ABSTRACT
Background This study aimed to assess and compare the employment rates of medical and dental specialists across different regions of Saudi Arabia from 2011 to 2019. Methodology With the aid of the Saudi Commission for Health Specialties, the national survey was sent via email to 12,000 healthcare postgraduates who obtained their board certificate within the period 2011-2019. It contained several questions regarding demographics, specialty, employment, satisfaction, and, finally, challenges and obstacles they faced during their job-seeking experience. Results Of the 723 respondents, almost 655 (90.7%) were employed. The employment rate of medical specialists (n = 605, 90.7%) was higher than dental specialists (n = 50, 89.3%). Nevertheless, 96% (n = 48) of dental employees were working at a specialty of their specified qualification, while only 93.7% (n = 562) of medical employees did. Regarding the month of their employment, the month of October (15.25%) had the highest employment rate for medical specialists; however, for a dental specialist, August (18%) had the highest employment rate. However, 64.5% of the respondents admitted that they faced challenges during their job-seeking experience, with few available positions being the most common obstacle for both medical and dental specialists. Conclusions Our survey confirms that medical and dental specialists in Saudi Arabia are facing delays in entering the workforce, which vary by region and specialty. It also sheds light on the reasons for these gaps, with limited job opportunities being a major issue for both groups. For career advancement, it is essential to identify these obstacles and develop a strategy to overcome them, such as involving the private sector.
ABSTRACT
BACKGROUND AND AIM: Besides the unique exposure and experience of health leaders in facing challenges and overcoming them, and the relatively fewer articles relating to the perception of health leaders in workforce quality enhancement, health leadership plays a crucial role in redirecting the workforce, increasing job satisfaction, professional development, and burnout prevention. Thus, this study aimed to understand the current healthcare workforce quality and future expectations from the attitudes and perceptions of health leaders. METHODS: A qualitative research was carried out using semi-structured interviews consisting of 24 different questions. Participants of the study were healthcare leaders from different backgrounds and governmental institutions. All interviews were recorded, transcribed, and then analyzed using thematic analysis via the N-Vivo program. RESULTS: Eleven participants were involved in the study, with one female and ten males. A thematic analysis and N-Vivo program yielded 5 main themes: (1) workforce competency, (2) health transformation, (3) leadership, (4) workforce planning, and (5) healthcare quality, with 22 emerging sub-themes. Moreover, participants responded with different attitudes and perceptions. CONCLUSION: Health leaders are satisfied with the current direction of workforce competency and planning, yet fragmentation of the system and poor accessibility may need further enhancement. Furthermore, misutilization of services and the uncertainty of the future and talent pool are potential barriers for capability building. Moreover, with the existing gap in the workforce, health leaders believe that privatization and corporatization may have a positive effect. Aside from that, Saudization with the current plan of having a minimum standard of accepting non-Saudis in certain areas might benefit in maintaining competition and enriching experience. However, catching up with further research in healthcare quality in Saudi Arabia is needed because of the ongoing health transformation.
