Building bridges, not walls

Dr Ibreez Ajaz,

University Hospitals Plymouth NHS Trust

Dr Mohammad Ibrahim Ivan,

Medicines and Healthcare products Regulatory Agency

When we first set foot in the NHS, the welcoming environment juxtaposed with the institutional gaps for international medical graduates (IMGs) was stark. While the NHS was fraught with high demand for doctors, highlighted by the General Medical Council workforce 2022 data, an organised support system for IMGs was conspicuously absent. We quickly realised the paradoxical nature of the situation: the healthcare system is desperate for talent, yet devoid of a dedicated framework for integrating that talent seamlessly.

Motivated by our experience as two IMGs new to the NHS, we set out to create a platform known as ‘Road To UK’. We created articles, infographics, videos and courses, and continue to support millions of IMGs across the world through different forms of social media. Through our own time and effort, we were successful in our attempt to bridge the chasm between local and international graduates.

The vision was clear, but the barriers to implementing change, both at local and national levels, were formidable. Resistance to change, bureaucratic red tape and resource limitations were obstacles we had to contend with every day. The established norms within institutions across the NHS were deeply entrenched, creating an organisational barrier that was challenging to overcome. There was an apprehension towards altering the status quo, a disinclination rooted in the fear of the unknown and amplified by a lack of understanding about the unique challenges faced by IMGs.

By investing in inclusive and comprehensive approaches for international doctors, we can ensure that the talent entering the NHS is not just welcomed but empowered. Regrettably, until stakeholders nationwide put aside their own agendas and performance indicators, recognising the workforce as unique individuals rather than mere statistics, which means our efforts to maintain and foster growth within our staff will face substantial challenges.

In the meantime, we seek active engagement from all to bolster our cause. To further support IMGs in their transition into the NHS, we propose these five key initiatives:

• Tailored Orientation Programmes: Develop programmes specifically aimed at acclimatising IMGs to the NHS culture and practices. These should cover not just clinical skills but also cultural competence and communication nuances.
• Mentorship and Peer Support Networks: Establish a robust system of mentorship where experienced NHS professionals guide IMGs. Additionally, peer support networks can provide a platform for IMGs to share experiences and advice.
• Accessible Professional Development: Ensure that IMGs have equal opportunities for professional development, including training workshops, conferences, and career advancement seminars specific to their needs.
• Feedback and Advocacy Mechanisms: Create channels through which IMGs can provide feedback about their integration experience and advocate for their needs and concerns within the NHS system.
• Psychosocial Support Services: Recognise and address the unique challenges faced by IMGs, such as relocation stress and cultural adjustments, by providing dedicated psychosocial support services.

To secure a vibrant future for the NHS, the integration of international talent should be viewed as mission critical. By focusing on these areas, the Royal Colleges and other stakeholders can play a pivotal role in ensuring that IMGs are not only integrated into the NHS but thrive within it, contributing to a diverse, inclusive, and empowered workforce.