led to other opportunities within the DHB; to set up and implement a stuff wellbeing project or staff emergency department and ICU which is a fantastic opportunity.

The training opportunities are absolutely fantastic! I actually have a budget of NZ£ 2,500 a year, so I completed some speciality training recently; some ACS training, some CRT training, and I have just been approved for some EMDR training next year which is great. It’s all being paid for and there is also in-house training within the DHB which involves a lot of training around cultural competency and understanding New Zealand’s history and heritage. It’s all very well set up.

There are so many opportunities over here for psychologists because we are in such short supply; they are crying out for psychologists. There is quite a big recruitment going on at the moment; in the hospital there are around 13 psychologists and the great thing about that is, there are some from Europe like myself, sometimes South Africa and that comes with a range of experience and skill and theoretical backgrounds. We talk weekly in a peer supervision group and there are so many more opportunities within the DHB to utilise these skills.

Recently, in November 2021, the End of Life Choice Act actually came into law. This means patients affected by certain conditions can choose to end their lives through assisted dying and there’s plenty of opportunities around that, supporting those patients, supporting the staff.

Q: What stands out as the biggest benefit to living in the Bay of Plenty area?

Dr MN : The scenery, definitely! We’re 15 minutes away from probably the most beautiful beaches you can ever imagine. There is no litter on there, no rubbish, there’s nothing just lovely waters and the most gorgeous beaches. You have the Mount there as well which is sort of a mini mountain just off the coast. It’s also a really good jumping-off spot; it’s 40 minutes from Hobbiton, so if you’re a Lord of the Rings fan it’s happy days. Auckland is two and a half hours away, further down south you have Maniapoto which is an area know as the King’s Country … It’s glorious, it’s just wonderful. You have the best of both worlds here.

There is more of a culture of work life balance over here and things are more geared up to accommodate that. There is more of an emphasis on life outside of work and that’s a really great and positive culture.

Q: How did you experience the Kiwi culture?

Dr MN: First, there was a bit of a culture shock. It’s definitely more laid-back, especially when you come from a culture of something needs done so you get down and get it done. A funny one is, you see kids walking around the towns and cities barefoot, no shoes; they go to school barefoot and we’re still trying to come to terms with that in a way. Apparently, Kiwi kids growing up, they have got more problems with their feet because they spent so many years walking barefooted!

The Māori influence is significant. We are a bicultural society and it’s a huge part of life. The kids are taught Te Reo Māori [the Māori language] at schools, it’s now part of the curriculum to learn about the history of New Zealand, particularly about the Treaty of Waitangi, which was between the British colonialists and the Māori chiefs and now, almost 200 years later, that is still causing so much strife between Māori and the successive New Zealand governments. And working with Māori patients, you still see this historic trauma being experienced now.

I wanted to embrace Māori culture because the Māori way of viewing life is that we are all connected and part of our land, our mountain, our river, our ocean, and we’re connected to each other and that’s my kind of philosophy in life. I have recently finished a six-month online course to learn te reo Māori; I learned saying my pepeha – your pepeha is a way of connecting to others, you talk about where you are from, what your family name is, what your mountain is, your river, your ocean, and you only introduce your name at the end – it’s beautiful. When I was doing the training within the DHB to learn about the Treaty of Waitangi and the trainer was Māori, he started with a karakia which is a kind of opening statement, opening prayer and he asked us all to go around and introduce ourselves.

I was the only one in a group of about 25, apart from the Maori delegates that were there, who read out their pepeha. It was really funny because when I was reading it and said I was from Doncaster, there was this gasp from one of the delegates and she said, I can’t believe it! I know exactly where you’re from, I’m from this village, and then somebody else went, oh dear, not you as well! It turned out that these people used to live like 20 minutes from where I was born and raised, and finding these connections is one of the purposes of the pepeha. It’s wonderful, I love it and there is a lot to be learned.

I encounter a lot of Māori in the oncology department and I tend to start meetings with a karakia and I share my pepeha. This one patient, she said: ‘When I found out I was to be supported by a white, male Pākehā [non-Māori], I thought oh no, how am I going to connect to them? But we have and you’re not bad for a pākehā, you’ve got Māori blood in you.’ For me, that was a great compliment!

Q: What did you find most difficult about relocating? Is there anything you wish you had known before or that you wish you had done differently?

Dr MN: I wish we would have known how hard that first year is – it’s tough, it’s gut-wrenching, it’s heart-wrenching. You live with a constant sense of guilt for leaving family behind and close friendships. There are downsides to relocating. It’s just heart-breaking, the first 12 months are hard. Now, two and a half years or so in, there still is a certain sense of guilt because we’re depriving our son of memories with grandparents and with uncles and aunties and with friends over there as well. He has made friends here now and he has settled in down here in the Bay, he goes to a great local school. And thank goodness for WhatsApp messenger, Teams, Zoom, so we can still regularly keep in touch with family. Overall though, do the benefits outweigh the risks? Yes, they do, definitely. You got to stick that first year out; there were many times we went ‘what have we done?’, but I think that’s normal and natural. For us, it has definitely been worth the risk.

When I started my first job in Auckland, working in the private sector, that was a horrendous experience for us. My son had never experienced racism, he had never experienced bullying, but he got both in school for being English and that was really hard. And the school up in Auckland had no clue how to handle bullying, so we pulled him out of school and made that decision to move down to the Bay of Plenty. Moving from Auckland down here has been the best decision we ever made!

Like anywhere else in the world, society here has its problems. It has racism, there is a bit of a bullying culture and gang culture, highest teenage suicide rate in modernised society. There are significant problems, but again, do we feel safer over here? Yeah, we do. Do we feel our son has more opportunities in life? Yeah, we do. Do we feel our son has a more grounding learning from the school environment that isn’t just based on academics but about life skills? Yeah, we definitely do.

Within a year of living here, we applied for residency – my visa was tied to the private sector company and didn’t allow me to do any other work. So, I wish we had gone for residency from Day 1 because that makes things a lot more flexible in terms of work requirements. We went for residency after 12 months and – it was ridiculous – that came through withing three, four weeks. That enabled me to work part time in the private sector and on the DHB, as well as doing some private work.

Q: What advice would you give to medics considering a move to New Zealand?

Dr MN : Do your homework – I would suggest to hook up with other expats. There’s a couple of Facebook groups, try reach out and connect with other people who have actually made the move.

Something to bear in mind is the standard of living; we are still renting because the average price for a house is a million dollars and not a lot of people realise that over in the UK. The cost of living is really high. And there is no NHS as such over here, although there is a similar system. Dental costs are astronomic; a crown in the UK might cost like £200, its NZ$ 1,400 over here. So do your homework, do your research. There are a lot of different websites where you can do a cost comparison of standards of living, do as much of that research as possible and come over with a lot of money to allow yourself to actually go out and experience the country.

Try to really work out where it is that you want to go. I initially didn’t have a choice; it was Auckland or nothing. We had never visited New Zealand before, so it was a real risk. If you can visit New Zealand and get a feel for the place, definitely do that.

There’s always going to be doubts, there’s always going to be second-guessing, but my ultimate advice is, if you never try, you’ll never make these fantastic experiences – and life is too short. You don’t have to go for residency straight away, even if it’s just two and a half years initially, that’s probably enough time to make your mind up.

Summary

Clinical psychologists have excellent career prospects in New Zealand with opportunities for study, skills development and breadth of clinical experience not available in other places.
Before applying for clinical psychologist jobs in New Zealand, research very thoroughly the locations and the employers you wish to work for. This is crucial. It is very easy to end up in jobs and places which are unsuitable and adverse situations are easily avoided by sound preparation.
Engage the services of a specialist recruiter who understands the market and can direct you to the most appropriate jobs.

Prospective candidates for clinical psychologist jobs in New Zealand can register a CV and contact us for a discussion about a job search. Advertised jobs can be viewed on our website and applications made by uploading a recent CV.

Recruiter Finds UK NHS Endocrinologist a Fresh Challenge in Al Ain UAE

Tue, 10 Sep 2024 12:55:17 GMT

Faced with stagnation in the UK's National Health Service (NHS), a Consultant Physician and Endocrinologist sought a new challenge to use his highly developed skills. Our recruiters found him an unusual mission, slightly off the beaten track in the oasis emirate of Al Ain in the United Arab Emirates (UAE).

Background

Consultant Endocrinologist and Internist Dr MI was well established in the NHS where he had developed expertise in the management of diabetes mellitus. Originally from Libya and fluent in the Arabic language, he had arrived in the UK for postgraduate medical training in internal medicine and endocrinology and progressed up the career levels passing his Membership of the Royal College of Physicians and gaining dual accreditation with the General Medical Council.

He worked as a substantive consultant in busy NHS hospitals in suburban areas of London, a rewarding position, but a sense of stagnation plagued him and he sought a fresh challenge to apply his skills and knowledge. He approached Odyssey Recruitment for ideas.

Our recruiter discussed his career and lifestyle goals and motivations and located a job which offered a major challenge. The emirate of Al Ain is one of the seven which makes up the UAE, but an often forgotten one. Located on the border of the UAE with Oman, it faces the mountains but lacks a coast and is surrounded by the vast emptiness of the desert. Home to many Emirati families and a large zoo, it is usually overlooked or rejected by international doctors as too isolated, too boring and too far from the big city life of Abu Dhabi and Dubai.

Al Ain has two public hospitals and a population rife with obesity and diabetes. Dr MI relished the opportunity to use his skills to help this people recover their health. He aimed to play an instrumental role in bringing the latest expertise in the management of endocrine disorders and especially diabetes to the people of the UAE and he has had a significant impact within the government healthcare sector.

Discussion

Q: Tell us about the background to your move.

Mohamed Ismail: I trained at St Bart’s Hospital in London, then I moved to Dartford where I was a Consultant Endocrinologist and the head of the Endocrine department. In 2014 I thought that moving to the Middle East was something that I might consider, just for the challenge and the change.

I know that diabetes specifically is a growing problem in the area, so there is a growing need for endocrinologists in the Middle East, and this certainly carries a lot of challenges as well as opportunities for drawing on the experience of people like myself, who have had the opportunity to train in hospitals with good expertise. I wanted to have the opportunity to share my experience and hopefully help people in the Middle East to structure their care and work to combat the growing problem of diabetes. I saw it as a challenge to try and help them improve the setup of Diabetes care.

Q: What developments have you noticed so far in the UAE?

Mohamed Ismail: I’ve been here just over two years now, and I can see that we’ve come a long way. Specifically when it comes to Diabetes technology. The use of insulin pumps, the use of glucose monitoring, developing the concept of teamwork, but I wouldn’t claim the responsibility for all of that. I’ve found people passionate to develop it, and I’ve played my role in installing the building blocks.

I’m really happy to see it flourishing now, there’s been a lot of development specifically when it comes to seeing a lot of insulin pump clinics being run by colleagues. It’s great seeing the equivalent of diabetes nurses back home becoming more confident in running pump services, and patients accepting insulin pumps and the disease as part of their lives. It’s also great to see actual results that improve people’s lives and their outcomes. It’s been quite challenging, but a nice journey to see the development. We’ve come a long way in two years.

Q: What should NHS consultants be prepared for in the UAE?

Mohamed Ismail : I think that when you come from a system like the NHS where, despite what we all say about it, the way it’s structured ensures everything works. You can be surprised.

One of the problems is that funding is an issue, the way we run it is an issue, but I don’t think you can criticise the structure. So when you come from a well structured system like the NHS to other systems you can’t carry the idea that you expect everything to work just by clicking your fingers. You need to be humbled by what you see, and you need to change your expectations as the days go on.

You also need to build up your expectations gradually to where you want them to be. I don’t think that you can copy what you have been experiencing to where you are now. It’s impractical and this will bring frustration. I’ve seen it. It results in people giving up and going back, so one needs to be realistic. One needs to refrain from comparing where you are to where you were, because that will frustrate you and frustrate people around you. It will alienate people, and it sends out the wrong message.

It makes them feel like you are coming down from the top, you are like ‘oh look at me I used to practice this way, you’re not doing it right’. You’re coming to help people develop their own way, you're not trying to dictate your own way, because there are many ways to skin a cat. In healthcare there are many ways to deliver a viable, equitable health system - not just in the way that the NHS is run.

Their human resources system is well developed, the majority of the Middle East is modelled around the American system so it works very well. It can frustrate but I can’t judge it, you can’t put timelines on things. If certificates need to be validated then they need to be validated. If you’re coming to work within a system then you have to follow that system, that’s my simple logic. Does it work for them? Yes it does work. Is it organised? I think it is, so that’s all that matters to me.

One of the misunderstandings I had was that by coming here I’d be working less, because here I’m working about as much as I was working in the NHS.

I’ll be honest and say that the pay is definitely better, and the balance between work and life is better. People are very nice, the environment (although hot) has many things that you can enjoy. It’s enjoyable and people are extremely nice. They go a long way to respect doctors, they respect your opinion, they respect what you do for them, and they go a long way to show this respect in many ways. They just admire doctors and admire what you do for them.

Q: What are the biggest challenges in the region?

Mohamed Ismail: Non-communicable diseases are soaring here; diabetes, hypertension and heart disease. These represent the biggest challenges to the Middle East and dealing with these problems, because of their long-term effects, is a priority.

I think that the policy makers have recognised this, hence the huge investment. It’s just mind-boggling. If we had a quarter of this in the NHS then we would not be talking so poorly about it. There’s quite a lot of investment going on, there are a lot of new hospitals being built. There are well thought health policies, but continuity is sometimes an issue. In my opinion there’s sometimes a bit of friction because of the nature of the healthcare system.

The recruitment ultimately ends up bringing in people from different health systems: UK, American, South African, European. There is a lot of interaction and discussion between these different health systems, so sometimes that doesn’t always have a positive impact on the local product. It’s trying to mould all this expertise from different health systems, while trying to avoid friction that ultimately you would expect. That’s the main challenge.

Q: Why did you decide to move?

Mohamed Ismail: After a period you feel stagnation in what you do, and you want a new challenge. There are plenty of challenges, you get satisfaction from seeing it develop in front of your eyes, because there is unlimited potential to develop. In the NHS there are plenty of things that you can develop, but here there are far more.

Q: Who would be suited to the UAE?

Mohamed Ismail: The most important thing is that you have to do your homework, you need to decide why you are coming. If you’re coming just for the financial incentives then you’re in the wrong place, you need to be coming here with the clear perspective that you’re coming here to really contribute.

You need to be contributing, you need to be part of what you do. There are people who don’t survive for more than a few months who are told that you can come here, sit and do nothing and earn a lot of money. That’s not the case.

The people here want you to show that you’re really earning what you’re paid for. I’ve been told that there were days when you just do nothing, well no. There is a lot of scrutiny about what you do and there are a lot of targets that you have to hit.

You need to know that you will probably be working as hard as you were back home, but you will be recognised for what you are doing. You will be working alongside people who really admire what you are doing, you will be respected, your voice will be highly regarded and you’ll see the fruit of what you’re doing.

“It’s a move that’s worth doing, if it’s the right time.”

Q: How was your recruitment journey with Odyssey?

Mohamed Ismail: In my case I was fortunate because I had the help of Dr Wilson, because I couldn’t have done it on my own. So my advice would be to find the right agency, somebody who has experience dealing with the Middle East’s hospitals, because you could get lost otherwise.

You need someone who can help you deal with loads of paperwork and getting your certificates verified. So there are a lot of things that you need an expert agent for. So do your homework, and get someone who knows what they are doing.

With Odyssey they are free of charge. I didn’t have to pay anything.

Everything’s been done beautifully, perfectly, professionally for me. I was met and greeted by people, I was driven to my place. Everything went as well as I’d hoped, in fact probably even better than that.

Summary

For doctors who wish to make a lasting and impactful contribution to the development of new healthcare services and technologies in the UAE, jobs in Al Ain can provide that opportunity, bringing tangible benefits to the local population.
Al Ain is a small emirate which is equidistant from larger neighbours Dubai and Abu Dhabi. It does not have the buzz and attractions of Dubai and Abu Dhabi, but it offers a more tranquil, slow paced existence for doctors and their families who value a peaceful family life set in the backdrop of some outstanding natural beauty.

If you are interested in finding a medical job in the UAE, please register your CV and contact us to discuss your job search.

Advertised jobs can be viewed and applications made by uploading a recent CV.

Enough of the NHS: Recruiter finds Consultant Urologist a Job in Premier Military Hospital in Jeddah, Saudi Arabia

Tue, 10 Sep 2024 11:55:55 GMT

Mr MKT had had quite enough of the NHS in the UK. Exhausted by working through the Covid19 disorder and its attendant stresses, he sought a new opportunity to work as a consultant urologist and refresh his career. He turned to Odyssey and our recruiters found the solution, a new career with the King Fahad Armed Forces Hospital in Jeddah, the JCI accredited hospital of the Ministry of Defence and Aviation of Saudi Arabia.

Background

Dr MKT qualified as a doctor in 1986, completing the MBBS degree in his home country of Pakistan. After graduation, he practised in a number of countries pursuing basic and advanced specialist training in general surgery and then urology, finally landing a consultant urologist position in the prestigious James Cook University Hospital Middleborough, UK.

However, the intricate and overwhelming situation of the medical sector during the Covid-19 pandemic prompted Dr Tarin to reconsider his position and seek alternative less stressful options. He turned to Odyssey for some inspiration.

Our recruiters discussed Dr MKT's goals and motivations in seeking a new position plus a relocation, which brings its own additional challenges. The Kingdom of Saudi Arabia and other states of the Arabian Gulf were the obvious choices. He had worked in Saudi Arabia before and knew the country well. It was close to home country Pakistan and within easy travelling distance of the UK.

A rare consultant urologist job was recently vacant in the King Fahad Armed Forces Hospital Jeddah , a 500 bed hospital owned and operated by the Ministry of Defence and Aviation of Saudi Arabia (MODA). The hospital held the prestigious accreditation of the Joint Commission International (JCI) for all departments and was well equipped and staffed. MODA runs some of Saudi Arabia's premier public sector hospitals. With a low staff turnover, senior positions in surgical specialties are infrequently available and much sought after.

After a swift recruitment process, the job was Dr MKT's. A one year renewable contract with tax free salary, benefits, flights and accommodation were generously offered and Dr MKT was off to Saudi Arabia.

Discussion

Q1: What do you feel are the main benefits to working as a medic in Saudi?

Mohammed K Tarin: For me, there are three main reasons. Number one is the workload which is not too bad here, especially compared to the UK. In the UK you have to meet a target, so you are always under pressure to meet these targets. Here there is no target, so you can take all the time needed for a patient and the atmosphere is a lot more relaxed. Monetary-wise it’s also beneficial and for me personally, my home country Pakistan is close, so I can keep in closer touch with my extended family.

The hospitals are generally very well-equipped, and although they are not leading in technology in an international comparison right now, the hospital I currently work at is in the process of acquiring modern, up-to-date equipment now. Additionally, we doctors receive free accommodation, there are free meals when you are on call, and there’s free transport. So it is quite a relaxed atmosphere and life.

Q2: How did you find the recruitment process Saudi Arabia?

Mohammed K Tarin : The recruitment process with Odyssey Recruitment was a good one, a relatively easy one. However, there is something I wish people were more aware of in more detail. I was registered as a consultant with the Saudi Health Commission for Health Specialities when I previously worked in Saudi Arabia. The recruiters and even the staff at King Fahad Armed Forces Hospital, where I work now, assured me again and again that it was just a matter of applying for renewal of my registration and that there would be no objection from the Council to renew my registration. But in fact, it was not like that.

To my disappointment, the Saudi Health Council wanted to re-evaluate me. So I had to go through all the standard registration procedures again to reclassify as a doctor. I had to get my documents, although most of my documents were verified via Dataflow, but few documents had to be done again. And then there was a long wait, a long process – they were asking for this document, that document and eventually, they said okay, we will now re-evaluate you by use of an OSCE exam [an examination where a medic practises and demonstrates clinical skills in different standardised medical scenarios]. I feel a little disappointed that even though I had all the necessary qualifications, I still had to go through that stressful process again.

I still don’t know the result, so I am still not registered with the Saudi Health Council and I still don’t know if I’ll be able to continue practising here because the hospital are saying that if I am not granted registration, they will not renew my contract. It has now been six months of waiting. And it’s not just me, there’s a few other doctors in the hospital who don’t know their fate and the performance is going to be impacted when working under these stressful and uncertain conditions. Please don’t relocate to Saudi Arabia as a doctor until registration with the Health Council is definitely confirmed.

Q: How are you finding life in Saudi? Would you recommend it?

Mohammed K Tarin: I had a pretty good knowledge of the Saudi society and culture before moving, so there weren’t any surprises when I arrived. Everyday life is fine for me and my wife because we are Muslims and can therefore adapt and integrate into Saudi society very well. We are comfortable here. It does not exactly feel like home, because it is still overseas for us. So not exactly home, but because of the Muslim culture and the society in general we feel a little more happy here.

I will say though, it depends on the individual person as well. I am not sure about people who are non-Muslims, whether they would enjoy living in this society. The Muslims generally feel quite comfortable and relaxed in Saudi, but I am not sure about the non-Muslims. But I see a lot of Filipinos among the paramedics and the nursing staff; they are not Muslims, but they are happy here. It is probably because they too receive the free accommodation, the free meals while being on call and the free transport, so medics generally benefit from this relaxed living situation.

Q: How do you see the medical sector in Saudi developing, especially from an expat point of view?

Mohammed K Tarin: There is a drive for Saudization ; Saudi medics are actually preferred employees. But still, expats are always needed. When I first came to Saudi Arabia in 2000 and then again in 2013, I definitely felt that Saudization. But as a matter of fact, expats are needed in Saudi. As long as you know your work, and as long as you are confident, you will be recruited to practise in Saudi Arabia and you will fit very well into the working environment and lifestyle here.

Summary

The policy of Saudization has a major impact on the number of jobs available for international surgeons and physicians as employers must now give hiring preference to local doctors. However doctors with highly specialised skills and outstanding experience will still find opportunities and some demand for their services.
The JCI accredited hospitals have passed assessments which are at the level of USA standards and they provide comparable equipment, policies and procedures to the healthcare systems of Western countries. This facilitates the adaptation process for doctors moving to practise in Saudi Arabia.
A strong capacity for cultural and situational adaptability is required to practise medicine in Saudi Arabia. The process of adaptation may be more difficult for non Muslims and non Arabs.

If you are interested in working in Saudi Arabia or any of the other gulf states please register a CV and contact us to discuss your job search. Advertised jobs can be viewed on our website and applications submitted by uploading a recent CV.

An Escape from Revolutionary Sudan: Medical Recruiter Finds Anaesthetist an Ideal Rural Hospital Job in New Zealand

Tue, 10 Sep 2024 10:29:31 GMT

From Khartoum to Whakatane, the story of an urgent job search for an anaesthetist escaping from life in revolutionary Sudan under martial law to the peace and beauty of rural anaesthetic practice in Whakatane, Bay of Plenty New Zealand. This case study has some valuable information and insights for anaesthetists (or other physicians) who want to follow in his footsteps.

Background

Dr Nazar Salah had an exciting career path which started in his home country of Sudan where he pursued his undergraduate medical studies in Khartoum and then took him to Ireland where he completed his postgraduate training in his chosen medical speciality of anaesthesia. He soon passed the Fellowship examinations in anaesthesia and swiftly obtained registration in the specialist section of both the Medical Council of Ireland as well as the General Medical Council of the United Kingdom.

Working as a consultant anaesthetist, Dr Salah practised in Ireland, the UK and then Saudi Arabia before returning home to Sudan where he established a busy practice in the capital Khartoum. All was going well until political disorder struck with the revolution and overthrow of the civilian government and its replacement with military rule. Dr Salah wanted to leave quickly to secure a safe exit from turbulent Sudan and life for his family in a stable country.

Dr Salah contacted Odyssey Recruitment to help him secure a permanent consultant anaesthetist job in his country of choice, New Zealand. Our recruiters worked with him to define his scope of practice in anaesthesia, establish eligibility for provisional vocational registration with the Medical Council of New Zealand and select a location which offered a peaceful lifestyle for his family, a selection of good schools and affordable housing.

The Bay of Plenty, a very popular destination for international physicians from all over the world, had a vacancy for a consultant anaesthetist in its satellite hospital in the popular tourist resort of Whakatane. Whakatane Hospital has 125 beds and provides a selection of secondary medical and surgical services to a local population which includes a large Maori population. It has a 24/7 emergency department and support from the regional hospital in Tauranga at the western end of the Bay of Plenty and tertiary support from Auckland.

The hospital has a busy anaesthetic department staffed by 7 consultants supported by resident medical officers and seemed to be a promising opportunity for Dr Salah offering a broad scope of anaesthetic practice with a small, friendly and welcoming team. The area was ideal for his large family with plenty of open space, beautiful beaches and scenery and homes with land.

Within a short time, Dr Salah was successfully interviewed, offered a job and was on his way to New Zealand.

Discussion

Q: What attracted you to New Zealand as a desirable location to practice anaesthesia?

Nazar Salah: My recent interest to pursue a career in New Zealand in my senior years, to work there and experience the country, stems from a dream I have had for many years. This dream has finally been achieved now, albeit later in my life. The positive work life balance in New Zealand, the amazing people and culture, and the breath-taking scenery and abundant outdoor life is what has attracted me to this beautiful and remote part of the world. New Zealand also promised great education opportunities for my children and a lifestyle that resonates with me and my family. Through Odyssey Recruitment I have been able to finally make my dream come true.

Q: What does a usual day at Whakatane Hospital look like for you?

Nazar Salah: Work begins at around 8.00 am and the working day usually ends at around 6.00 pm. The work hours are very reasonable with the non-clinical time off and CME hours. Obviously, the impact that COVID has had on the run of elective surgical lists has meant that, until recently, only high-priority cases, including emergencies, had been scheduled.

Whakatane is a small, rural hospital with limited specialised scope, so it may not suit those professionals looking for a career path trajectory. It is nestled in a picturesque, small but vibrant town which has an excellent location in the Bay of Plenty close to the Pacific Ocean. The facilities are very good for the hospital’s scope of practice; the buildings have been updated and the equipment is on par with any internationally recognised health facility. Most necessary medications are available and funded by the New Zealand Health Authority.

Q: How did you find arriving in New Zealand and settling into life there?

Nazar Salah: Right from arriving at the airport I felt very welcome in New Zealand, the people are pleasant and humble. Settling in with the people and culture was not hard for me, but finding a place to rent is a different story. There are some other technical points that make settling in a bit challenging initially, such as opening a bank account, getting your tax number, and changing your visa which seems a complicated process that is constantly altered, meaning that you are better off getting a licensed immigration advisor to deal with your visa applications and so on which can be quite costly.

Things are expensive here, but the salary will cover most of your needs. However, I found that I needed to haul in some of my savings to be able to cover settling costs like car purchase, furniture, school clothes and so forth. The lifestyle in New Zealand resonates well with me and I find it easy to maintain a healthy work life balance. I can understand though that it maybe isn’t for everyone, it wouldn’t be the best fit for city and nightlife folks.

Q: You found a lovely house for you and your family; what was your experience of the process around finding accommodation?

Nazar Salah: Rentals are hard to come by and the market is small. Building standards might be different to what you are used to in regard to insulation, humidity, roofing, and heating. I was lucky to find a house in an orchard that is not typical of a rental property. It is old but large and is on an avocado orchard, so it’s quite rural and serene. From the house it’s about a 50km commute to work for me, but there is local school transport that picks up the children right in front of the house.

Q: Is there anything you miss from living in the UK or from living in Sudan?

Nazar Salah: Obviously family and friends. New Zealand is very far away. It is also difficult to find products you are used to from elsewhere, but there are good alternatives available here and I am not too fussy. As I mentioned before, things here are expensive and that goes for everything: houses, cars, even the second-hand market. Also, long travel times for international flights and the distance to other countries mean less travel or very expensive fares.

Q: What advice would you give to doctors considering a move to New Zealand?

Nazar Salah: Do your research. I researched a lot before coming over on various web sites, blogs, et cetera, so most things for me were anticipated when first getting to New Zealand. For other things, you will not know until you actually arrive. These are generally small things in my experience. Also, don’t expect things to be sorted in a hurry, life here is laid back, Kiwi style!

New Zealand is a great place for work and life, but it’s not for everyone. Many people come here planning for a limited stay and end up extending their time. On the other hand, some people can't get used to small, rural type living and go back. It can also be difficult if family and social commitments are important for you since New Zealand is so far away from almost everything. If you fit in with the culture, you will enjoy it here. Don’t make the mistake of thinking New Zealand would be a smaller version of Australia, they are different countries.

Summary

New Zealand has a healthcare system which is comparable in terms of standards to that of the UK, Ireland, USA, Canada and the countries of Western Europe. Physician working conditions are excellent with generous leave entitlements and hospitals are well equipped.
For doctors who have trained in the UK and Ireland, the transition to working in New Zealand is relatively straightforward.
New Zealand is a beautiful country which is great for nature lovers, children and people who like a relaxed pace of life but the costs of living can be high and the country is isolated making journeys to other parts of the world long and costly.
The costs of living in New Zealand can be high.
It is wise to prepare thoroughly before applying for jobs, evaluating the scope of practice which the hospital can offer and the career prospects as well as the suitability of the surrounding location.

If you are interested in working in New Zealand, please do register your CV and contact us to discuss your job search. Advertised jobs can be viewed on our website and applications made by uploading a CV.

Entrepreneurial Orthopaedic Surgeon: Surgical Recruiter Finds Perfect Opportunity in Abu Dhabi, UAE

Mon, 09 Sep 2024 13:35:19 GMT

Our candidate Dr Oussama Chaar is an entrepreneurial orthopaedic surgeon who loves challenges. Having excelled in his postgraduate orthopaedic residency in Belgium, he had returned to his native Syria to build a dynamic and busy practice when war broke out. As bombs rained down on Damascus, he need a new challenge and our surgical recruiter found the perfect opportunity opening a new chapter of his career in Abu Dhabi, United Arab Emirates.

Dr Chaar was reluctant to leave the orthopaedic practice he had proudly built in Damascus but as war raged, safety became a priority and he sought to find refuge in a stable environment, even if it meant starting again from scratch. Odyssey's surgical recruiter had an idea. A public sector hospital in Abu Dhabi had a new head of orthopaedics who was determined to build the best orthopaedic department in the United Arab Emirates (UAE), staffed by experienced surgeons with subspecialist skills in diverse fields.

Dr Chaar excelled in arthroplasty, particularly of knee and hips, was highly experienced, and seemed to be an excellent potential match for the new department. A short while later he was enthusiastically met by the Orthopaedic Chief and hired. A new career commenced and prospered initially in the public sector and later on in one of the top private hospitals where he built the UAE's leading service for revision knee arthroplasty.

Here is the story in Dr Chaar's own words:

Dr Oussama Chaar is an orthopaedic surgeon in Abu Dhabi, United Arab Emirates . He shares his experience and offers this valuable advice for surgeons looking to work in the UAE " Good training, skills and excellent communication are important for a surgeon in the UAE"

Background

Dr. Chaar obtained his MD degree in Orthopedic Surgery and Traumatology with a subspecialty in arthroplasty from the University of Liège in Belgium. He spent 25 years working in Belgium, as well as in Syria and the United Arab Emirates. He is a member of the Belgian Society for Orthopedic Surgery and Traumatology , and the Syrian Society for Orthopedic Surgery and Traumatology. His aim in the United Arab Emirates was to develop a highly specialised orthopaedic service in knee surgery in the public sector hospitals of Abu Dhabi.

Discussion

Q: What do you believe that you have brought to the UAE?

Oussama Chaar: The major thing that I can help with is that in Europe and North America we started to have subspecialties a long time ago. There are no more solely orthopaedic surgeons, they all have subspecialities like shoulder surgery, arthroplasty surgery, lower limb surgery, spinal surgery, hand surgery and this is something that is missing over here.

We have surgeons of course, good surgeons, they are doing almost everything in orthopaedic surgery, but it’s difficult to do everything well. I think this is the major thing that I can help with. I want to help the healthcare departments here develop, to give a high level of healthcare to the local patients and all the people here in the UAE.

Q: How much have things changed in subspecialties since you moved here?

Oussama Chaar: I think that a lot of people here are now used to the idea of subspecialties, so you now have local patients looking for the right surgeon, they are not just going to the first surgeon, they are deciding that, when the surgeon says ‘you need joint replacement’, ‘you need total knee replacement’ they are going to really look for the right person. Someone who is mainly doing knees, or mainly hips or whatever.

The patients are always asking you, ‘how many surgeries like this are you doing a year’ which was not the case in the past when they just went to an orthopaedic surgeon. I think this is now the mentality, and people have just got used to it.

Q: Is the increased awareness of subspecialities something you’re pleased about?

Oussama Chaar: It’s good for both the surgeon and for the patient. The patient is getting a good quality of care, and for the surgeon it’s easier to do what you are used to doing.

When I started at Mafraq Hospital they wanted to develop arthroplasty surgery through a program called mufassil. In Arabic that means ‘my joints’. It was initiated by the head of department, but when I was there I was responsible for this program and we started to do a lot of surgeries, making many joint replacements. Then I moved to the private sector and I continued to have patients from everywhere for joint replacement, and a lot of colleagues also started to trust me. They were sending difficult primaries, revision cases, everything. So I was working in a very good environment, with lovely, friendly colleagues who you could exchange knowledge with and where we referred patients by each other, so it was good.

Q: What are the biggest differences you noticed between the public and private sectors?

Oussama Chaar: I think the skills priorities are the same as in private hospitals, but the challenge in public hospitals is organisational problems, and finding staff who are prepared to work. For someone like me who worked all his life in private facilities you have to push people a little bit to work more, and make sure that they’re not looking at their watch every five minutes! Otherwise they have very good equipment, the infrastructure is very good, and they all support the surgeons to help them do their job in the best way. I think that, compared to other countries, the public hospitals are doing very well here.

Q: What attracted you to your current role?

Oussama Chaar: For me it’s a jump in my career to come to a big private hospital. They needed someone to come and organise the orthopaedic department and do revision surgery, pelvic fractures and difficult primaries. It wasn’t a salary issue, it was really for me to work in a facility where everything is available like dialysis, cardiologists, cath lab and so on.

We are now focusing on revision surgery because, for many years, surgeons were doing primaries here, but only a few were doing revision surgery, so now we’re really developing this. We talked with the hospital about maybe having a centre of excellence for hip surgery, to get patients referred for revision surgery here.

We are developing, encouraging people to have their surgeries here and for about two years now, international patient care have been referring their patients to me before sending them abroad. So if I’m able to do the surgery then they’re not sending the patient abroad. About 90% of patients are staying here in the UAE now and getting their surgery under my care.

What is good is to have the support from HAAD (Health Authority Abu Dhabi) because international patient care is a HAAD department, so they don’t care if you’re in a small hospital, or a big hospital. They were sending cases to me in Mafraq and so they didn’t care that I’m now at a private hospital because they are still sending patients to me. They want patients to have surgery in their country, which is easier for them than travelling to Germany, or to the UK or to the US. This is encouraging, and gives surgeons the possibility of doing majors.

Q: What can be the biggest challenges facing people moving to the UAE?

Oussama Chaar: The challenge for surgeons here is mainly the communication barrier. You have a lot of people who can’t speak English, they are mainly talking Arabic, so you can get an interpreter, but this sometimes can make it hard to communicate with people when you are talking about surgery and complications, and the conviction is not really there when it’s translated.

It’s also good for people coming from outside the country to get used to the culture. To know how the people think here. People are really attached to their culture and they want people coming to work here to respect this, which is normal. They must know a bit about the culture, about how the people live here.

The unique part compared to other places is that in the UAE you can live in the way that you want. You can live in a European way, in a Middle Eastern way, in between. Really there are no difficulties. I think Europeans can easily get used to the way of life here, they can even live in the same way as in Europe. Everything is available.

Q: How did you first go about making a move happen?

Oussama Chaar: My first contact before coming here to the UAE was Odyssey Recruitment. I had a very nice conversation with Karen Wilson. She asked me about my experience, about what I can do and it was a very positive conversation. Then I sent my CV and we discussed it together, and she gave me all the support to find a place here. It was in Mafraq Hospital, and she was following up all the time by email, and by phone, even for administrative steps like the license. It was a great experience.

She also used to follow the candidate for a long time, so when I called her once for the New Year she knew already that I had moved from Mafraq, and that I was already in another private hospital. This is a very good thing.

Q: What advice would you give anyone about the recruitment process?

Oussama Chaar: The only issue is that it takes time, when you are processing the license they ask for a lot of paperwork, but it’s fine. By the end everything is ok, it just took about seven months which could be a bit of a problem for some people.

I think that HAAD are accelerating this procedure now, it’s apparently quicker than it was in the past.

Of course the place where you trained is also very important because, like any student, you have to receive a good education. So a surgeon has to be trained in a very good centre, but having good training is not solely enough. For surgeons there is the skill, some surgeons are trained in a very good centre, but they don’t have the skill.

The skills you see come with experience, so experience is very important because it will show if the surgeon is doing well, if he has the skills, if he has success in his work and how he’s managing. You know communication with the patient is very important, sometimes you have a very highly skilled surgeon, but they have very bad communication skill with the patient and so they have really few patients. So I think three things are important; good training, good skills and good communication skills.

Finding a job as an orthopaedic surgeon in the UAE

The job market for orthopaedic surgeons in the UAE is highly competitive. If you are considering an orthopaedic surgical career in the UAE or other Middle Eastern countries, contact the recruitment team at Odyssey Recruitment for guidance.

Strategy for an Anaesthetist Job Search in New Zealand

Fri, 06 Sep 2024 11:48:47 GMT

Anaesthetist jobs are plentiful in New Zealand for physicians who meet the registration requirements of the Medical Council of New Zealand. Across North and South Islands there are opportunities in specialist tertiary medical centres, secondary care hospitals and small rural hospitals. This article provides a strategy for finding the right job.

Doctors seeking anaesthetist jobs in New Zealand have a diverse range of options and before starting a job search it is wise to develop a strategy to focus on the right jobs based upon your own career and life goals, rather than waste time pursuing jobs which are ultimately unsuitable.

As an initial consideration, all anaesthetists planning to work in New Zealand must be eligible for the relevant registration category with the Medical Council of New Zealand (MCNZ) and posses the right to work in New Zealand as the holder of citizenship, permanent residency or an appropriate visa. Fortunately anaesthetists feature on Tier 1 of Immigration New Zealand's Green list and can obtain a visa after a job offer is secured and eligibility for professional registration established.

All international anaesthetists applying to work in New Zealand, are granted provisional vocational registration with the MCNZ and must complete an initial period of supervised practice of 6 -18 months duration before applying for full vocational registration.

In this article we detail a succinct list of 4 steps to help you build a successful job search.

1: Assess Eligibility for a License to Practice as an Anaesthetist in New Zealand

Before starting a job search, we recommend that you establish your eligibility for a licence to practise as an anaesthetist in New Zealand and the category of licence you can obtain, as that will determine which jobs you can apply for.

All anaesthetists must be registered with the Medical Council of New Zealand, preferably in the vocational scope of anaesthesia. For locum or fixed term appointments, locum tenens registration is accepted and for senior medical officer jobs, general registration may be accepted provided you are working towards meeting the criteria for vocational registration.

Below is an overview of the application process for eligibility for provisional vocational or vocational registration and locum tenens registration. Applications may be submitted to the MCNZ for an assessment of eligibility for provisional vocational registration and unless you hold one of the specialist qualifications for locum tenens registration (see below), it is best to do this before applying for jobs as the assessment may take 3-6 months.

2: Define Scope of Anaesthesia Practice

The MCNZ defines the scope of anaesthesia practice as " the provision of anaesthetics, peri-operative care, intensive care and pain management to patients. It can also include the management of resuscitation, retrieval and transportation (inter and intra hospital) and the practice of hyperbaric medicine. Encompassed in this is the advancement of professional standards, patient safety, education and the advancement of the science and practice of anaesthesia, perioperative medicine, intensive care and pain medicine."

The majority of specialist anaesthetist jobs in New Zealand are based in secondary care hospitals and rural hospitals and require a broad general scope of anaesthetic practice covering acute and elective surgical, obstetric and radiological interventional procedures. Neurosurgery, cardiothoracic surgery, plastic surgery and paediatric surgery are largely confined to tertiary hospitals and the bulk of surgical practice in secondary hospitals consists of general surgery, urology, orthopaedics, ENT, ophthalmology and gynaecology.

Some hospitals encourage the practice of intensive care medicine and other secondary specialist interests for suitably qualified anaesthetists and some hospitals have facilities for retrieval medicine.

Tertiary hospitals located in Wellington, Auckland, Hamilton and Dunedin have jobs dedicated wholly to secondary specialist fields such as cardiac anaesthesia, neuro anaesthesia, paediatric anaesthesia and pain management.

New Zealand's two medical schools Otago and Auckland are located in Dunedin and Auckland respectively, the academic centres of medicine and base of all pre-clinical and most clinical teaching. Although clinical teaching is conducted throughout hospitals in New Zealand for undergraduates and for resident medical officers training for FANZCA, anaesthetists seeking an academic career are best to apply to the two major academic centres.

Fellowships are available in:

pain medicine
cardiac anaesthesia
paediatric anaesthesia
neuro-anaesthesia
critical care medicine
retrieval medicine

Both your current scope of practice and career goals are key to determining the best place to work. If you wish to practise exclusively or take a fellowship in a highly specialised field, then tertiary hospitals are the right place to look for jobs. If you like the challenge of working in rural hospitals, there are many throughout both North and South Island. But for most anaesthetists, the secondary care hospitals offer the bulk of practice opportunities and a large variety of clinical experience.

3. Select Suitable Practice Locations

Whilst job location is closely connected to the scope of practice which may the most important consideration for the anaesthetist, other aspects of the location may dominate the interests of accompanying family members. Each location should be thoroughly researched for its suitability for all.

Some important considerations include:

availability and cost of housing
domestic and international flight routes and connections
availability of jobs for spouses
opportunities for private anaesthetic practice
commuting times from home to work
type and quality of local schools
local cultural attractions
sports facilities
outdoor activities

4: Prepare Relevant Job Application Documents

The three important job search documents, specifically your CV, Cover Letter and List of Referees should be prepared in template format and edited for each job application addressing the following issues:

the essential professional requirements of the job ie licence to practice, qualifications and experience, English proficiency
relevant experience with a similar scope of practice
key skills and achievements
relevant research and publications
career goals
your own motivations for applying.

Summary

After some thorough research and analysis of your own and family member interests, you should be able to formulate a clear vision of how and where you wish to practice anaesthesia in New Zealand and start to apply for jobs.

Our recruitment consultants are on hand to offer expert advise and assistance and can add considerable value to your job search. Please register your CV and contact us. You can view currently advertised jobs and apply for them.

New Zealand | Residency, Visas and Citizenship for Doctors and Dentists

Thu, 05 Sep 2024 15:55:26 GMT

New Zealand offers work visas for doctors and dentists, immediate permanent residence and a pathway to citizenship. Easy application processes make this an attractive option for candidates seeking to emigrate, secure a second passport or just work for a short time.

The Right to Work in New Zealand

Doctors and dentists who hold citizenship or permanent residency of New Zealand or Australia can work and live legally in New Zealand. Without these rights, a visa which grants permission to work and reside in New Zealand on a permanent or temporary basis is essential. There are various options available depending upon proposed length of stay in New Zealand and personal circumstances and these can be explored at Immigration New Zealand.

Fortunately the government of New Zealand has prioritised the immigration of highly skilled workers and investors and created a green list of shortage skills. The holders of skills listed in the green list Tiers 1 and 2 have privileged access to visas. Most medical and dental specialties feature on the Tier 1 list offering preferential access to work visas and immediate permanent residency paving the path to eventual citizenship.

This approach aligns with the strategy of Health New Zealand (the public sector healthcare provider) to encourage the recruitment and retention of talented medical and dental practitioners who can contribute to the development of New Zealand's highly regarded healthcare system and its excellent medical and dental education.

The current options for candidates seeking jobs in New Zealand are the Accredited Employer Work Visa , and the Green List Pathways to residency, the Straight to Residence Visa and the Work to Residence Visa . Applications can be made by on line portal to Immigration New Zealand. Candidates whose profession is listed on Tier 1 of Immigration New Zealand's green list can apply for the Straight to Residency Visa with a job offer from an accredited employer. Most medical and dental professions are listed in Tier 1 but for those in Tier 2, the Work to Residency Visa is the best option.

General Requirements for Visas

Each visa category has its own specific requirements but some are common to all and include:

Job Offer from an Accredited Employer: the employer must be accredited by Immigration New Zealand to sponsor workers
Eligibility to practice as a doctor or dentist in New Zealand: p roof of eligibility for a licence to practice medicine or dentistry in New Zealand can be obtained by application to the Medical Council of New Zealand or the Dental Council of New Zealand , as appropriate.
Proof of English language proficiency : native speaker, IELTS Academic module or OET
Police Checks: police reports from all jurisdictions where you have lived in the preceding 10 years.
Medical Report : medical examination excluding major disorders.

The Accredited Employer Work Visa

This visa is sponsored by an employer accredited by Immigration New Zealand and allows the candidate to work and live in New Zealand for a maximum term of 5 years, provided that the job offer is for a minimum of 30 hours per week (0.75 FTE). Family members can accompany the candidate and in some cases obtain work or study visas.

Health New Zealand and many private healthcare employers are accredited by Immigration New Zealand and can issue a job token on acceptance of an appropriate job offer. The job token is a link to an application form which should be completed and submitted on line by the applicant with the relevant supporting documents. The processing time is within 3 months but much faster if the employer requests that the application is expedited by Immigration New Zealand.

This visa is ideal for candidates who intend to work in New Zealand for a limited time of up to 5 years and do not wish to obtain permanent residency or citizenship. Fellows taking postgraduate training fall into this category as do medical and dental officers working on fixed term contracts.

The advantage is the fast processing time and should the candidate decide to extend the employment at a later date, an application for straight to residence visa or work to residence visa can be made.

The Green List Pathway: Straight to Residence Visa and Work to Residence Visa

The Green List Tiers 1 and 2 contain New Zealand's high priority skills, sought to run essential public services and develop key economic sectors. Most medical and dental specialties are listed in Tier 1 but this should be confirmed before applying for a visa as the ranking of specialties may change over time. Applicants for these residency visas must be under the age of 55.

These visas grant the applicants and their dependent family members the right to live, work and study in New Zealand indefinitely and enjoy the use of public services.

Straight to Residency Visa

Candidates can apply for this visa with:

Tier 1 skills
Job offer from or currently work with an accredited employer

Work to Residence Visa

Candidates can apply for this visa with:

Tier 2 skills
Job offer from or currently work for an accredited employer which is full time and permanent or fixed-term for at least 12 months.
Work experience of 24 months in a Green List Tier 2 in-demand role.

New Zealand Citizenship

There are 3 main types of New Zealand citizenship: by birth, by descent and by grant. Unless candidates have been born in New Zealand or have parents who were New Zealand citizens, most candidates will obtain citizenship by grant. Applications can be made after 5 years of permanent residency and meeting the presence requirements. New Zealand permits dual and multiple citizenship.

Over 55 Years of Age

Doctors and dentists over the age of 55 can apply for the Accredited Employer Visa but not for the Green List Pathway Residence Visas. However, once working in New Zealand, Health New Zealand can support applications for permanent residency on the grounds that the practitioner has skills in short supply and their work is essential to the sound operation of the relevant service.

In summary, New Zealand has a straightforward and transparent immigration system dedicated to securing the services of doctors and dentists at all career stages. This helps New Zealand sustain its renowned health services and powers the next stage of their expansion whilst offering opportunities to overseas doctors and dentists to undertake further training and live and work in this unique country.

If you are interested in exploring job opportunities in New Zealand, please browse advertised jobs or contact us to discuss your options.

New Zealand | Understanding Medical and Dental Employment Contracts

Thu, 05 Sep 2024 11:48:36 GMT

In New Zealand, salaried medical and dental officers are offered employment terms which are both flexible and secure with generous leave entitlements. Read on for details.

Most salaried doctors and dentists in New Zealand work for the public health sector in its unified organisation, Te Whatu Ora Health New Zealand, formed in 2022 by the merger of 20 district health boards. Employment terms are negotiated with this organisation by three unions which represent the interests of medial and dental officers at different career stages.

Specialists, fellows and senior medical officers are represented by the Association of Salaried Medical Specialists (ASMS) whilst resident medical officers (registrars and house officers) have the choice of two unions: the New Zealand Resident Doctors Association (NZRDA) and the Specialist Trainees of New Zealand (STONZ.). The financial aspects of the contracts are detailed in our article New Zealand | Remuneration Packages Of Doctors and Dentists and in this article, we will review the other features.

Transferable Place of Work

Since July 2022, Health New Zealand has replaced the 20 district health boards as the employer in job offers and employment contracts with doctors and dentists. This has brought a distinct advantage to both employer and practitioners who wish to change their place of practice in alignment with career and lifestyle goals.

A move from one hospital to another can now be arranged by the transfer of the employment agreement between hospitals allowing the employee to retain the terms of the existing agreement, acknowledging duration of service in New Zealand and practice overseas. Some adjustments may be required to the on call allowances in the new place of work, depending upon the job size and on call rota, but the other terms are preserved.

Without the stress of resignation and renegotiation of new employment terms, the process of relocation within New Zealand is simplified allowing Health New Zealand to retain and relocate talented staff whilst physicians and dentists can broaden their skills and experience by working in different clinical environments.

Permanent Employment Contracts

Employment contracts with Health New Zealand are permanent unless a termination date is set out in the job offer and employment agreement. With no end date, the employee has the opportunity to work until retirement or departure and transfer the agreement from one hospital to another if so desired. Contracts can be terminated at any time with three months notice.

This provides security and advantages for both hospitals and medical and dental officers. The latter can enjoy their work, provide continuity of patient care and develop the quality of their services whilst becoming involved in long term projects in clinical research, education, leadership and quality management. It brings opportunities to develop new skills, enhance competencies and design career and life goals in a leisurely fashion without the relentless pressure created by short term contracts and the need to continually re-apply for jobs.

Hospitals benefit considerably from reduced staff turnover which encourages the development of stable working relationships between clinical team members and improved service delivery.

Fixed Term Contracts

Fixed term contracts are those with a defined duration of employment and/or termination date and are used in specific situations:

fellowships - fellowships are 6-12 month programs in defined and highly specialised clinical fields suitable for doctors who have completed vocational training.
leave cover - employment contracts of up to 12 months duration to cover the parental, extended sick leave or sabbatical leave of an employed doctor or dentist who is expected to return to work at the end of the agreed period of leave.
locums - long term locums are used to fill gaps in service where an overseas doctor or dentist is expected but the date of arrival is uncertain
resident medical officers - house officer and registrar contracts can be of fixed term duration on request or in response to service requirements.

Fixed term contracts do not provide the same level of security as permanent contracts but are useful for candidates who do not want a long term commitment and wish to work in New Zealand for a short time for the purpose of higher specialist training (fellowship) or simply to experience life in New Zealand whilst on sabbatical or other leave from their home country practice.

Short Term Locum Contracts

Short term locums are employed to cover staff leave on contracts which set out exact dates and hours of work including on call duties and shifts (emergency medicine and intensive care medicine). Payment is based upon hourly or daily rates or shift rates, dependent upon level of experience and night shifts often attract increased rates.

Hours of Work and Job Size

The job size is defined as the average weekly number of hours the practitioner is required to undertake the following:

routine duties and responsibilities, including such scheduled activities as out-patient clinics, theatre lists and departmental meetings
non-clinical duties and responsibilities
duties at locations other than the usual workplace
rostered after hours’ on-call duties, including telephone consultations and other relevant discussions.

This comprises the basic 40 hour working week Monday - Friday plus additional on call and extra duties, referred to as 1 Full Time Employee (1 FTE). However it is possible to negotiate a reduced job size by restricting or eliminating some duties resulting in contracts which are normally designated as 0.8 FTE, 0.6FTE, 0.5FTE depending upon the hours worked.

This is advantageous for hospitals who do not require a full time commitment and for doctors and dentists who wish to work part time or split their time between public and private practice. Once overseas doctors and dentists complete their supervision period and secure full vocational or general registration, they may wish to pursue opportunities in the private sector on a full time or part time basis. It is therefore possible to practice privately whilst retaining some duties in the public sector.

It must be stressed that candidates who need a visa to work in New Zealand must hold a job at 0.8 FTE as a minimum requirement for visa sponsorship. The shorter job sizes are appropriate only for those with citizenship or permanent residence.

Annual Leave and Public Holidays

Annual leave is generous in New Zealand, particularly for American and Canadian physicians and dentists who are used to brief annual vacation allowances. Six weeks per annum is the official paid annual leave allowance plus 12 days public holidays per year.

Educational Leave

All full time doctors and dentists have a right to 10 days study leave per year plus an allowance of NZD 16K to cover the costs of attending courses, conferences and study materials.

Long Service Leave

Salaried medical and dental officers are entitled to two weeks long service leave after each 10 years of continuous service in New Zealand, or with an overseas health organisation approved by the New Zealand government as part of a foreign policy programme. This includes a period of post-graduate medical training overseas where the employee has subsequently returned to employment in New Zealand.

Onerous Duties Leave

The employer may grant special leave of up to five working days per annum, after taking into account the advice from employee nominated representatives, to a medical or dental officer whose duties have been exceptionally onerous in the previous 12 months.

Parental Leave

Employees who are primary carers are entitled to:

paid leave period of up to six weeks on full pay
unpaid leave of 6 to 12 months duration depending upon duration of service.

The employer must be given not less than three month's written notice of the proposed leave and at least one month's notice of return to work.

Pregnant employees are entitled to work reduced hours from 28 weeks gestation.

Leave for Illness, Accident and Bereavement

Employees are entitled to reasonable leave on full pay in the event of their personal illness or accident or that of a close family member, and on the bereavement of someone with whom they have had a close association. An employee who falls ill or suffers a bereavement during a period of approved annual leave may be entitled to paid sick leave for the period of that illness and have those days credited back to their annual leave balance.

The employer may require a medical certificate where the period of the illness exceeds three working days and the employer has the right to require the employee to undergo an independent medical assessment paid for by the employer.

New Zealand offers excellent employment terms with competitive remuneration packages for doctors and dentists at all career stages. Explore the current jobs available or contact us for further information about searching for jobs in New Zealand. You can also review further information in our New Zealand section.

New Zealand | Remuneration Packages Of Doctors and Dentists

Wed, 28 Aug 2024 14:00:30 GMT

With one of the world's most developed healthcare systems, New Zealand offers competitive remuneration packages for doctors and dentists combining guaranteed income with extensive paid annual leave, pensions, and generous allowances. Relocation packages ease the move for international candidates, making New Zealand an ideal location at all career stages.

Doctors and dentists seeking career opportunities in New Zealand can expect to be offered remuneration packages which compare favourably with those provided by countries with comparable healthcare systems. Salaries and allowances generally exceed those of the United Kingdom (UK) and many of the European countries, whilst offering equivalent or even lengthier leave entitlements and more generous allowances.

The majority of doctors and a number of dentists in New Zealand work in the public healthcare system, Te Whatu Ora Health New Zealand, which negotiates national agreements for all senior and resident medical and dental officers with their appropriate unions. These Collective Agreements define the terms of employment and compensation covering all the important aspects of work life including hours of work, salaries and remuneration, costs of training, wellbeing, safety and leave.

General Practitioners who own or are employed in general practices or urgent care centres and dentists working in private practice are not subject to the Collective Agreements and work on a salaried or fee for service basis with income determined by patient encounters or numbers of registered patients.

The remainder of this article provides a summary of remuneration packages for each level of medical and dental practice. Both medical and dental officers are subject to the Collective Agreements whilst working in the public sector unless the option of an Independent Employment Agreement (IAE) is negotiated with the employer.

Remuneration of Specialists, Fellows and Senior Medical and Dental Officers

Senior salaried doctors and dentists are defined as

Medical and Dental specialists: must be vocationally registered with the Medical Council of New Zealand or the Dental Council of New Zealand in one or more of the recognised scopes of specialist practice
Fellows: may hold general or vocational registration and have usually just completed vocational training. Fellowships are short term appointments of 6-12 months for subspecialist training.
Senior medical and dental officers : hold general registration.

Collectively their interests are represented by the Association of Salaried Medical Specialists (ASMS)which negotiates the best possible salaries, allowances, terms and conditions through collective agreements with Health New Zealand and also offers free advice on new job offers, which is a very useful resource for international doctors and dentists negotiating first job offers in New Zealand.

Remuneration packages negotiated by the ASMS comprise the following components:

1. Basic Salaries for a 40 hour week

Medical and Dental Specialists (including principal dental officers) - 15 steps starting from NZD 185,380 to NZD 267,980 PA
Fellows - NZD 179,480 PA
Medical and Dental Officers- 14 steps starting from NZD 142,683 to NZD 210,933 PA

Part time work is calculated pro-rata.

The initial basic salary for a new specialist or senior medical/dental officer is negotiable with the employer in consultation with the clinical director of the applicable service and is determined by the date the physician or dentist met the requirements for vocational registration (or its overseas equivalent) and not the date when the employee was actually vocationally registered in New Zealand. This is advantageous for international candidates because it recognises the level of relevant qualifications and experience gained in the specialist field in other countries prior to arrival in New Zealand.

Thereafter, advancement through the salary scales is annual, subject to satisfactory performance of agreed duties and responsibilities. The annual anniversary date reflects the anniversary of when the employee first met the requirements for vocational registration (or its overseas equivalent) and not the anniversary of the job commencement date.

2. Out of Hours Payments

The job size is defined as the average weekly number of hours the employee is required to work and includes scheduled clinical activities, non clinical duties and rostered after hours’ on-call duties, telephone consultations and other relevant discussions. Out of hours work is paid at a rate of time-and-a-half the ordinary hourly rate.

3. Availability Allowance

Participation on an after-hours’ roster attracts an availability allowance, the level of which is determined by the following:

frequency of the call
immediacy of the required response
immediacy required for attendance at work
availability and experience of resident medical and dental officers.

4. Recruitment and Retention Allowance

In health services experiencing challenges with recruitment and retention of doctors and dentists additional allowances may be offered.

5. Special Allowances

The employer may agree to provide additional benefits, including a personal allowance, to any employee who has special skills or responsibilities within a service or who makes a special contribution to their profession or to the employer.

6. Superannuation

The employer makes the required employer contribution in respect of any of the superannuation schemes operated by the National Provident Fund or the Government Superannuation Fund to which an employee belongs or pays a matching subsidy up to a maximum of 6% of an employee’s gross taxable salary.

7. Reimbursement of Expenses

The employer meets the cost of or reimburses employees for work-related expenses, including:

the annual practising certificate, including disciplinary levies
other necessary licences e.g. radiation licence
Medical Protection Society membership or an agreed alternative
vocational registration fees relevant to duties and responsibilities with the employer
college membership fees, where membership of the particular college(s) is necessary for the employee’s employment
membership of other approved professional associations relevant to the employee’s duties and responsibilities
fees for accredited maintenance of professional standards (MOPS) or similar programmes
tuition and other course fees to obtain a vocational scope of practice or other clinical training, approved by the employer. In these situations the employer shall also approve paid leave for the employee to undertake such training. An allowance of NZD16,000 per annum and 10 days study leave is usual.
vaccinations
actual and reasonable costs that may be incurred by an employee who is required by their employer to travel out-of-town for meetings, other business or clinical duties.
Telephone Calls and Rental- Employees who are required to be on call shall be reimbursed the full cost of a standard home telephone rental and all work-related toll calls.
Car Parking
Use of Personal Motor Vehicle - Where an employer vehicle is unavailable or its use impractical, employees shall be reimbursed the actual and reasonable costs of using their personal motor vehicle, including when they are required: to travel to and from work outside their normal hours of duty; to travel between workplaces; to undertake any other approved travel.

8. Relocation Expenses

The employer and prospective employee negotiate the level of reimbursement of reasonable transfer and relocation expenses prior to appointment. This includes international and domestic flights, shipping of personal goods (up to an agreed limit) and car rental and accommodation for one month on arrival in New Zealand.

9. Shift Work

In Emergency Departments, Intensive Care Units or High Dependency Units, shift work is common. All hours worked between 1900 and 0800 hours Monday to Friday are paid at time and a half of the ordinary hourly rate and all hours worked on weekends or public holidays paid at time and a half of the ordinary hourly rate.

Summary

The basic salaries are common to all specialties and can be determined by years of specialist experience up to the level of step 15.
The allowances and out of hours payments vary considerably by speciality and hospital, with highly demanding specialties, shift work and frequent on call duties attracting higher payments.
Specialists earn in the range of NZD 200,000 - 450,000 per annum, the total figure dependent upon level of experience, on call participation, shift work, special and recruitment / retention allowances.

Remuneration of Resident Medical and Dental Officers (House Officers and Registrars)

Resident medical and dental officers (RMOs and RDOs)are defined as follows:

House Officers: PGY1 -2
Senior House Officers: PGY3
Registrars: PGY4 -10

In some specialties, candidates with the right experience can work as registrars in PGY3 and are therefore paid on the registrar scale. All house officers and registrars hold general registration with the MCNZ and GDC. Collectively their interests are represented by two unions, the New Zealand Resident Doctors Association (NZRDA) and the Specialist Trainees of New Zealand (STONZ) which negotiate employment terms through Collective Agreements with Health New Zealand.

Resident medical and dental officers can select the union they wish to join and accept the appropriate employment terms or negotiate an IEA with the employer directly. Before selecting an option, it is best to review the Collective Agreements which can be downloaded from the union websites because there are differences between the salaries negotiated by the unions.

1 Salaries

Salaries paid to house officers and registrars are determined by level of experience and job category which is based on the expected average hours as set out in the run description.

Here are the current negotiated rates:

House Officer Salaries PGY 1-3 | A Comparison of NZRDA and STONZ

Registrar Salaries | A Comparison of NZRDA and STONZ

(note that STONZ has just 9 steps whereas NZRDA has 10)

Salary Progression

On appointment, House Officers are placed in the House Officers’ scale based on years of post-graduate service as an RMO. Thereafter progression through the scale is on the anniversary of appointment. On appointment to a first registrar position, the RMO is placed on Step 1 of the Registrar scale but overseas registrars may have previous relevant experience credited for the purposes of determining commencement step on the Registrar scale.

Annual salary increments are due on completion of each 12 months of service.

2. Rural Hospital Allowance

A allowance of 5% of base salary shall be paid to RMOs working at certain rural hospitals within Health New Zealand.

3. Additional Duty Allowance

Duties performed over and above rostered hours attract additional payments.

4. Employment Related Expenses

RMOs are entitled to receive refunds for the following expenses:

cost of an annual practicing certificate (including disciplinary levies where these are a prerequisite)
membership of postgraduate colleges and other associated bodies required as part of a vocational training programme.
costs of vocational training including texts, courses and examinations

5. Travelling and Relocation Allowances

RMOs relocation for a new job may be entitled to reclaim some expenses for flights, road travel and accommodation. This should be negotiated with the employer before concluding the employment agreement.

Summary

Salaries paid to RMOs are dependent upon job title and union membership (house officers and registrars have two different pay scales), years of relevant work experience since medical school graduation and rostered hours of work.
It is important to decide upon union membership prior to negotiating a job offer
Additional duties attract extra payments
Medical practice expenses can be reimbursed and some relocation expenses may be eligible for repayment.
RMOs and RDOs can expect to earn in the range of NZD 76,000 - 244,000 PA plus allowances and expenses.

Remuneration of General Practitioners and Urgent Care Physicians

General Practitioners (GPs) and Urgent Care Physicians are not subject to the terms of the ASMS. Whilst publicly funded, general practices receive an allowance per registered patient and additional fees for services with co-payments from patients (read an overview of New Zealand's healthcare system ). General practices and urgent care centres are often run as businesses and not as partnerships as in the UK.

Most GPs work as salaried employees with salaries based upon a 40 hour working week or prorated for part time work.

Remuneration comprises:

Salary for 40 hour week NZD 115,000-220,000 PA depending upon experience and location of the practice
Additional work attracts hourly pay rates averaging NZD 117 per hour
Superannuation at 6%
Relocation and retention bonuses are negotiable
Relocation expenses including airfares, accommodation, car hire and personal goods shipping are negotiable

Remuneration of Dentists in Private Practice

Dentists working in private practice are either owners of the practices or salaried employees. Financial compensation for dentist practice owners can vary significantly based on the size and location of the practice, the dentist's experience and specialty, and the profitability of the business.

Dentists who have built a successful, well-established practice over time can often earn $500,000 or more per year. Factors that can contribute to higher earnings potential include:

Growing the patient base and number of procedures performed
Expanding the practice by adding associates or opening additional locations
Offering specialized services that command higher fees
Careful management of overhead costs and practice profitability
Developing a strong reputation and referral network in the community

However, it's important to note that reaching the highest income levels often requires significant investments of time and capital to grow the practice over many years. New practice owners may have lower earnings as they work to establish their business.

Salaried dentists can negotiate salaries which will depend upon the size and location of the practice and working hours.

Salaries average $196,000 to $254,000 PA.

Key Points

Doctors and dentists considering practising in New Zealand's public healthcare system should review the relevant Collective Agreements to develop a framework for job offer negotiation
Specialist, fellow and SMO applicants can ask the ASMS to review a job offer
Define date of vocational registration eligibility (ie when you completed specialist training) to determine salary step and anniversary for salary increase
RMOs and RDOs should select the appropriate union or negotiate an IEA
Relocation and retention allowances are negotiable.

The recruitment team at Odyssey can help you assess the medical and dental job market in your target location and prepare you for the next steps. Contact us today or search for jobs .

Practise Medicine and Dentistry in New Zealand - A Guide to the Healthcare System

Mon, 19 Aug 2024 13:34:52 GMT

One of the six Anglosphere countries, New Zealand has a world class healthcare system comprising a large publicly funded medical system and complementary private sector. There are five tertiary medical centres, two medical and dental schools, almost 20,000 practising physicians and over 3,000 practising dentists.

This article provides an overview of the healthcare sector for physicians and dentists at all career stages seeking opportunities to practice in New Zealand.

A small South Pacific nation island nation, New Zealand has a strong market economy, high standard of living and a commitment to publicly funded healthcare for all citizens and permanent residents. Its healthcare system is highly ranked by the World Health Organisation , surpassing the annual rankings of the healthcare systems of the United Kingdom, United States of America and most European countries.

New Zealand's publicly funded healthcare system, Te Whatu Ora Health New Zealand is supplemented by a smaller private sector which focuses on medical consultations and elective surgery. There are five tertiary medical centres, three in the more populated North Island and two in the South Island. North Island tertiary centres are to be found in Auckland, Wellington and Hamilton. Christchurch and Dunedin host the South Island tertiary medical centres. A network of secondary care hospitals, rural hospitals and medical clinics links with the tertiary centres providing comprehensive care from remote to urban locations.

New Zealand has two highly rated medical and dental schools, Auckland and Otago providing undergraduate bachelor degrees and postgraduate education. These are located in Auckland University (Medicine), Auckland University of Technology (Dentistry) and Otago University in Dunedin.

New Zealand has almost 20,000 registered doctors and over 3,000 practising dentists. 41% of practising doctors are international medical graduates (IMGs), defined as physicians whose primary medical education was obtained outside of New Zealand, and the Medical Council of New Zealand reports that over 70% of IMGs remain in New Zealand for over 1 year.

New Zealand is a popular destination for doctors and dentists seeking a career within one of the world's best healthcare systems combined with a leisurely lifestyle featuring long vacations, an excellent choice of outdoor activities and the climate suitable to their pursuit. There are opportunities at all career levels from PGY1 internship and resident medical officer training to fully qualified general practitioners and specialists.

The History of the Development of New Zealand's Healthcare System

New Zealand's healthcare system is rooted in the culture of its two founding communities, the indigenous Maori population which forms almost 20% of the total population and that of the European settlers and non Polynesian peoples (Pakeha) who comprise the 80% majority. The former is holistic and community focused, the latter more individualistic. But over time a consensus developed that government has a fundamental role in providing essential medical care for the population.

The passage of the Social Security Act in 1938 following the extreme hardships of the great depression, established New Zealand as a welfare state. This act is important in the history of politics and social welfare. It established the first social security system in the world and paved the way for the eventual achievement of the government's goal of universal health coverage funded by taxation.

Interestingly, the greatest opposition to state funded healthcare came from the New Zealand Branch of the British Medical Association (BMA) which objected to the implementation of free general practitioner consultations on the grounds that the unique and confidential doctor patient relationship would be compromised by the imposition of the state.

Initially doctors refused to accept a state fee for their services arguing that the doctor–patient relationship was dependent on direct payments from the patient. It was only in 1941 that a compromise was reached between physicians and government whereby doctors charged patients directly and patients could then claim a social security refund.

Since that time, universal tax payer funded healthcare has continued in New Zealand and currently all citizens and permanent residents have access to medical and dental care, free at the point of delivery. No citizen or permanent resident can be denied treatment in public hospitals. In practice, however, the availability and quality of medical services varies by location and service. The Maori population have persistently poorer healthcare outcomes, more limited access to medical services and shorter life expectancy than the rest of the population.

The Role of Government in Healthcare

The national government of New Zealand dominates all aspects of healthcare as its primary funder and supplier. It sets healthcare policy, strategy, goals and regulations and monitors compliance. Once the government has defined the national health care policy agenda and service requirements, it then determines an annual overall budget and benefit package, based largely on political priorities and health needs.

Government-funded and government-appointed entities dominate healthcare governance structures. Some operate at arm’s length from the central government, such as the Health and Disability Commissioner, which champions consumers’ rights in the health sector. Others are “crown agents,” funded by government, with their own boards, and are required to follow government policy.

Key Government Healthcare Agencies

The Ministry of Health: this has overall responsibility for the health and disability system, acts as the Minister of Health’s principal adviser on health policy, and maintains a role as funder, monitor, purchaser, and regulator of health and disability services.

The Technology and Digital Services business unit: this unit within the Ministry of Health, is responsible for implementing the government’s Digital Health Strategy and other e-health initiatives.

The Capital Investment Committee: this is a Ministry of Health subcommittee which advises on matters relating to capital investment in the public health sector in accordance with the government’s service plans.

Health Workforce New Zealand: this organisation leads and supports health and disability workforce training and development.

NZ Health Partnerships: this organisation is owned and supported by Te Whatu Ora Health New Zealand and is responsible for helping the health service pursue bulk procurement of medical equipment, devices, and services including banking.

The Pharmaceutical Management Agency of New Zealand: this agency assesses the effectiveness of drugs, distributes prescribing guidelines, and determines the inclusion of drugs on the national formulary.

The Health Quality and Safety Commission: this commission is working towards the goals of improved quality, safety, and experience of healthcare; improved health and equity for all populations; and better value for public health system resources.

The Health Promotion Agency: this agency develops and enables health-promoting policy, initiatives, and environments.

The Health Research Council: this council invests in a broad range of research on issues important to New Zealand.

According to the World Bank , total health spending in New Zealand is about 9.74 % of GDP with public spending accounting for about 77% of the total.

All citizens and permanent residents have access to a broad range of medical services which are largely publicly financed through allocations from pooled general taxes, collected at the national level. One exception is treatments related to accidents, which are covered by a no-fault accident compensation scheme. Nonresidents, including tourists and undocumented immigrants, are charged the full cost of services by public health care providers.

Until July 2022 healthcare was administered regionally via twenty district health boards which provided primary medical services, hospital in patient and out patient care, psychiatric care, public health, long term care and dental care. In July 2022, the district health boards were replaced by a single healthcare organisation Te Whatu Ora Health New Zealand which has responsibility for planning, purchasing, and providing health services nationally with local delivery via the hospitals and clinics of the former district health boards.

Public Health Services Provided By Te Whatu Ora Health New Zealand

preventive care including immunisations and cancer screening
inpatient and outpatient hospital services
primary care via private providers, except for certain services, such as optometry, adult dental services, orthodontics, and physiotherapy
maternity services
physical therapy
durable medical equipment
inpatient and outpatient prescription drugs included on the national formulary
mental health care
dental care for schoolchildren
long-term care
home help
hospice care
disability support services.

Cost-Sharing for GP Services and Prescribed Drugs

Most visits to a General Practitioner (GP) attract a fee or co-payments for the service of the physician and many of the nursing services provided in GP clinics. The average adult copayment for a GP consultation varies significantly, from NZD 15 to NZD 50. In general, the government does not set limits on GP copayments. For drugs prescribed by GPs and private specialists, copayments of NZD 5.00 are required for the first 20 prescriptions per family per year, after which there are no copayments.

Primary care is mostly free for children ages 13 and under and is subsidized for the 98 percent of the population enrolled in networks of primary health organizations. Patients who have had more than 12 GP visits in a year can apply for a high-use health card, which reduces the amount they owe in copayments. Low-income people can also lower their copayments by seeking a community services card.

Private Health Insurance

Private health insurance is offered by a variety of organisations, both profit and non profit making, for coverage of private elective surgery, faster access to non urgent treatment, private specialist consultations and coverage of cost sharing fees. About one-third of the population has some form of private insurance, and it is purchased predominantly by individuals.

Physician Services and Remuneration

All physicians practising in New Zealand must be registered with the Medical Council of New Zealand (MCNZ), the sole national medical regulatory authority for physicians. The MCNZ is responsible for maintaining a register of physicians, issuing annual licences to practise, upholding standards of medical practice and the administration of the NZREX exams for international medical graduates who wish to practise in New Zealand.

There is no limit to the number of registered physicians. However, there are only two medical schools in New Zealand; The University of Auckland in the North Island and the University of Otago in Dunedin in the South Island. Both universities are public and funded by the government which determines the number of places available for study.

New Zealand has a shortage of junior doctors working at the house officer and registrar level, collectively called resident medical officers (RMOs) and attracts recently qualified physicians from Australia, UK, Ireland and other European countries which are considered to have comparable healthcare systems to New Zealand. (For details of how to register with the MCNZ, please read our article on medical professional registration in New Zealand. ). There are vacancies across New Zealand for junior doctors in accredited training roles and non accredited service positions in most specialties.

New Zealand's postgraduate medical training in supervised by the Australian and New Zealand medical specialist colleges which determine the qualifications for entry to specialist training, the modules of basic and advanced training and the standards required to complete the fellowship examinations.

The colleges also restrict the number of accredited training positions available. This leaves New Zealand with a chronic shortage of specialists in several fields, particularly psychiatry, anaesthesia, radiology, emergency medicine, obstetrics and gynaecology and internal medicine.

New Zealand is a popular choice of work location for international medical graduates at the levels of junior doctor, specialist and general practitioner. Salaries are compatible to and sometimes better than the equivalent offerings from the UK's National Health Service (NHS) whilst the work conditions are superior with generally lighter workloads leaving more time for study and recreation. For Canadian and American residents, New Zealand offers considerably higher salaries, affording the opportunity to pay off medical school debt.

New Zealand's postgraduate training and fellowships are excellent, internationally highly rated and accepted by most leading medical regulatory authorities across the world.

Primary Medical Care

General Practitioners are responsible for the provision of primary care in the community and act as the gate keepers to specialist services. Their role includes preventative medicine and the management of chronic conditions. Patient registration with a general practice is not mandatory in New Zealand, but GPs and primary health organizations must have a formally registered patient list to be eligible for government subsidies. Patients enroll with a GP of their choice; in smaller communities, choice is often limited.

An average of 3-4 GPs work together in each practice, assisted by practice nurses. Nurses are paid a salary by GPs and have a significant role in the management of long-term conditions like diabetes, incentivised by government funding for chronic care management.

GPs are usually independent and self-employed. Most belong to one of about 30 primary health organizations (PHOs), which are networks of providers. Approximately 50% of GP income derives from capitated, government-determined national subsidies, paid through the primary health organizations. The capitation rate is periodically adjusted in negotiations with GPs and primary health organizations.

The remaining 50% of GP income comes from patient copayments, set by individual GPs, and payments from the Accident Compensation Corporation. In general, copayments are not regulated by any fee schedule; however, the government caps copayments for New Zealanders residing in low-income areas. A higher annual per-patient capitation rate is paid to GPs for these low-income patients.

Primary health organizations receive additional per-capita funding to improve access (especially for low-income and vulnerable populations) and to aid in promoting health, coordinating care, and providing additional services for people with chronic conditions. In some cases, this support has led to the development of multidisciplinary care teams that may include specialists, such as nutritionists or podiatrists.

Primary health organizations also receive an incentive-type payment, up to 3 percent in additional funding, that can be shared with GPs who reach recommended targets for disease screening and follow-up, as well as for vaccinations. GPs have an average income of NZD 180,000–200,000 (GB£ 92,800 - 103,500) per year. GPs who own their own clinics earn more.

After-hours medical care

The funding contracts of GPs require that they provide after-hours care for their patients or arrange for its provision by others. They receive a separate government subsidy for doing so, which is a higher per-patient rate than the general capitation rate. In rural areas and small towns, GPs work on call; in some of these areas, a nurse practitioner with prescribing rights may provide first-contact care.

In cities, GPs tend to provide after-hours service on a roster at purpose-built, privately owned clinics in which they are shareholders. These facilities employ their own support staff, such as nurses, but patients usually see a GP in the first instance. Patient charges at these clinics are higher than those for services during the day (except for most children under age 13, who can get free after-hours GP services). Consequently, some patients will visit a hospital emergency department instead of after-hours clinics or avoid after-hours services altogether.

A patient’s usual GP routinely receives information on after-hours encounters. The public also has access to the 24-hour, seven-day-a-week phone-based “Healthline,” staffed by nurses who provide advice in response to general health questions.

Specialist Medical Care

Most specialists are employed by Te Whatu Ora Health New Zealand to work in the public hospitals and receive a salary at a level determined by negotiated national pay scales. The average public hospital specialist salary range is NZD 190,000 - 270,000 (GB£ 98,000 - 139,217) for the basic 40 hour working week with additional payments for on call and additional duties with a total in the range of NZD 200,000 -450,000 pa.

Private specialists are concentrated in larger urban centers and set their own fees, which vary considerably; insurance companies have little, if any, control over those fees. Insurers pay private specialists only up to a maximum set amount, with patients liable for any difference.

Patients pay the full cost of private specialist visits up front, unless the service is funded by the Accident Compensation Corporation or by private insurance. In the latter case, patients may seek reimbursement from their insurer, or there may be no direct patient charge if a specialist or private hospital holds a contract with the insurer.

Hospitals

Public hospitals form the majority of New Zealand hospitals and provide all emergency and intensive care. They receive a budget from their owners, Te Whatu Ora Health New Zealand, based on historic utilisation patterns, population needs projections, and government goals in areas such as elective surgery. The budget includes the costs of health professionals and other staff, all of whom are salaried. Within a public hospital, the budget tends to be allocated to the various inpatient services using a case-mix funding system, although some services are funded regardless of case mix.

A proportion of district health board funding for elective surgery is held by the Ministry of Health, and payments are made on delivery of surgery. Following a pay-for-performance-type scheme, payments can be withheld if a hospital does not meet elective targets. Certain areas of funding, such as mental health, are “ring-fenced”; hospitals must spend the money on a specified range of services.

Private-hospital patients with complications are often admitted to public hospitals, in which case the costs are absorbed by the public sector.

Psychiatry

Te Whatu Ora Health New Zealand delivers a range of mental health services including acute inpatient, and community-based services, old age psychiatry, child and adolescent psychiatry, liaison psychiatry, substance abuse and addictions services, forensic psychiatry and learning disabilities.

Services are delivered from hospitals and community and school clinics throughout the country by mental health teams comprised of a mixture of disciplines lead by psychiatrists. Clinical psychologists, social workers and psychiatric nurses are included in the mental health teams. Services have been recently redesigned for improved patient access and effectiveness.

Most patients access mental health care via GP referral to community-based primary mental health services and hospital specialist secondary care services. There are some non government providers of community-based services. Private provision in psychiatry is limited.

Long-term Care and social supports

Public funding for long-term care is based on a patient needs assessment, age, and means-testing. Services are funded for those over age 65 and those “close in age and interest” (e.g., people with early-onset dementia or a severe age-related physical disability).

Eligible individuals receive comprehensive services, including medical care and home care. Respite care is available for informal or family-member caregivers and, in some circumstances, ongoing financial support is provided.

Residential facilities, mostly private, provide long-term care. Public hospitals also provide hospital- and community-based palliative care. Around 33 percent of people over age 65 who receive support live in some form of aged residential care, with the remainder receiving home-based services.

Disability support services for those under age 65 are purchased directly by the Ministry of Health. Some disabled people opt for individualized funding, which enables disabled people to directly manage their disability supports.

End-of-life care in New Zealand is provided in a range of settings, including hospitals, a network of hospices, aged residential care, and the individual’s home.

Long-term care subsidies for older people are means-tested. Individuals with assets over a given national threshold pay the cost of their care up to a maximum contribution. Those with assets under the allowable threshold contribute all their income, except for a small personal allowance. Public funds cover the difference between a person’s payments and the contract price for residential care.

Dentistry Services

Dental services are privately provided in New Zealand with the exceptions listed below. A range of basic preventive, treatment and specialist dental services are available to eligible children and adolescents up until 18th birthday. A limited range of services for some adults is publicly funded. The main publicly funded services are outlined below.

Children up to School Year 8

Dental education, preventive and basic treatment services are provided free of charge to pre-school and primary school age children through the Community Oral Health Service. Parents can enrol their children directly or referrals can be made by Well Child providers or general practitioners.

Dental and oral therapists provide most services and dentists provide more specialised treatment if necessary. Dental assessments and treatments usually take place in community-based clinics, often located on school sites, or in mobile dental units. Some treatments are not free, such as orthodontics (including braces, for example).

Adolescents – up to 18th birthday

A range of free basic dental services is funded for adolescents until their 18th birthday. Services are usually provided by private dentists who are contracted by the local district health board to provide free services for adolescents. The Community Oral Health Service will normally provide enrolment information at the end of school year 8, or adolescents can enroll directly with a contracted dentist.

Special-needs dentistry

Children and adults with special medical needs (such as cleft palate) or disabilities that make them unable to access normal dental services or who require dental treatment as part of other treatment (such as for head or neck cancer) can receive free hospital dental services. Part-charges apply for outpatient services, but services are free where a patient needs to be admitted (for example, if they need a general anaesthetic).

Referrals are usually made by dental and oral health therapists, private dentists, or general practitioners.

Emergency dental services for adults

Emergency pain relief and extractions are provided through hospital dental departments, or by contracted private dentists. These services are restricted to people on low incomes (usually demonstrated by having a Community Services Card). Part charges may apply.

Dental treatments for injury

Dental treatment needed due to injury or accident is funded for all people in New Zealand and managed through the Accident Compensation Corporation . Co-payments may be required.

The majority of dentists work in private practices and are paid a salary or commission based upon activity and patient encounters. Earnings can vary considerably depending on the location and size of the practice. Dentists are also employed by district health boards, the army and universities. Qualified dental officers working for a district health board typically have incomes ranging between $120,000 and $186,000.

All practising dentists must register with the Dental Council of New Zealand .

The Future of Health in New Zealand

Health New Zealand has been designed to enable a nationally planned, regionally delivered and locally tailored service which will reduce the pressure on specialist and hospital care and shorten waiting lists for elective surgical procedures and medical treatments. Digital technology is integral to the transformation with the roll out of electronic patient records and telemedicine.

Major financial investments have been planned for healthcare with NZD 7 Billion committed for the construction of new hospitals including Project Maunga for the rebuild of Taranki Hospital and further funding allocated to the Maori health services.

New Zealand has permanent and locum practice opportunities for doctors and dentists eligible for professional registration with the Medical and Dental Councils. Please contact us to discuss your interest or register your CV .

Emergency Physician Recruiter Finds Travelling Candidate for Remote Australian Hospital

Tue, 13 Aug 2024 16:49:23 GMT

Staffing the emergency departments of Australia's most remote rural hospitals can be a challenge, even when they are located in the beautiful locations favoured by tourists. Our recruiters filled one hospital's ED shifts with a travelling physicianm at short notice.

Australia has many rural hospitals, some situated in very remote locations, offering vital services to small communities which are isolated and have limited access to medical services. The rural hospitals provide a lifeline. Staffed predominantly by experienced general practitioners, often supported by resident medical officers and full time or visiting specialists, these hospitals provide services in primary care, emergency medicine and resuscitation and sometimes obstetrics and minor surgical procedures.

The Recruitment Brief

Odyssey Recruitment was contacted by a rural hospital in Western Australia struggling to fill shifts in its 24 / 7 emergency department. Unable to recruit sufficient permanent staff to run the department, the hospital relied upon filing a percentage of day and night shifts with locums who were an assortment of general practitioners with additional emergency medicine qualifications and experienced registrars in emergency medicine.

Christmas was approaching and many shifts were unfilled. This spelled trouble as Esperance in the Goldfields region of Western Australia is a popular holiday destination. An absolute haven of natural wonders, it has an abundance of white-sand beaches, rugged national parks and the clearest ocean water and is a favourite spot for surfers and nature lovers.

Odyssey's brief was to source a candidate with the right to work in Australia, registration with the AHPRA and sufficient emergency medicine experience to manage the steady flow of patients in the emergency department at one of its busiest times.

The Recruitment Strategy

As time was of the essence, and the odds of securing a candidate available over the Christmas and New Year holidays seemed remote, the recruitment strategy had to focus on the rapid sourcing and screening of candidates, swiftly excluding those curious but unqualified or unavailable for the job.

A digital campaign was initiated with geographical targeting across Australia to attract qualified candidates located both locally within Western Australia and in states far away. Candidates are often reluctant to travel long distances for locum work but the above average remuneration, interstate travel allowances, free accommodation and scenic location were incentives.

Surprisingly, success was swift. An emergency medicine registrar preparing for FACEM exams whilst working in New South Wales was interested. He had close friends living in Esperance, longed to visit them and yet never had the opportunity. This was his perfect chance to enjoy a working holiday, gathering up his family and dogs for the long drive across the outback over to Western Australia's southern coast, for a couple of weeks of surfing and swimming interspersed with shifts in the emergency department.

The hospital was delighted to receive his CV and copies credentials and following a quick credentialing process, signed him up with a Medical Services Agreement (MSA) and a series of shifts supplemented with accommodation and travel expenses. The physician commenced his long journey from New South Wales to Western Australia by road, beginning an adventure which saw him fall in love with the natural beauty of this large but sparsely populated and isolated state.

Following an enjoyable family holiday with friends steeped in the stunning beaches and flora of Esperance, the physician returned for many more shifts at this small but modern and well equipped hospital over the following months. The hospital was impressed with his clinical skills and the consistency of his services facilitated the continuity of the emergency services.

Key Takeaways

a targeted digital strategy is important to geo locate candidates and should include areas far from the location of the job and yet still within national boundaries, because a few candidates are willing to travel to take up locum positions.
a personal contact within a location or an interest or hobby associated with an area can be a strong motivator to accepting the job, affording an opportunity to blend work with socialising or the enjoyment of a leisure activity
small rural hospitals offer emergency medicine physicians in training the opportunity to take on additional responsibilities, learn new skills and experience clinical cases which are not available in the metropolitan hospitals
The MSA provides flexibility for booking further shifts and developing a long term relationship between hospital and physician to the mutual benefit of both
Travel and accommodation expenses are incentives for attracting candidates

Three Orthopaedic Surgeon Specialists Recruited for Abu Dhabi UAE

Tue, 13 Aug 2024 13:45:14 GMT

The orthopaedic surgeon in charge of the public healthcare orthopaedic services of Abu Dhabi and Ali Ain UAE turned to Odyssey Recruitment to source leading orthopaedic surgeons for the development of sub specialist services.

Orthopaedic Surgery was one of the core specialist surgical fields targeted for expansion in the emirates of Abu Dhabi and Al Ain in the United Arab Emirates (UAE). Both emirates share a public healthcare system, SEHA , which operates hospitals and clinics providing secondary and some tertiary services.

Rising obesity, the increasing prevalence of diabetes and other lifestyle diseases challenged the orthopaedic services and the new Chief of Staff, an Emirati orthopaedic surgeon, was tasked with the design and development of a differentiated specialist service to provide efficient and highly competent management of orthopaedic disorders in adults and children.

The Recruitment Brief

Odyssey Recruitment's brief was to recruit three orthopaedic surgeons trained and experienced working in the developed healthcare systems of Western Europe, North America or Australasia who would be willing to relocate to the UAE and provide their expertise to develop the public sector orthopaedic services in two specialist fields: arthroscopy and arthroplasty and paediatric orthopaedics and oncology.

Their jobs were full time with one year renewable contracts, tax free remuneration and subsidised living costs which included free accommodation and flights.

The Recruitment Strategy

Orthopaedic surgeon jobs are some of the most popular and hotly contested jobs in the UAE. There is no shortage of interested candidates, particularly when the jobs are in the government sector and offer generous tax free remuneration packages. The challenge for recruiters is to source and select the surgeons who have, not just the standard skills and credentials required for the job and professional registration, but the additional qualities of motivation, persistence and adaptability to succeed in a different and often unfamiliar culture and healthcare system.

Odyssey's recruiters formulated a recruitment strategy with sourcing techniques crafted to attract candidates who qualified for the position in terms of credentials and experience and interest in working in the UAE. A screening process further evaluated the pool of candidates for their motivations, adaptability and cultural fit. The right candidate was not simply a surgeon who wished to flee from his current unsatisfying job but one who sought a challenge and was capable to manage it.

Shortlisted candidates were presented to the employer who further shortlisted a small number for telephone and on site interviews. Personal interviews on location are time consuming and logistically challenging, particularly when international travel is required, but valuable sources of information for candidate and employer alike, affording an opportunity to assess cultural fit for both.

Following interviews and hospital site visits, job offers for selected candidates were drafted and negotiations commenced over employment terms, equipment and facilities required for orthopaedic practice. Negotiations were friendly with surgeons fully involved in the planning of the services they would provide and the equipment and staff which they would need.

Onboarding

All three surgeons were supported during the on boarding process which was managed swiftly and without complication. The employer managed the applications for professional registration with the local regulatory authority and sponsored visas for surgeons and families. Accommodation and flights were booked and on arrival the surgeons were met at the airport with a friendly meet and greet service which safely escorted them to their new homes.

The first day at work was spent on introductions to colleagues and review of policies and procedures and then work started. Two surgeons built strong arthroplasty services in Abu Dhabi whilst the third surgeon developed from scratch the UAE's first dedicated paediatric orthopaedic and orthopaedic oncology service in Al Ain.

Key Takeaways

Successful recruitment to the UAE requires the selection of candidates who are highly motivated and adaptable to manage the cultural changes of practising medicine in a different culture and healthcare system.
Clear and friendly communication throughout the recruitment process is essential to obtain favourable outcomes
Efficient on boarding systems are important to maintain candidate motivation and future job success.

Associate Dentist Successfully Recruited for UK Dental Practice During Severe Candidate Shortage

Tue, 13 Aug 2024 12:20:57 GMT

International Recruitment of a General Dental Practitioner for a busy NHS Dental Practice

Background

Dental Recruiter sources a GDC registered international dental graduate for an Associate Dentist job in an English dental practice, thereby restoring NHS dental services to a local community.

The severe shortage of qualified general dentists in the United Kingdom (UK) is well documented and has disproportionately affected dental practices providing NHS funded services to adults and children across urban and rural areas. Many dental practices have oversubscribed patient lists and long waiting lists for treatment. The lack of services has caused deterioration of oral health across communities as dentists struggle to provide services.

The recruitment of international dentists has been suggested as a solution to this crisis and yet can provide only a partial relief because the General Dental Council (GDC), the professional regulator for dentists in the UK, restricts the number of applicants who can sit its licensing exam each year. This poses severe challenges for dental practices which must compete to attract the limited pool of qualified and licensed candidates.

The Recruitment Brief

It is in the context of this critical shortage of dentists, that Odyssey was approached by a dental practice in Stoke on Trent, Staffordshire, UK to recruit an experienced associate dentist for a full time position. The practice, owned by two partners, operated across two sites and serviced a large demographic of NHS patients. The dentist was required urgently to fill a position recently vacated by another dentist and service the growing patient base.

Exacerbating the scarcity of qualified and GDC registered dentists ready to practice, competition between practices for candidates was intense and time was a constraint.

The Recruitment Strategy

A digital candidate sourcing strategy was designed by Odyssey Recruitment to attract a candidate, preferably local to the practice, and implemented across multiple resources. Candidates who met the basic eligibility criteria for the position were screened with pre-recorded solo video interviews to assess English language proficiency, personal presentation and motivations. Those who performed well were invited for initial telephone interviews followed by on site personal interviews.

The three sequential interview process streamlined the recruitment process and effectively eliminated candidates who were not a good cultural fit for the practice or were merely curious about the position but not sufficiently motivated to commit to the job.

The on site personal interview with the partners of the practice was time consuming but crucial for both parties. The candidates benefited from the visit to their potential place of work with exposure to the equipment and facilities available for the performance of their duties and opportunities to question the partners about any issues which concerned them. Similarly the partners could assess the candidates' suitability for the job and cultural fit with greater certainty.

Negotiations and Counter Offers

Good candidates are in short supply and rarely have just one job option. Dental practices around the country are fighting for their attention. The dental practice favoured one candidate Dr EG who had recently obtained GDC registration and had over 20 years of dental practice experience in her native Russia. She seemed ideal, experienced and was resident within easy commuting distance of the practice. However she had job offers from several practices in the area and favoured one offer which provided a guaranteed salary and funding for additional courses.

Salaried Associate Dentists are unusual in the UK where most dentists work as self employed contractors with income dependent upon level of activity and patient encounters. For international candidates who are unfamiliar with this system and may have come from countries where they have worked for a fixed salary, this can be daunting. Income is not guaranteed, may be difficult to predict and there is the added burden or managing one's own tax liabilities.

The management of further negotiations with Dr EG featured detailed breakdowns of projected patient encounters, potential for practice growth and career progression. Dental practices usually have limited options for negotiation solely on the basis of income. Therefore sound information about practice culture, support and mentoring for new recruits, practice development strategy and market potential are crucial in helping candidates make the right decision about a job offer.

After some deliberation and research, Dr EG eventually accepted the job and joined the practice helping to restore the service capacity for patients in the local community.

Key Facts

A sound recruitment strategy, swiftly executed with clarity of communication maintained between all parties is crucial to ensuring success.
Live on site personal interviews with a tour of the dental practice enhance the recruitment process for both candidate and employer
With limited scope for financial negotiation, alternative benefits such as practice size potential, practice culture, location, transport links and participation in further training can be crucial in securing the right candidate.

Successful Placement of Anaesthetist in Rural New Zealand Hospital

Fri, 09 Aug 2024 17:48:39 GMT

No Challenge Too Big, No Location Too Remote: Recruiter Finds Consultant Anaesthetist for a rural hospital in New Zealand's Bay of Plenty

Despite significant challenges, including remote location, narrow parameters, and urgency, Odyssey Recruitment successfully recruited a Consultant Anaesthetist who was a perfect clinical and cultural fit for this rural hospital in just 6 months.

The Recruitment Brief

People tend to have strong opinions about where they want to live and work, and when it comes to a remote location like Whakatane, New Zealand, the answer is often a decisive “no.” New Zealand is one of the most remote and isolated countries in the world. Situated in the southern Pacific Ocean, its capital Auckland is three hours flight from closest neighbour Australia. The island nation is famed for its stunning landscapes which feature in films but as a place to live permanently it has more limited appeal.

Located in the eastern region of the Bay of Plenty on the northern coast of New Zealand's North Island, the town of Whakatane is a favoured destination for tourists and retirees seeking a relaxed and peaceful way of life amidst a beautiful coastline, stunning beaches and magnificent scenery. The town sounds idyllic, and indeed it is for holidaymakers. But for doctors seeking career opportunities, it does not offer the attractions of the larger towns and cities.

The hospital was a secondary care facility providing general medical and surgical services with a busy 24/7 emergency department. The catchment area included a large Maori community with complex medical problems, a transient tourist population and an elderly demographic. The typical case load was challenging, busy and stressful with limited collegial support. Physician turnover was high and recruitment a challenge, with many vacant posts in the hospital.

Odyssey's brief was to source a consultant anaesthetist who had:

the qualifications in anaesthesia essential to secure provisional vocational registration with the Medical Council of New Zealand
experience of independent anaesthesia practice in a similar healthcare system to that of New Zealand and the ability and confidence to work with minimal supervision
experience of practising anaesthesia in a rural and remote region
experience working with peoples similar to the Maori
a willingness in living in a small rural town

Managing Recruitment Expectations

On initial assessment the challenges seemed contradictory and insurmountable. Anaesthetists who have worked in the 24 developed countries with healthcare systems assessed by the Medical Council of New Zealand to be comparable to that of New Zealand, rarely have experience of rural medical practice or the particular healthcare challenges of remote, tribal peoples.

Our recruiters understood that a successful candidate search would need to focus on anaesthetists with experience of working in several different healthcare systems in both the developed and underdeveloped world. We opened the search with an announcement to our large and diverse pool of registered candidates. This piqued some initial curiosity but qualified candidates willing to seriously entertain a permanent move were few and far between.

Expanding the Candidate Pool

Our recruiters relentlessly pursued every candidate who expressed interest but to no avail. We deployed our digital recruitment strategy targeting candidates in countries further afield. One candidate attracted our interest. Working in Sudan as a Consultant Anaesthetist, Dr NS was fearful of the military coup engulfing his country, plunging it into chaos. He sought refuge in safer shores, far from the violence and disorder of Khartoum.

Initially interested in the Middle Eastern Gulf countries where he had worked before, Dr NS soon came to realise that the short term employment contracts of the Gulf region and government policies promoting local physician hire meant that these countries offered an insecure and uncertain future. Our recruiters suggested New Zealand as a perfect alternative. With its stable political and economic framework, safe environment and good schools supplemented by an easy pathway to permanent residency and citizenship, it potentially offered a stable home to Dr NS and his large family of young children.

Dr NS had trained as an anaesthetist in the Republic of Ireland and therefore had qualifications accepted by the Medical Council of New Zealand. His practice extended from Ireland to the UK (both comparable healthcare systems to that of New Zealand) to Saudi Arabia and Sudan where he had experience of working in remote areas and with the nomadic Bedouin peoples, similar in many ways to the Maori of New Zealand.

Our client arranged an interview and after a good performance offered Dr NS the job. However some reservations emerged: would he be able to secure the correct category of registration with the Medical Council of New Zealand? Would be be able to obtain a visa? And if so, would he be able to travel from Sudan to New Zealand? How long would this take?

Overcoming Hurdles

Negotiating the job offer was easy. Dr NS was delighted to accept the offer of a permanent employment contract in the rural hospital and allow his family to enjoy the peace and beauty of the eastern Bay of Plenty with permanent residency in New Zealand and the imminent prospect of full citizenship.

However before flights and accommodation could be booked, the regulatory hurdles of professional registration and immigration had to be tackled. The war like situation in Sudan caused frequent internet shutdowns, creating delays with reference checking and communication. Throughout our recruiters maintained open lines of communication via various alternative means, supporting both candidate and employer with regular progress updates. Our support helped our candidate obtain his registration with the Medical Council of New Zealand to permit his practice and straight to residence visas for him and family members.

Within 6 months of his interview, Dr NS was boarding his flight to New Zealand all set to start his new job and life in the Bay of Plenty.

The Secrets of Physician Recruitment Success

The challenges involved in this search were significant; the remote location, the narrow parameters, the urgency of the timeline, and of course, the additional regulatory and immigrations procedures, compounded by the background of political instability.

Employers are often reluctant to consider and hire physicians who are working in troubled regions of the world assuming, often not unreasonably, that the onboarding process will be so long and tumultuous that the candidate will simply lose interest and drop out. This happens often. But this case proves that with thorough organisation, persistence and strong support, these challenges can be adeptly overcome with mutually beneficial outcomes to physician and employer.

Key Takeaways

Despite the remote and challenging location, Odyssey Recruitment's approach, persistence, and effective communication were instrumental in the success of the recruitment.
Odyssey Recruitment's willingness to collaborate closely with the candidate and client during the recruitment process and subsequent medical registration and immigration procedures ensured the positive outcome.

12 Good Reasons to Work as a Dentist in the Netherlands

Tue, 06 Aug 2024 20:36:30 GMT

The Netherlands is one of Europe's best countries and it has a shortage of dentists. This has created fabulous career opportunities for foreign dentists. Read why you should consider working as a dentist there.

1. Plenty of vacancies and a big shortage of dentists

The Netherlands has a shortage of dentists. Its three dental schools produce just two thirds of the dentists required each year for the healthy functioning of the national dental services and the situation is further exacerbated by many expected retirals in the coming years. This has created an unprecedented opportunity for international dental graduates from other countries within the European Union to practice in the Netherlands for years to come.

2. High quality of dentistry

The Netherlands is renowned for its strong healthcare system in which dentistry is a cornerstone. It is home to many modern dental clinics where a wide range of treatments is offered. Contrary to some other countries, dentists in the Netherlands work with an assistant.

Patients generally visit the dentist twice per year for a check-up and dentists may see 15-25 patients per day, although the presence of an assistant will allow the dentists to dedicate themselves fully to the quality of the treatment. This focus on efficiency and quality allows young dentists to quickly gain work experience while also pursuing differentiated dental skills.

Dutch dentistry has a reputation for high quality and patient expectations of expert services which extends to prosthetics, endodontics and implantology. This variety allows for a high monthly turnover and, with that, high salaries.

3. Dentists are respected

In the Netherlands, dentistry is seen as a cornerstone of healthcare. Patients visit the dentist for regular check ups to preserve oral health. If you are able to get a clear picture of the needs of the patient and provide them with a fitting treatment, the patient will go home satisfied. A satisfied patient feels confident in your expertise, and will return to your clinic for the next check-up. Of course, communication and a good command of the Dutch language are an essential part of providing quality dental care.

4. Fixed costs

The costs of dental treatments in the Netherlands are fixed. This means that there is no competition in the area of pricing, and clinics are not able to promote their business with free treatments or other special offers. As a dentist, you can truly set yourself apart in terms of quality. When you provide good healthcare, patients will reward this by returning to your clinic for the next check-up or treatment.

5. Good working conditions – A stable balance between life and work

Dentistry is among the best-paying jobs in the Netherlands. This means a good starting salary for young dentists, along with the potential to grow considerably. None of this goes at the cost of a healthy balance between work and life. In the Netherlands, the average work day lasts for 8 hours, and a full-time job amounts to 38-40 hours per week. There is plenty of time left for a life outside of your career, such as friends, family, sports and social activities.

6. Social security

The Netherlands has an elaborate social safety net. Should you encounter financial troubles due to unemployment (unlikely, given the current market situation), disease or other issues, there is ample opportunity to receive government support. If you have children, you may also be entitled to certain financial benefits to help you out as a caretaker.

In terms of retirement funds, dentists generally do not require financial aid of any sorts, as their earnings during their career are more than enough to allow for an enjoyable and carefree retirement. Because of this, many dentists choose to retire early, as they have enough money to live a comfortable life off interest alone.

7. Democracy, diversity & welcoming EU labor migrants

The Netherlands is known worldwide for its tolerance, freedom, and political and economic stability. The United Kingdom left the European Union (EU), and not every country within the EU offers certainty and stability. The Netherlands is a part of the EU, and, as such, keeps investing in labour mobility between EU countries.

8. 30% Ruling – Tax benefit for expats

With the 30% Ruling, the Dutch government hopes to attract foreign professionals who possess a certain expertise that is scarce in the Netherlands. This includes dentistry. The government wants to compensate dentists for any extra costs incurred while moving to the Netherlands, such as housing, learning the language, and other things. In practice, this means that you are entitled to tax exemption of up to 30% of your gross salary across 5 years, making it highly attractive to work in the Netherlands from a financial point of view.

9. Excellent infrastructure

Dutch society has many general advantages, such as safety, good organization, punctuality, reliability and efficiency. Salaries are given out on a fixed date (the exact date varies per employer) and (medical) organisations work with such efficiency that most issues are resolved quickly.

Additionally, Dutch infrastructure is particularly strong. Every part of the country can be reached with ease, roads are maintained well and public transportation is widely available. Those who live close to work often travel there with Holland’s most iconic means of transportation: the bicycle.

10. Nature, water and hygiene

Despite being a heavily populated and urbanised country, there is still plenty of nature to enjoy in the Netherlands. The Netherlands is full of beautiful nature places for a peaceful walk or a refreshing hike, to admire flowers, and search for mushrooms or birds. National parks, forests, estates, lakes, and dunes, the possibilities are endless. Meanwhile, urban areas are clean, and stray animals are almost nowhere to be seen.

The Netherlands has strict regulations and standards in place to ensure the safety and purity of its tap water. The drinking water in the Netherlands is carefully monitored and treated by water companies to meet these standards. Overall, Dutch tap water is considered safe and of high quality.

11. Open culture

One of the most enjoyable aspects of Dutch culture is that you never have to be bored after work. There is a near endless amount of options in terms of leisure activities. Sport clubs, courses, dancing schools, volunteer work, bars, restaurants and much, much more awaits you. These are all opportunities for you to integrate with Dutch society, and feel at home in addition to working on your dentistry career.

12. Strong education system

Education is compulsory (leerplicht) in the Netherlands from the ages of five to 16, however, most children start to attend primary school at age four. While the structure of primary education in the Netherlands is straightforward, the structure of the Dutch secondary education system often seems confusing because of the multiple paths and graduation ages in high school.

In reality, Dutch secondary schools are similar to those in most other countries, with one stream to prepare students for vocational training (VMBO), and another to prepare students for university (VWO). The main difference in the Netherlands is that there is a third, middle, stream in high schools that prepares students to study at universities of applied sciences (HAVO).

As a dentist from abroad, you can put your children in one of the English/International schools, but you also have the option to send them to a regular primary school and let them be around and make friends with Dutch children.

In summary, the Netherlands offers unrivalled career opportunities for dentists who wish to practice general dentistry or a specialist dental field combined with excellent remuneration, significant tax advantages at the outset and a high quality of life in a safe, developed country.

If practising dentistry in the Netherlands interests you, please contact us and submit your CV . You can view advertised jobs .

4 Tips for Drafting a Surgical or Interventional Procedure Log Book

Tue, 23 Jul 2024 18:17:13 GMT

Surgeons and physicians performing interventional procedures are commonly asked to produce a surgical procedure log book during the recruitment process. This is used for the evaluation of potential employers and professional regulatory authorities, particularly when applying for jobs and medical practice licences in jurisdictions outside their current practice location. Read this article for tips on the drafting of a log book to effectively showcase the breadth of your experience.

The Purpose of the Surgical Procedure Log Book

The surgical procedure log book is a complete record of a surgeon's operative work during the surgical training period and post training career. It is required for training, assessment and revalidation processes. Whilst not a formal assessment document, it cannot demonstrate procedural competency, but it does provide evidence of the surgeon's breadth of experience by means of its lists of procedures, number of cases and level of surgical participation.

During the recruitment process, the surgical or procedural log book has become a credential document increasingly required by employers and professional regulatory authorities, to evaluate the training and experience of international medical graduates (IMGs).

Whilst not yet one of the 3 essential documents required to start a job search , it is worth prioritising its preparation as delays in the recruitment process whilst you hunt for data to create a log book, give the impression of being disorganised and can cost you the job.

1: Confirm the Data Sources

Most surgeons have worked at several hospitals both during and after training and will have to procure data from different healthcare facilities. This can be a time consuming process. The Royal College of Surgeons has a digital log book for surgical trainees which consolidates the data from various sources and permits the application of digital signatures from supervisors and clinical directors. This is an invaluable resource for demonstrating surgical experience during training but the post training period is not included.

Many hospitals have digital records of surgical procedures which can be accessed and downloaded quickly but if these are not available then a manual trawl through the data may be the only way to obtain it. A list of all relevant healthcare facilities should be complied and the data requested.

2: Create a Template Document

An excel template document is a convenient way to combine data from different sources, standardise the data fields and create a summary of the data. . It can be created in microsoft excel and google docs and regularly updated.

Data to be included

date of procedure
location of procedure (name of hospital)
name of procedure
lead surgeon
your role in the procedure: Observed (O), Assisted (A), Supervised - Trainer Scrubbed (S-TS), Supervised - Trainer unscrubbed (S- TU), Performed (P), Training More junior trainee (T).
any complications
any learning outcomes.

Data to be excluded

redact all patient data

3: Create a Summary

Employers and medical practitioner regulatory authorities vary the amount of data required for their evaluations but a period of 2-5 years experience is an average. Most surgeons will have data from different hospitals and it is worth creating a summary document for quick reference as an overview.

List the name of each procedure with the number of procedures performed in each role ( as listed above).

4: Official Validation

Surgical log books should be validated by senior surgeons, and if possible the Clinical Director. A signature at the end of each data set confirming the veracity of the data is sufficient.

If you are searching for a new job and are uncertain of the credentialing requirements, contact our recruiters who will be able to advise what is needed for the job and the professional licence application.

The Advantages of Using a Medical Recruiter for Your Job Search

Thu, 18 Jul 2024 14:55:02 GMT

A specialist medical recruitment agency can be a vital ally to help you find your next job as a doctor or dentist at any stage of your career from fresh medical or dental graduate to experienced general practitioner or specialist. Medical recruitment professionals seek to understand your career goals to enable a successful match for you with a healthcare organisation which requires your specific skills and experience.

A recruitment agency has direct access to a wide network of employers on a national and often international scale and a broad selection of job opportunities. This often includes roles which are not advertised elsewhere. A recruitment agency also has insights and information about local, regional and international job markets and knowledge of new projects and trends. Keep reading to learn how medical recruiters can ease the job search process and help you find the right opportunity.

Medical Recruiters in Action

The World Health Organisation (WHO) estimates a projected shortfall of 10 million health workers by 2030, mostly in low- and lower-middle income countries. However, countries at all levels of socioeconomic development face, to varying degrees, difficulties in the education, employment, deployment, retention, and performance of their workforce. Most countries report a shortage of doctors and dentists with some specialties, such as psychiatry and general practice, seriously impacted.

Yet despite heightened demand for doctors and dentists, the search for a medical or dental job is not always easy or fruitful. Physician demand and remuneration varies greatly by speciality and location. This is where medical recruiters have an advantage. Their national and international connections to healthcare organisations create an unrivalled depth of global reach and local knowledge which few medical job candidates could achieve alone.

Medical recruiters can help candidates understand the market, prioritise their preferences, and set realistic expectations. A dedicated recruiter proves beneficial to physicians in many common scenarios, including those outlined below.

International Relocations

Relocation for a new job brings fresh challenges but an international location magnifies these considerably. A new country, culture and healthcare system requires a process of adaptation and acculturation. Obtaining a licence to practise medicine or dentistry and a work permit can be a time consuming and complex process.

This is where a medical recruiter can provide expert assistance with in depth knowledge of international healthcare organisations, healthcare systems, job markets and remuneration combined with competence in the processes of professional regulatory authorities and immigration procedures.

Dual-Doctor Couple Seeking Two Jobs

Husband and wife couples seeking medical jobs in the same location have a difficult job search. Some employers refuse to hire two members of the same family but will not always make this explicit. Medical recruiters have an advantage here. Their local knowledge of healthcare organisations enables them to identify those which are amenable or even delighted to make a double hire.

Target Location

Doctors and dentists who seek jobs in a specific location can benefit from the medical recruiter's insights into the work culture, remuneration, recruitment processes and skills requirements of local healthcare organisations enhancing their job search and decision making capabilities.

4 Advantages of Working with a Dedicated Medical Recruiter

The examples above demonstrate how medical recruiters help candidates in these specific circumstances, but what does all of this mean for you? Keep reading for four benefits of working with a dedicated physician recruiter.

1. Well-Connected Medical Recruiters Know Where the Jobs Are

Odyssey's medical recruiters are not only working to find doctors and dentists as candidates for their active searches, they are also in regular contact with a network of international healthcare organisations which share their staffing plans and indicate job openings which may be coming soon. Our recruiters can therefore anticipate and measure recruitment trends and recruit for jobs which are not yet advertised.

2 Healthcare Recruiters Provide a Unique Perspective

Odyssey Recruitment is a dedicated recruitment partner to the healthcare clients we serve. Our recruiters contact and visit our clients to learn about the job vacancies and organisational plans. They also learn about the people, the work culture, and the community.

Our recruiters also speak to hundreds of doctors every week, and through those conversations, they stay aware of market trends and glean insights into the cultures of many organisations. This means our recruiters can give each candidate detailed information about what it is like to work for the organisation and also help the candidate emphasise the traits which are most important to the client. For this reason, it is especially helpful to have a dedicated medical recruiter on your side.

2. Medical Recruiters Share Job Search Advice

Expert medical recruiters aim to understand each candidate's goals and motivations and offer advice about the design of an appropriate job search.

4. Medical Recruiters Know What It Takes to Get the Job

Dedicated healthcare recruiters will not only advocate for your candidacy, but they can also expertly guide you through the recruitment process, providing advice on the drafting of your CV, working with you to improve your interview skills, and even helping you negotiate the best offer.

Beyond this general guidance, a dedicated recruiter knows precisely what it takes to impress their clients. They may share what is especially important to the client and guide the candidate to demonstrate that specific skill or trait.

As a dedicated recruitment partner, the team at Odyssey Recruitment loves working with doctors and dentists and helping them find an employer who will meet their needs. Whether they apply to jobs we have advertised or simply reach out by phone or email to introduce themselves, we are always delighted to meet new physicians, learn their stories, and eventually match them with their ideal job opportunities.

If you are embarking on a medical job search, register your CV and contact our recruitment team.

CANDIDATE CONDUCT WHILST WORKING WITH RECRUITMENT AGENCIES

3 Documents You Need to Start Your Medical Job Search

Wed, 17 Jul 2024 17:44:29 GMT

If you plan to launch a job search for a new position as a doctor in the global healthcare market, there are three documents you need to draft and organise before you start registering with recruitment agencies, medical job boards or making job applications. As with everything, preparation is key. Our article 10 Job Search Tips for Doctors provided an overview of the job search process, and in this article, we shall focus on tip #8, the three key job search documents.

Don’t waste any more time pursing job applications until you have the following three things completed, polished, and ready to submit as needed.

1. An Impressive and Productive Medical Curriculum Vitae (CV)

It is often said that the CV is the most important document a candidate for a medical job can write. It is usually the first point of contact with potential employers or partners in practice, and therefore crucial for making a favourable impression and securing a job interview.

The CV provides prospective employers with more information than just your qualifications and experience. It is an indicator of presentation skills, organisational ability, communication clarity and attention to detail. Accordingly, it requires close attention.

Our article The Productive CV - Writing a CV To Get Shortlisted gives and overview of the process of drafting a CV for the digital age when relevant key words and sound formatting are vital for high rankings in the CV searches recruiters run on job board and healthcare organisation data bases to review submitted applications.

With those considerations in mind, the CV is best drafted as a template document on Microsoft word or Google Docs, saved in the cloud or other site where it can be easily retrieved and then edited for each job application and updated with new information as required. Many doctors send a standard (and often outdated CV) to multiple job applications. This inevitably meets with an unfavorable response and should be avoided.

In your template document, beneath your name and contact information (address, phone, and email), list the following headings followed by the relevant details:

EDUCATION & QUALIFICATIONS
Start with the most recent institution (provide the full name and location) and work backwards. Include the years of study, degree earned, areas of focus, special qualifications, and distinctions.

EMPLOYMENT HISTORY
Again, start with the most recent and work backwards listing places of employment, locations, and dates. Use bullets to briefly describe your accomplishments in the role, noting procedure and patient volumes, administrative duties, leadership roles, or committee memberships. Offer a concise explanation for any gaps in employment.

CERTIFICATIONS & LICENSURE
List jurisdictions where you are currently licensed and the category and status of all registrations. Include board certifications.

HONOURS & AFFILIATIONS
If applicable, list any awards, honours, or professional affiliations.

PUBLICATIONS AND ACADEMIC WORK
If applicable, list publications and presentations.

Your CV is your first chance to impress a recruiter, so it should accurately (and concisely) reflect your professional accomplishments. It should also include personal details relevant to your job search, such as citizenship and/or visa requirements. Proofread your CV for typos, misspellings, and grammatical errors. Some recruiters may assume that sloppiness on the CV could mean sloppiness on the job.

2. A Targeted Cover Letter

When applying for jobs online, a cover letter may not seem necessary, but avoid the temptation to skip this important step. The cover letter is your chance to provide context for your CV and show the recruiter who you are and why you are interested in the job.

The objective of the cover letter is to outline what you are looking for, or explain why you are a good fit for a particular job. As with the CV, the cover letter is best drafted as a template and saved ready for editing with each job application.

While each cover letter must be specific to the opportunity, there are a generic few standards to apply in every scenario:

Express enthusiasm for the opportunity and note why it is appealing to you
Highlight any qualifications, skills or experiences that are especially relevant to the job for which you are applying
If necessary, request confidentiality
Be concise
Follow business etiquette, but do not be overly formal
Proofread for typos, misspellings, and grammatical errors

The cover letter template must be edited and drafted in response to each job application and should express the reasons for your interest in that particular job.

3. A List of Professional Referees

Professional references are required for all applications for medical jobs and professional registration with medical regulatory authorities. Before starting a job search, attention should be devoted to the drafting of a document template listing appropriate referees who may be called upon for each job application.

Some employers request sight of professional references prior to shortlisting candidates for interview whilst others wait until the job offer stage. Regardless of the recruitment process deployed by the employer, it is useful to compile a list of referees at the outset of the job search. This saves time and keeps the application process moving forward without delay, benefiting both you and your potential employer.

Some candidates list referees on the CV, a practice best avoided, as employers may proceed to contact them without your permission. We recommend drafting a template document to be saved and edited for each job application. You may wish to vary your referees depending upon the type or location of the job for which you are applying.

So first things first, who should you ask to be a referee? You want to provide referees who work at the same level within the same speciality for all consultant and specialist jobs. For resident medical officer (junior doctor positions) you should use consultants with whom you have worked recently, not necessarily within the same speciality as the current job application. Most employers require referees with whom you have worked within the last 2-3 years and some stipulate that the reference should be no older than six months.

Select a target list of potential referees and contact each one to ask their permission to act as a referee for you and to share their contact information with potential employers who may contact them to clarify the authenticity of the reference or ask further questions. Confirm that they are willing to respond to these inquiries. You may also want to tell them a little about your job search; why you are looking and the type of employment you are seeking. If you know you will be working to overcome objections such as job hopping or gaps in employment, you may want to share your explanation for those issues so they can reinforce your messaging. Referees should be prepared to take calls from unknown numbers and respond to email requests. promptly.

Once you have these three documents drafted, polished and ready to submit, you are ready to set up job alerts, scroll physician job boards, and reach out to a physician recruiter. Of course, if you need further guidance with any of these steps, a recruiter at Odyssey Recruitment would be happy to help. Contact us today and register your CV with us.

10 Job Search Tips for Doctors

Wed, 17 Jul 2024 12:26:53 GMT

Will you be launching a search for a new position in medicine? The media in the United Kingdom regularly reports the growing dissatisfaction of the medical profession with the working conditions in the National Health Service (NHS). The British Medical Association has reported that a third of doctors are considering leaving the UK prompted by perceptions of feeling undervalued and under paid and estimates that between 15,000 and 23,000 doctors left the NHS between September 2022 and September 2023.

Despite the negativity of the various media reports, feeling unsatisfied is not the sole reason to seek a new position. Perhaps you are a junior doctor who seeks specialist training not available at home or your family needs to relocate. Whatever your reason for launching a medical job search, this guide will provide you with 10 vital steps designed to ease the process.

1 Define Your Goals

Begin your medical job search by clearly defining your goals. Depending on where you are in your career, this step may require some research to understand your options. Once you have a clear idea of what you want, document the scope of practice you will pursue, your preferred work setting and target locations.

A well-defined career objective will guide your search and help you focus on opportunities that align with your aspirations. That said, keep an open mind and be willing to make adjustments if necessary.

2 Research Potential Employers

Identify organisations, hospitals and clinics which are of potential interest to you and research accordingly. Use their websites, social channels, physician reviews and ratings and recruiter expertise to glean information about their reputations, work cultures, staff turnover and patient demographics. Take note of any areas you would d like to explore further if given the opportunity.

3 Research Locations

If you are considering a relocation, it is vital to research the regions, countries, cities or towns which are of interest to you. If you are moving into a different jurisdiction, you will, in all likelihood, need to register with and obtain a practising licence from a local professional regulatory authority which will have its own specific requirements. It is essential to ensure that you can meet these requirements before applying for jobs.

Requirements for visas and work permits vary as does the processing time and this will need to be estimated and factored into your goals and plans.

4 Manage Remuneration Expectations

Conduct some research into remuneration for doctors in your specialty and market. Public sector healthcare systems usually have published salary scales which are easily accessed and salaries are often determined by length of experience. Some healthcare organisations offer incentives and bonuses for signing on, service retention, additional duties, study leave and other items of service.

Develop a clear understanding of the range of remuneration packages you can secure withing your target location and how much you can expect to earn, not just in year one but year two, three, and beyond.

5 Leverage Networks

There is truth to the saying, “it’s not what you know but who you know.” The old adage still resonates because it is often past colleagues or mentors who can lead you to your next opportunity, and not always in the way you might expect. Recruiters often reach out to doctors with new opportunities only to have them say it’s not for them, but they know someone who might be a fit. Referrals are often the best way to find jobs.

Contact individuals in your network and let them know you are seeking a new medical job. Attend conferences, seminars, and other events to expand your professional network and reconnect with existing peers.

6 Visit Medical Job Boards and Set Up Job Alerts

Explore medical job boards and other websites dedicated to medical recruitment and networking. The Odyssey Recruitment job board is an excellent place to start. You can run searches and set up personalised job alerts. Additional options include specialty-focused job sites, professional association job boards, and networking sites such as LinkedIn and Doximity. Use advanced search filters to view the most relevant jobs, then set up job alerts to notify you when new jobs that match your search criteria are posted.

Candidates should be aware that job scams operate in parts of the world including the Middle East Gulf States where scams are prolific and innovative. Contact from recruiters and job boards operating in these countries should be approached with caution. Our guides into job scams in the United Arab Emirates (UAE) and an example of a job scam in Abu Dhabi provide guidance on the evaluation of such job offers.

7 Engage a Medical Recruiter

Contact a medical recruitment agency and discuss your job search. Professional recruiters can help you understand the recruitment process for doctors in each jurisdiction and help you manage your expectations. A good medical recruiter will take the time to get to know you and ask about your goals and priorities. With that in mind, they can advise on which opportunities suit you best.

Medical recruiters know their markets well and can often share insight into working at the various groups and healthcare systems in their regions. An experienced medical recruiter can be an invaluable resource.

8 Draft Job Search Documents

The three essential categories of documents for a job search are a Curriculum Vitae (CV), a cover letter and professional references.

Draft an impressive CV to showcase your professional qualifications, training, skills, achievements and experience. Include details of your education, certifications, professional licensure and academic work. Create a template which can be modified for each job application, as appropriate.

Prepare a cover letter template which can be readily edited and adapted for each job application. You should also reach out to anyone you plan to use as a reference and ask if you may share his or her contact details with potential employers. Confirm you have their best number and email address, and prepare a list to be ready when needed. Organising these job search documents in advance will ease the application process.

9 Medical Job Interview Preparation

Find out the common and typical interview questions which you are likely to be asked by the interview panel and rehearse your answers. You should highlight your skills and experience, your ability to work in a team, communicate effectively, and provide high-quality patient care. Prepare a list of questions for the interview panel covering topics such as staff turnover, onboarding of doctors and support, career development, and any other areas which are important to you.

Establish the method of interview; on line, by telephone or in person. If the interview is to be conducted on zoom, teams, google meet or other propriety interview software, ensure that your technology is in good order . Read our guide to video interviews.

10 Persistence and Adaptability

Whilst it is important to understand your goals and pursue them keenly, it is equally important to remain flexible and adapt your job search if it is stalling and your desired objectives remain elusive. A good medical recruiter will advise you if it is appropriate to modify the parameters of your medical job search parameters and consider other options. Trust your recruiter and keep an open mind as you evaluate opportunities.

Conclusions

Doctors are in high demand in healthcare systems across the world, but this does not mean the medical job search is inevitably easy. Finding a medical job which matches or exceeds your goals may take considerable time, so patience and persistence are essential.

Follow these 10 medical job search tips, and do not hesitate to seek guidance from mentors, career advisors, and a trusted physician recruiter. Whether you are launching your first medical job search, simply seeking a new opportunity, or looking to wind down your career, the team at Odyssey Recruitment is eager to find out what you are looking for and help you identify opportunities that will be the best fit. Contact us today or search for medical jobs online now.

Australia's Most Sought After Medical Specialities

Tue, 02 Apr 2024 10:33:21 GMT

Australia's Medical Shortage Specialities

Australia is a favoured expatriate destination, constantly ranking highly in global expatriate surveys. Its quality of life, stable economy and political system, warm climate and natural resources attract entrepreneurs, investors and professionals looking for promising opportunities.

Doctors are privileged as a professional group which is constantly featured in skills shortage lists and granted priority for visas. However, not all medical specialisms are short of native Australian talent. So before you consider Australia as your destination of choice and make preparations to move, it is worth researching the demand for your skills and the opportunities available to you.

Some medical disciplines are saturated with local physicians and have few openings for international medical graduates; neurosurgery, orthopaedics, plastic surgery and cardiothoracic surgery are among the most competitive specialities and difficult to enter. However other specialisms face constant shortages, some regional and some national.

Medical Specialities with Strong Demand

The specialities with national and regional shortages of qualified physicians have remained consistent over many years, in part due to a shortage of Australian and New Zealand trained physicians willing to work in the speciality or particular area of the country, and exacerbated by a lack of international physicians. Australian and New Zealand medical graduates favour work in the cities and suburbs, for the most part avoiding the rural and more remote areas of the country. Surgical specialities, paediatrics and medical specialities are favoured and competitive and general practice is popular. But for the international medical graduate (IMG) willing to pursue the less popular specialisms and work in less fashionable areas, Australia offers some wonderful opportunities to receive a sound postgraduate medical training, internationally recognised qualifications and develop a stimulating and rewarding career.

1: General Practitioners - Family Physicians

General Practitioners (GPs) make up the largest number of qualified specialist physicians in Australia and work in primary care clinics and small hospitals throughout the country. Their role is to provide generalist primary care to a wide range of patients of all ages within the community, referring to specialists for appropriate secondary and tertiary care.

Most GPs work office hours in clinics seeing patients who have booked appointments with a few slots reserved for emergencies. There are no on call duties, no house calls and in most cases, out of hours work is voluntary. Remuneration is on a fee for service basis whereby each item of service attracts a fee paid for by the government scheme or private insurance. The GP retains a percentage of total remuneration (billings) - usually in the range of 60-75% - and the rest goes to the practice to cover administrative costs, rental, repairs and staff salaries. Some GPs chose to work evenings or weekends to provide care for patients unable to attend the clinic during normal hours of operation. Most GPs can generate billings of over AUD 400,000 per annum.

However, Australia offers more challenges for the enterprising GP who is looking for more than out patient consultation work. This is the role of the Rural Generalist, an enhanced role for GPs who specialise in working in the small hospitals with 10-100 beds located in rural areas. These hospitals are staffed by experienced GPs, often titled District Medical Officers, who manage pout patients, emergencies and in patients. Some hospitals are visited by specialists but in many cases the GP will decide to transfer the patient, usually by air ambulance to a regional hospital, or manage the patient themselves. Training for this role is provided by the Royal Australian College of General Practitioners (RACGP) and Australian College of Rural and Remote Medicine (ACRRM). GPs can pursue further specialist training in anaesthesia, emergency medicine or obstetrics, obtain higher qualifications and practice these specialities in secondary care settings.

GPs are sought for permanent and full time positions in new and established practices throughout all states and territories of Australia. General Practitioners with postgraduate qualifications from UK, Ireland, Canada, USA, New Zealand, Spain, Malta and Belgium are accepted as having equivalent training to an Australian GP and have a short course to obtaining Fellowship of the Royal Australian College of General Practitioner (FRACGP) status. Physicians who have trained in other jurisdictions will be assessed for the status of partial equivalence and will be allocated to alternative and longer routes to Fellowship.

There is more independence of practice for a GP than in the National Health Service (NHS) of the United Kingdom which makes Australia a popular and desirable location for GPs seeking an escape from the faltering NHS. Life for a GP in Australia is far more enjoyable and productive than it is in the UK. Working hours are shorter, facilities are well staffed and managed and consultation times are longer.

International medical graduates have geographical restrictions (moratoriums) on practice for the first 10 years in Australia and will be required to work zones out with the city centres, usually in the suburbs or towns slightly further from the metropolitan areas. Moratoriums can be shortened by electing to work in remote areas.

2: Psychiatrists

Perhaps the fastest growing medical speciality in the country, if not the world. Australia and near neighbour New Zealand are facing a massive battle with increasing disorders of mental health, exacerbated by a chronic shortage of qualified psychiatrists. The demand for psychiatric specialists in the country has probably never been higher.

Psychiatrists are employed predominantly in the public healthcare system with the majority of positions in adult general psychiatry. A smaller number of vacancies exist in child and adolescent psychiatry, old age psychiatry, addictions psychiatry, liaison psychiatry and forensic psychiatry.

Qualified psychiatrists wishing to practise in Australia will need to undergo assessment by the Royal Australian and New Zealand College of Psychiatrists and work under supervision for a period of 12 months, occasionally longer. Junior doctors wishing to undertake postgraduate training in psychiatry in Australia will need to obtain provisional general registration with the Australian Medical Board and apply for registrar or house officer posts.

3: Anaesthetists

Anaesthetists are in high demand across Australia in both urban and rural areas. Most posts are located in the secondary care hospitals where the specialist anaesthetist will work within a department providing general and regional anaesthesia services and often pain management services for surgical and interventional radiological procedures.

Qualified specialist anaesthetists will have to undergo assessment by the Australian and New Zealand College of Anaesthetists to ensure that their training and practice is compatible with that of an Australian trained Anaesthetist and then undertake a period of supervised practice. Junior doctors seeking training in anaesthesia should be eligible for provisional general registration with the Australian Medical Board and apply for registrar or house officer posts.

4: Emergency Medicine Physicians

In a young and active country like Australia, it will come as little surprise that Emergency Medicine Consultants are often in high demand. With a lifestyle focused on living outdoors, and sport playing a major role in everyday life, treating patients with head injuries, bone factures and and even more serious traumas is one of the most common tasks for doctors in the country. Abundant wild animals, some quite dangerous, also create a plethora of unusual emergency cases with snake bites and kangaroo attacks being some of the most common.

The challenge of providing a decent quality of emergency care to rural and remote areas of the country is being met by telemedicine services which offer an exciting new scope of practice for specialist emergency physicians and general practitioners specialising in emergency medicine.

Prospective candidates for specialist emergency medicine physician roles must be assessed by the Australian College of Emergency Medicine and will then undertake a period of supervised medical practice in an approved hospital. Junior doctors seeking training in this speciality should be eligible for provisional general registration with the Australian Medical Board and apply for registrar or house officer posts.

Consultants are also expected to be involved with the education of junior doctors and medical students and the leadership and continuous improvement of local and regional emergency services, which provides great opportunities for learning new skills. Demand for locum and permanent emergency physicians is huge, right across the country, offering an unprecedented opportunity to experience a diversity of work settings.

5: Internist - General Physician

Internal medicine physicians both with a broad general scope of practice, and subspecialist interests are sought throughout the country, mostly for general hospitals providing secondary medical care in suburban or rural areas, some just one hour's drive from the major cities. Working conditions and salaries are excellent with paid annual leave, pension contributions and ample opportunities for research, teaching and continued medical education.

Specialists must be assessed by the Royal Australasian College of Physicians (RACP) to ensure the compatibility of their training with that of the Australian graduate and will then undertake a period of supervised medical practice. Junior doctors seeking training in general medicine should be eligible for provisional general registration with the Australian Medical Board and apply for registrar or house officer posts.

Register Your Interest In Working in Australia

If a medical career in Australia attracts you, register your CV with us, sign up for job alerts and search for jobs. You can contact us to discuss your options or read more articles about Australia in our resources section.

New Zealand News: House Officer and Registrar Job Applications

Mon, 04 Mar 2024 17:14:09 GMT

Some information to enhance the chances of success for junior doctors seeking resident medical officer (house officer and registrar)jobs in New Zealand.

New Zealand is a favoured destination for international medical graduates looking for postgraduate specialist training or just an interesting and enriching experience of working in Aotearoa, the Land of the Long White Cloud, as the Maoris like to call it. Each year tens or even hundreds of house officers and registrars from UK, Ireland and Europe make their way across the world for a stint in one of the twenty district health boards which formally ran the the public hospital system of New Zealand and are now integrated into Health New Zealand.

New Zealand's Health Care System

New Zealand has a large public healthcare system which provides medical and dental care and public health for citizens and residents of New Zealand, free at the point of delivery. Over two thirds of healthcare is delivered by this system with one third of healthcare provided by the small private medical sector which is largely focused on elective and non emergency care.

Te Whatu Ora, Health New Zealand replaced the 20 district health boards in 2022 and is responsible for running public healthcare. Most junior doctors work in the public sector at the start of their career in New Zealand. This offers standard conditions of service and remuneration, determined by the outcome of negotiations between Health New Zealand and the two major junior doctors' professional unions (NZRDA and STONZ).

An overview of New Zealand's healthcare system provides further information about the structure and functions of the system as well as some of the major investments financing total or partial hospital reconstructions and service development.

Registration with the Medical Council of New Zealand - Pathways and Changes

Before applying to work as a junior doctor in New Zealand, you should check your eligibility for provisional general registration with the Medical Council of New Zealand , the national professional regulatory authority. There are several pathways to registration depending upon your country of study for medical degree and subsequent employment.

Australian and New Zealand graduates can work in New Zealand at the level of PGY1 and above.
UK and Irish Medical graduates can work at the level of PGY2 provided they have completed PGY1 / FY1 and hold full registration with the General Medical Council or Irish Medical Council .
Medical graduates from all other countries must work for 33 months in a country with a comparable healthcare system as defined by the MCNZ and listed on their website (there are 24 countries listed) OR pass the NZREX exams administered by the MCNZ OR pass the PLAB exam administered by the General Medical Council of the UK. Candidates with 33 months experience in a comparable healthcare system can work at the level of PGY2 or above in practice restricted to the same speciality and level as their current practice. Candidates who pass NZREX or PLAB must start at the level of PGY1. PLAB candidates with 12 months UK work experience and full General Medical Council Registration can apply for PGY2 jobs.

PLAB Candidates and PGY 1 / 2 Jobs

The recent change implemented by the MCNZ allowing PLAB candidates to work as PGY 1 house officers sounds promising but in our experience, few PLAB candidates are successful in obtaining PGY1 house officer jobs. Hospitals are encouraged to employ local New Zealand graduates and NZREX candidates who are already based in New Zealand and have largely been able to fill all vacant positions without recourse to international recruitment. However, PLAB candidates can readily obtain employment at the level of PGY2 after completing 12 months work experience in the UK.

House officer and registrar jobs at the level of PGY2 and above are readily available throughout the country in most specialties and can be obtained with ease. It is a better use of time to focus on securing a PGY 2 position than making endless fruitless PGY1 job applications.

Physicians with 33 months experience in comparable healthcare systems

The MCNZ has consistently required that the 33 months experience be in the same speciality as the physician wishes to practise in New Zealand. In practice, an applicant for a registrar post in paediatrics requires 33 months experience in paediatrics at the same or equivalent or more senior level in one of the 24 countries with comparable healthcare systems.

Recently the wording of this requirement was changed to "the same or similar speciality". However there is no definition of what constitutes a "similar speciality" detailed on the MCNZ website and the MCNZ admits that no definition exists. The decision as to what specialties can be deemed "similar" is made by a committee within the MCNZ and appears to be arbitrary.

For doctors applying to work in New Zealand, it is not advisable to rely on this revised wording and we would recommend that you complete the full 33 months in your speciality of practice before applying for jobs and registration with the MCNZ.

The EPIC Report - Primary Source Verifications

The EPIC report is a primary source verification of qualifications, training and professional licences required by the MCNZ in all applications for professional registration. It is now produced by the ECFMG of the USA. Most applications are completed within 6 weeks and the report generated and available for download, but it can take up to 4 months if your qualifications are from universities which are slow to process and respond to requests for information. It is best to start this application well in advance of making job applications so that you have the report ready to submit to the MCNZ when you secure a job offer.

The advantages of the EPIC Report are that it need only be done once and that the report can be used for multiple applications in jurisdictions around the word. So if New Zealand does not work out and you decide to go for Australia, Singapore,, UK, Ireland or Canada instead, you can use the same report.

Read our article on EPIC Report applications for some guidance and do contact us if you need some guidance.

Factors increasing demand for Pathology Services in Auckland NZ

702d27aa@Shazamme.com (Shazamme System User) — Wed, 20 Dec 2023 16:21:52 GMT

Demography and private medical practice fuel the rapid increase in demand for pathology services in Auckland, New Zealand's largest city. In January 2024, Te Whatu Ora Health New Zealand will consider plans for the construction of a major new laboratory, creating more jobs for pathologists, scientists and technicians.

Te Whatu Ora, Health New Zealand is New Zealand's public sector health care system and is responsible for the provision of primary, secondary and tertiary care to eligible citizens and permanent residents of New Zealand. It runs the pathology services in Auckland which are divided into two separate laboratories; Lab Plus for tertiary and quaternary pathology services and Community Anatomic Pathology Services , or APS, which services primary and secondary healthcare providers including general practitioners and private hospitals and medical practices.

Community Anatomic Pathology Services (APS)

APS was established in 2015 and is relied on by about a third of the population to test hundreds of thousands of tissue and anatomic samples a year, to detect diseases and serious conditions. It is now facing serious difficulties with excessive demand upon its services fuelled by population growth and increased private medical practice.

A representative of Te Whatu Ora commented that the overall increasing demand is greater than the capacity of the service to cope. Demand had leapt by a third between one quarter in 2022, to the same quarter in 2023. One factor was an increased volume of private surgery being carried out by 600 specialists in the region and 2000 general practitioners, with up to 450 histology cases a day.

That is in part due to public hospitals outsourcing more operations to private surgeries as a way of dealing with demand for planned care. Those private practices then send their samples to APS. Another issue is the rise in population. The backlog has hit turnaround times for processing samples, which had been deteriorating.

PWC Report into APS

The 2021 report by consultants PwC , now disclosed to the press under the Official Information Act (OIA) showed that APS was plagued with problems from the start. It was set up in 2015 in such a rush and under such pressure, that for the next six years it suffered from a dearth of planning, auditing and lack of even basic quality controls. "No service specification was drafted prior to, nor in the six years following, establishment of APS," the report said. Te Whatu Ora said it has since adopted recommendations from independent occupational hygienist experts, made the work spaces safer and staff were using better respiratory PPE.

In the muddle of the overhaul of lab services nationwide after 2009, planners totally underestimated the demand on APS, and failed to understand the increasing complexity of cases referred to APS. Laboratories which do both clinical pathology and histology testing, generally rely upon the rapid and automated processing of blood and urine samples to fund costs. Clinical pathology is highly automated and traditionally profitable, while the tissue testing work of anatomic pathology is almost wholly manual, labour-intensive, and therefore more costly. The splitting of the two services in Auckland has duplicated administration and created operating costs 20-40% higher that expected. Overall, this has resulted in an underestimate of the true costs required to run the service and an overestimation of the potential savings that could be achieved.

Additionally, In its first six years of operation, the lab "consistently" failed to achieve its turnaround targets, which progressively increased. Recently it has taken steps to improve that with the implementation of teamwork around the region, facilitating the dispersal of work around city and country which has produced significant improvements. It now regularly hits the target to issue a final report within 15 days, in 98 percent of cases, and 90 percent within 10 days. However, it was still scoring only 71 percent, against a target to turnaround 80 percent of cases within five days.

PwC concluded that the funding model was broken and had to change, arguing that effectively the public system was subsidising private patients. The funding model had since changed, with allocations "now made on a needs-based approach, at a national and regional level. Despite the pressure, the lab's accuracy remains high.

The OIA response included a rundown of incidents this year; these are occurring at a rate of about six a week, however, nearly all of them are minor, most commonly where the results of tests are reported back to the wrong GP or surgeon. These incidents are promptly corrected.

A New Laboratory for APS

In January 2024, the board of Te Whatu Ora will meet to consider plans for the construction of a whole new purpose built laboratory for APS. A business case is also in preparation to set up an electronic ordering system to cut down on manual processing errors.

Pathologist Jobs in New Zealand

Qualified specialist pathologists are sought for permanent full time jobs in New Zealand in the fields of:

anatomical pathology
chemical pathology
forensic pathology

Pathologists are listed on Immigration New Zealand 's green list of shortage skills which means that candidates who are offered jobs can apply for permanent residency immediately. The alternative is to apply for an accredited employer visa which offers residency and work rights for a limited time.

Candidates who are interested in working as pathologists in New Zealand are invited to:

register a CV
contact us to discuss opportunities
search for jobs
read further information about working in New Zealand
review the information about requirements for registration with the Medical Council of New Zealand and keep up to date with latest developments in the Resources section.

Dubai Health Authority develops accredited medical education system

Thu, 07 Dec 2023 15:23:22 GMT

The Dubai Health Authority has announced the development of a new medical education system to be implemented across 24 hospitals and medical centres in the private sector.

The Dubai Health Authority (DHA) is the health regulatory authority for healthcare professionals and facilities in Dubai, the leading commercial emirate of the United Arab Emirates (UAE). The DHA is responsible for the setting and maintenance of standards of hospitals and clinics which must hold a licence to provide healthcare services. It also regulates doctors, dentists, nurses and allied healthcare professionals.

On December 6th 2023, the DHA announced a major new achievement in its mission to create a robust postgraduate medical education system in the emirate, capable of training physicians to international standards. It has developed the first educational system in the private health sector in the Arab world which has been accredited by the Arab Board for Health Specialisations. The Director General of DHA, Awad Al Ketbi, received the accreditation shield from Dr. Omar Al Rawas, Secretary General of Arab Board of Health Specialisations.

The Arab Board of Health Specialisations

The Arab Board of Health Specialisations (ABHS) was established in 1978 in Damascus , Syria , under the decision of the Council of Arab Ministers of Health of the Arab League, a confederation of Arab states founded in 1945. The aims of the board are to improve health services in the Arab world by raising the scientific and practical level in various specializations. This is a non-profit educational institute. It offers training and certification in over 50 specialties and subspecialties and administers specialization exams in 17 testing centres throughout the Arab world.

The World Health Authority ( WHO) has signed an agreement with the Arab Board of Health Specializations to promote family practice in the Region. One of the main expected results of the agreement is to develop institutional capacity by producing a cadre of qualified family doctors at regional and country level. A Memorandum of Understanding is present with The Royal College of Pathologists United Kingdom for improving training, local examinations and assessment methods and facilities.

Residency and Specialist Postgraduate Medical Training in Dubai

Historically most accredited postgraduate medical training programs have been entrenched in the public healthcare system with the private healthcare sector playing a very marginal role, if participating at all. (The private sector has traditionally focused on the provision of medical services and not education).

In this new medical education system, the private sector has exclusive jurisdiction over the 30 specialist programs which will be implemented in 24 hospitals and medical centres, in the first stage. These will provide 126 training opportunities for young doctors.

Specialties and Hospitals included in the ABHS Accredited education system in Dubai

In the first phase, the DHA has focused on eight major healthcare specialisations:

family medicine
internal medicine
general surgery
paediatrics
obstetrics and gynaecology
orthopaedics
ophthalmology
fertility medicine (This latest programme is the first accredited by the Arab Board for Health Specialisations.)

The list of the first phase of approved hospitals and centres included:

American Hospital Dubai
Saudi German Hospital
Fakeeh University
King’s College Hospital
Prime Al Garhoud
Medcare Medical Group
Moorfields Eye Hospital
Barraquer UAE Eye Hospital
Gargash Hospital
Fakih Fertility Center
Orchid Specialized Center
ART Fertility Clinics
Dr Sulaiman Al Habib Medical Group
Aster DM Healthcare Group
Zulekha Hospital
Liberty Dental Clinic
Marina Dental Centre
Al Garhoud Hospital
Mirdif, American Academy of Plastic Surgery Hospital
Dubai Autism Centre
Open Minds
American Wellness
Galadari Derma Centre.

The Aims of the AHBS Accredited Programs in Dubai

Al Ketbi emphasised the importance which the DHA places on medical education and training as the gateway to creating expertise locally and supplying the health sector with distinguished medical competencies intended to raise the level and efficiency of medical facilities in Dubai and thus improve the quality of services and care in a way that exceeds the expectations of customers.

Dr Marwan Al Mulla, CEO of the Health Regulation Sector, stressed that the DHA has a strong interest in providing a supervisory and administrative structure for residency and fellowship programs in Dubai and aims to ensure that the requirements of various local, regional and international accreditation bodies are met.

Dr. Wadeia Mohammad Sharief, Director of the Medical Education and Research Department at DHA, pointed out the importance of investing in all training opportunities to build and expand residency and fellowship programs in an attempt to bridge the gap between the increasing number of graduates of medical colleges annually in the country, and the specialisation opportunities necessary for their scientific and professional path and to bolster medical training and continuous medical education.

Applications for medical jobs in Dubai

The goals of the new accredited training programs in Dubai are to educate a local workforce. However there are opportunities for fully trained specialists to work at the level of Consultant/ Specialist in Dubai's healthcare sector. Candidates interested in these opportunities are invited to:

register a CV
contact us to discuss options
search for jobs
read more about working in Saudi Arabia and articles in our resources section.

Guide to drafting an expert CV for senior medical jobs in Saudi Arabia

Thu, 23 Mar 2023 12:48:16 GMT

This article provides a guide to writing a curriculum vitae for candidates applying for senior medical jobs in Saudi Arabia. A well drafted curriculum vitae is vital to secure an interview and ultimately, a job offer and there are specific issues to be considered in Saudi Arabia.

The Kingdom of Saudi Arabia is a popular destination for international physicians seeking new career opportunities and tax free income. Recent Vision 2030 healthcare policies have encouraged the growth of the private healthcare sector and digitilisation, creating new job opportunities, but the policy of Saudization has paradoxically restricted many of these jobs to Saudi Arabian citizens.

However, despite the proliferation of medical schools in Saudi Arabia, and the preferential employment of Saudi citizens, there are still job opportunities for doctors trained in western countries, but only at senior levels, the consultant positions.

There are consultant jobs available in most specialities, subspecialities and family medicine, located mostly in the major cities, particularly Riyadh (the capital city), Jeddah (the Red Sea port city) and Al Khobar /Dammam/ Dhahran (the Eastern Province).

The first step to securing a job in Saudi Arabia is to get shortlisted for an interview and that is contingent upon the drafting of a professional curriculum vitae (CV) which attracts the interest of the employer.

Key Functions of the CV

The CV should meet some basic standards of presentation and must address the following issues:

summarise concisely your expertise, experience and qualifications
address the credentials required by the employer, as set out in the job advert
explain the relevance of your skills and experience to the job
attract the interest of an employer to offer you an interview.

Whilst the usual general concerns of layout, keywords and content described in our article on writing a productive CV must be observed, there are specific issues which must be considered when applying for work in Saudi Arabia, specifically your scope of practice and personal information.

Resumes which fail to address key issues are often rejected as incomplete. To avoid this, it is best to consider the issues raised below.

1: Define Your Scope of Medical Practice

Your scope of medical practice must be set out in clear detail in your CV defining your skills, expertise, years of experience, level of experience and transferable skills. This should also include an overview of the hospitals or clinics where you have recently worked. A CV in which the candidate's scope of practice is ill defined and vague will often be given scant attention.

You will need to include considerably more information than you would if applying for a similar job in your home country. What is obvious to people in your current working environment is often unknown to people abroad. In Saudi Arabia the issue is further complicated by the employment of medical staff from diverse backgrounds and geographical areas who have trained in different clinical systems.

Your CV will probably be reviewed by doctors who have trained in different healthcare systems; USA, Canada, Germany, Scandinavia, France and other countries where job titles and scope of practice in a given role is quite different. For example, a gynaecologist in some European countries will perform breast surgery whereas in the UK, Ireland, USA and Canada this is not the role of a gynaecologist but of a general surgeon. Similar practice variations exist in other specialities so it is crucial that you detail the procedures which you can do and the expertise which you can offer to a role.

Listing a job title and place of work may be sufficient when applying for a job in the healthcare system where you currently work because there is a general assumption that people who review CVs have a basic knowledge of the hospitals and clinics which make up that system and the level of services and quality of facilities which they offer. That assumption does not hold in Saudi Arabia.

Information which should be set out in the CV includes:

Current and Recent Past Places of Employment or Medical Practice

name and location of the hospital or clinic
service level: primary, secondary or tertiary care
facilities: number of beds, operating theatres, ICU beds, NICU/PICU beds, consulting rooms, staff numbers, equipment, laboratories, radiology equipment (eg MRI, CT, Interventional Radiology)
accreditations (if relevant)
services provided: 24/7 emergency, ICU, PICU/ NICU, specialist services, pathology, radiology
education and research: university affiliations, medical student teaching, postgraduate training programs.

Job Title

Job Title as incorporated in employment contract
Additional titles: university appointments, clinical directorships, leadership roles

Qualifications

Medical Degree with date of award and awarding institution
Postgraduate specialist qualifications with dates of awards and awarding institutions

Technical Skills

Procedural competency - surgical and interventional procedures
Competences in specialist and subspecialist field
Level of competence - basic, intermediate, advanced
Level of experience - tertiary care subspecialist teaching hospital, district general, rural hospital, polyclinic, rural or urban general practice.

Transferrable Skills (with examples)

Leadership experience - clinical leadership, goals and outcomes achieved
Management experience - hospital, clinic, team management
Problem solving skills - in depth analysis of problems at work
Analytical skills - critical thinking
Communication skills - oral, written
Creativity and innovation - innovative and effective at solving problems
Entrepreneurial skills - practice development

2: Personal Details

In some countries, personal details on job applications are kept to a minimum, allegedly to avoid selection bias or grounds for discrimination during the recruitment process. This is not the case in Saudi Arabia where discrimination on the basis of age, sex or nationality is quite legitimate and widely practised.

Here are some typical personal job requirements:

Saudization: certain jobs are identified for Saudi citizens only and preference will usually be given to Saudi citizens when available.
Obstetrics and Gynaecology: many hospitals and clinics have policies for hiring female physicians only for all or some obstetric and gynaecology jobs.
Breast Surgery : some hospitals employ only female surgeons
Age: the upper age limit for new hires in Saudi Arabia is 60 and most hospitals will not consider new applicants over the age of 59. Some hospitals have an upper age limit of 55 for surgeons.
Arabic Language: Arabic language fluency is a requirement of some jobs, particularly in the fields of psychiatry, family medicine and geriatrics, and native speakers are often preferred.
Citizenship: employers have restricted access to employment visas for passport holders of some countries and may therefore refuse to hire prospective employees who are citizens of these countries on the grounds that the quota of visas available has been used.

The best policy when drafting a CV is to include sufficient personal details to provide the employer with enough information to address the above issues. If relevant information is omitted, the CV may be rejected on the grounds that it does not address key issues for the recruitment process or the recruitment process may be started only to be terminated later once the appropriate information comes to light.

We would recommend that the following personal information is set out on the first page of the CV:

Name:
Date and Place of Birth:
Nationality: passport(s) held
Sex:
Languages: list language skills and competency - native, basic, advanced, fluent

Additional information such as passport and ID numbers is unnecessary.

3: Preconditions of Job Application

Before applying for jobs in Saudi Arabia, you should define the objectives you seek from an appointment and on the basis of these, you may wish to add some preconditions to your CV.

1: Location

Some employers in Saudi Arabia draft job offers and employment contracts which do not define a place of performance of duties and include a clause which permits the employer to transfer the employee from one facility to another, often without a defined reason. This includes transfers to hospitals and clinics in different cities.

Some people do not object to this but others, and particularly those with school children, find the clause unreasonable and unsettling. If you wish to work in one place and resist transfer to a different city, you can include this as a pre-condition of your application.

2: Incentive Schemes

Private sector employers in Saudi Arabia often offer consultants incentive schemes as part of a remuneration package on top of the basic salary and other allowances and benefits. This is essentially a performance based bonus in which the doctor can retain a percentage of turnover or profit derived from the practice.

Whilst some employers are transparent about the methodology of incentive calculation, others are deliberately vague. In Saudi Arabia verbal assurances are worthless and all terms must be incorporated into the employment contract. If an incentive scheme and its methodology is not set out in the employment contract, it will most likely not be implemented.

If the incentive scheme is relevant and important to you, you can make it a precondition of your job application and request a transparent policy. For more information about remuneration in Saudi Arabia, read our guide .

Further Information about Consultant Medical Jobs in Saudi Arabia

Candidates interested in consultant jobs in Saudi Arabia in a speciality or family medicine, may register a CV and contact us to discuss opportunities. Advertised jobs can be viewed on our website and applications made by submitting an up to date and well drafted CV.

Further information about working as a doctor in Saudi Arabia can be accessed on our Saudi Arabia section of the website and the Resources section.

Physician Remuneration in Saudi Arabia - Salary, Benefits, Incentives - An Overview

Wed, 08 Mar 2023 17:02:50 GMT

This article is aimed at doctors applying for jobs in the Kingdom of Saudi Arabia and explains the remuneration offered by employers to consultant physicians in all medical specialties including family medicine (general practice)in both public and private sectors.

Since the 1970s when the healthcare sector in the sparsely populated desert Kingdom of Saudi Arabia began its long phase of expansion, powered by foreign manpower, doctors from all over the world have been lured to work in the country by the promise of lucrative, tax free financial gain.

Whilst Saudi Arabia is now vastly more populous and has its own medical graduates who fill most of the medical roles, particularly at the junior doctor level, there remain some opportunities for international medical graduates in the senior, specialised positions, the consultant roles. (The term consultant usually denotes a hospital specialist doctor in the UK and affiliated countries but in Saudi Arabia, general practitioners are also titled consultants in the field of family medicine).

Some of the available consultant job opportunities offer attractive financial prospects, some do not. Therefore, before you settle on a job offer and sign a contract, it is essential to have a sound grasp of your own objectives and the value of the contract offered to you plus any potential liabilities you may incur as a consequence (taxation and claw backs - see below).

Initial Considerations

The Economy of Saudi Arabia

When considering a career move to Saudi Arabia, it is important to retain a sound and realistic perspective of what the country offers and what can be achieved. The financial generosity of the 1970s-1990s has dissipated and the cost of living has risen steeply. There is no personal direct taxation for expatriate professionals at this time, but indirect taxation was introduced with Value Added Tax (VAT) on most goods. Oman proposes to introduce income tax in 2023 and other countries of the Arabian Gulf region may follow this lead.

Saudi Arabia still offers attractive remuneration packages but they are less generous than in the past and the rising costs of living make it more difficult to achieve the financial success of the first expatriate doctors of the late twentieth century.

Worldwide Earnings Taxation

It is worth remembering that some countries do impose taxation on their citizens' overseas earnings. Some countries have a tax free basic allowance (USA is an example) whilst others do not. Potential tax obligations should be reviewed with an accountant in advance.

Public versus Private Hospitals

Public and private sector hospitals usually structure remuneration packages differently and it is important to be knowledgeable of these differences because they affect the overall value of a contract. Our article Medical Jobs in Saudi Arabia - Compare Public and Private Options explains the features of both types of offers and the key considerations for comparing or evaluating job offers.

Define Your Goals and Negotiation Outcomes

Before attending an interview or attempting to negotiate a job offer, each physician should have sound objectives and outcomes in mind and commence discussions in basic agreement with the employer.

Ideally one should start with the concepts of a good offer and an acceptable offer (less than ideal but nevertheless acceptable) and red lines at which the deal becomes untenable and negotiations are discontinued. If these are not formulated in advance, and articulated with clarity, many doctors will drift unwittingly into poor contracts and put themselves at the mercy of the employer's discretion to amend the terms later on.

Some questions to consider:

What is the annual or total income you seek for the duration of the contract?
At what income level does the contract become untenable?
Is an incentive scheme important to you?
Are you content with a minimum guaranteed incentive payment or do you want the full incentive payment due?
Do you require a transparent incentive policy and formula for its calculation with variable percentages according to revenue level?
Do you wish to work in a specific hospital or clinic or city or are you willing to be located to the employer's choice of hospital or city?

These are some of the important pre-conditions to consider before entering into negotiations.

Incorporation of Agreed Terms in the Employment Contract and Job Offer

Generous verbal or written assurances given during the recruitment process, including at interview, cannot be relied upon if not incorporated into the terms of the job offer and the employment contract. This is important. Do not believe promises of vast fee revenues and generous revenue/ profit shares. Unless the details are set out in a policy and detailed in your job offer and employment contract, you will have no right to claim these, and it will be the employer's choice to award them or not. And more often than not, you will not receive them.

Remember that once in Saudi Arabia, you have rights to claim only the terms set out in your job offer and employment contract. Accordingly, it is essential to ensure that these are correct before signing the job offer and employment contract documents.

The Monthly Salary: Basic and "Professional / Speciality Allowance"

Most job offers define salary as a monthly rather than annual rate with 12 payments per year. The salary should be a single figure, termed "basic salary". For consultant positions this is in the range of Saudi Arabian Riyals SAR 45,000 - 90,000 per month depending upon the speciality and level of seniority of the physician as well as the employer.

The basic salary is an important figure because it is the value upon which other benefits are calculated, especially the end of contract award which is mandated by the Saudi Labour Laws. This is a sum of 2-4 weeks salary paid for each year of contract completed.

Some private hospitals split the basic monthly salary into two components - "basic salary" and "speciality or professional allowance", with the basic salary falling well below the national average at just SAR 30000 - 35,000 per month. As the total salary monthly paid is the same, many doctors do not recognise the negative implications this has upon the overall value of an employment contract.

Example

The example below compares the end of service award (bonus) paid at a rate of 4 weeks' salary per year worked at the end of a three year contract by two hospitals paying the same total monthly salary ie SAR 90,000.

Hospital A pays a basic salary of SAR 90000 whilst hospital B pays a basic salary of SAR 30,000 making up the total with a "speciality allowance" which does not count towards the end of service award. At the end of three years, the final award payment from hospital B is just SAR 90,000 reflecting a loss of SAR 180000 ie two month's earnings.

Incentive Schemes

Incentive schemes are a feature of the revenue / profit generating private healthcare sector intended to motivate high performers with a share of revenue generated by the individual physician's practice. Fees are paid for each item of service by patients or insurance companies with interventional procedures generating the highest fee rates. Surgeons, particularly orthopaedic and plastic surgeons, usually generate the highest revenues.

An incentive scheme should be transparent and contain the following elements set out in a formal policy and illustrated with an excel spreadsheet with formula.

basic revenue level at which the incentive scheme commences
fee per item of service
target revenue per physician
minimal accepted revenue per physician
costs of practice - salary, administrative costs, allowances
percentage of revenue due to physician, often with a sliding scale increasing according to revenue levels.

This information should be requested and studied before a job offer and employment contract are signed, and if necessary, renegotiated to secure more advantageous terms. The agreed terms should then be set out in the job offer and employment contract in detail. If not done, the incentive scheme will likely not be paid.

During negotiations, you need to ascertain the performance targets you need to meet to remain employed and evaluate the feasibility of these targets.

Benefits

Employee benefits are non-cash provisions within the reward package, including paid holidays and cost of living subsidies such as accommodation allowances, transport and healthcare insurance. The education allowance paid by some, but certainly not all employers in Saudi Arabia, is paid directly to accredited schools within the Kingdom as a contribution to the tuition fees. It is restricted to 2-3 children under the age of 18 and over the age of 6.

ELIGIBILITY FOR BENEFITS

Contract Status : family or single status

Authorised Dependents : Spouse and 2-3 children under the age of 18 (non married partners, parents and extended family members are not authorised). Additional children may live in Saudi Arabia but are not eligible for benefits such as travel, healthcare and education)

Working Hours: 40-48 per week (5 or 6 days)

BENEFITS

PAID LEAVE

Annual Public Holiday : 10-14 calendar days

Annual Vacation: 21-40 calendar days

Professional Leave: 7-14 days but may be eligible for this only after completion of probation or a specified length of service.

ACCOMMODATION

Housing: Furnished family accommodation with all basic necessities and home appliances or an allowance to cover rent.

TRANSPORT (LOCAL)

Transportation: employee travel from home to work

HEALTHCARE

Health Care : provided to Employee and authorised dependents

TRAVEL

Designated Airport: Point of Hire - Economy or business class tickets at start and end of contract.

Leave Air Travel: the employer will provide economy / business class round trip air tickets, for the employee and authorised dependents, from the employee's assigned port in the Kingdom of Saudi Arabia to the Designated Airport. Eligibility is subject to completion of probation and in some cases after a defined period of service, often 12 months. In some cases there are clawbacks ( see below).

CHILD EDUCATION ALLOWANCE

Child Education Assistance : a sum of SAR 16,000 - 20,000 paid per annum per authorised child between 6-18 years of age.

Recoupment of Expenses by Employer

Job offers and contracts should be ready carefully for terms which state that allowances, benefits or other costs and expenses are payable to the employer in the event that the employee does not complete the full term of the employment contract and leaves early.

This clause is common: " Failure to complete the subsequent period of service will result in recoupment by the Employer of all ticketing and travel cost paid " and indicates that air travel paid for vacation leave will be deducted from money owed by the employer (salary) to the employee if the doctor leaves employment early.

Similar clauses exist for the recoupment of travel, visa, professional licensing and recruitment expenses incurred by the employer and these can add up to substantial amounts. Before signing an agreement it is wise to negotiate the removal of these clauses or a cap on the sums which can be recouped. If that is not possible, estimate the potential costs of quitting early and take steps to mitigate them.

if you are looking for medical jobs in Saudi Arabia, our recruiters will be happy to guide your job search. Please register your CV and contact us to discuss your interest.

Credentialing and Privileging of Doctors for Jobs in Saudi Arabia

Fri, 17 Feb 2023 23:58:57 GMT

In Saudi Arabia , the credentialing and privileging procedures for doctors are separate; the former the duty of the regulatory authority and the latter the responsibility of the employing hospital or clinic. Both processes must be satisfied to secure a job.This article explains the requirements and procedures.

Doctors who are considering work in the Saudi Arabian medical sector must satisfy the requirements for professional registration and a licence to practise as a physician in the chosen speciality at the appropriate level. Saudi Arabia has a single medical regulatory authority, the Saudi Commission for Health Specialties , which reviews physician credentials and grants licences to practice medicine in the Kingdom.

However, it must be stressed that a successful application for a professional licence may not automatically guarantee eligibility for a job in the same speciality and at the same level, because each hospital and healthcare facility has its own unique privileging process which determines the doctor's right to receive privileges to practise his or her speciality in that particular environment.

In the public medical sector, the King Faisal Specialist Hospitals and military hospitals have the most stringent privileging requirements, matched only by some of the larger private sector hospitals.

Here is an overview of both procedures: credentialing and privileging.

1: CREDENTIALING: Qualifications and Experience Required to Obtain a Consultant Physician Licence in Saudi Arabia

The Saudi Commission for Health Specialties is responsible for the assessment of applications for registration as a physician and for maintaining a register of practising physicians. The process of registration is described in detail in our article titled Registration of Medical Professionals in Saudi Arabia and candidates who are required to take a prometric examination, can review our guide Saudi Commission for Health Specialties Prometric Exam .

The Medical Credentials required for a consultant licence are as follows:

medical degree from a medical school approved by the World Health Organisation's World Directory of Medical Schools.
pre - specialist training of at least one year - different job titles are used for this stage of a medical career but the usual ones are "junior house officer", "intern" or foundation year one (FY1)
specialist training in a structured program in a recognised speciality at a basic, intermediate and advanced level
specialist qualification - board certification or fellowship in the primary speciality and / or secondary speciality

Recognised specialist qualifications for consultant licences

The preferred qualifications are:

UK - Membership / Fellowship of a Medical Royal College and the Certificate of Completion of Training (CCST) or the Certificate of Equivalent Specialist Training (CESR)

USA - American Board Certification

Canada - Fellowship of the Royal College of Physicians and Surgeons of Canada

Australia and New Zealand - Fellowship of Medical Royal College

South Africa - Fellowship of the College of Medicine of South Africa and / or MMed

German, Austria, Switzerland - Facharzt

France - DES / DESC

Spain - Spanish Board Certification

Italy - Italian Board Certification

Sweden, Norway, Denmark, Finland - State Board Certification

Netherlands - Dutch Board Certification

Primary source verification of qualifications, medical licence and certificates of employment must be obtained from the DataFlow company before applying for a licence. Our guide to obtaining a DataFlow Report details the procedures.

2: PRIVILEGING: Qualifications and Experience Required to Obtain Hospital Privileges and Employment

Unlike the credentialing process which is undertaken by a single national regulatory authority, physician privilege assessment is undertaken by individual healthcare facilities for the purpose of verifying and integrating the training and experience of the healthcare practitioner with the scope of services offered by the facility.

The requirements and expectations of hospitals vary considerably and applicants should always check the job adverts and job descriptions (where available) for details of the specific qualifications, experience and scope of practice the hospital seeks for each role.

Hospitals can restrict privileges and employment opportunities to doctors who hold specific qualifications, have a minimum duration of experience in their speciality in independent practice post specialist board and have performed a minimum number of procedures. In assessing candidate's applications for employment, healthcare facilities may request sight of surgical log books or ask candidates to complete detailed forms about procedural competency.

The major public and private sector hospitals will generally expect:

Qualifications: undergraduate and postgraduate qualifications as listed above
Experience: post specialist board certification experience as an attending physician or consultant of 2-3 years duration
Procedural competency: evidence of competence in each procedure relevant to scope of practice
Language proficiency: English proficiency is essential although not usually formally tested. Arabic proficiency is essential for some positions, particularly in psychiatry, family medicine, geriatrics and internal medicine, and desirable for all.

Candidates for medical jobs in Saudi Arabia may find themselves in the situation where they are granted a licence to practice as a consultant in the country but do not meet the privileging requirements of the hospital where they wish to work due to the hospital refusing to accept qualifications from some countries or demanding more post specialisation experience, or not employing non Arabic speakers in certain roles.

Do you need help with applying for medical jobs in Saudi Arabia?

If you are uncertain about meeting the credentialing criteria for a medical licence or the privileging criteria for a job, please contact us and our expert recruiters will be delighted to advise and assist you.

You can browse advertised jobs in Saudi Arabia and apply for them on line with your curriculum vitae (CV) and also register your CV and sign up for job alerts.

Read more about working in Saudi Arabia in our locations and resources sections of this website.

If you are interested to read about the experiences, tips and insights of others who have made the move to Saudi Arabia or other countries in the Middle East, read our case studies .

From time to time, we have some events about working in Saudi Arabia so check out our web site regularly for details.

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