The health care system is facing a multifaceted crisis that threatens to undermine the quality and sustainability of medical services.
Key issues include an acute shortage of manpower, an exodus of junior doctors as a result of the contract hiring system, and persistent problems related to the recognition of specialist pathways.
These challenges are further exacerbated by pervasive workplace bullying and the grueling, often inhumane, working hours imposed on medical staff.
Recently, the Ministry of Health (MOH) made a public statement outlining short-term solutions to these issues, such as extending health clinic hours and empowering more cluster programmes.
However, these measures effectively demand even more from the already overburdened health care professionals.
While intended to alleviate immediate pressures, such strategies ultimately risk further eroding the wellbeing of those still within the system, contradicting the MOHy’s assurances of improvement.
Stretching the existing workforce thinner is not a sustainable solution and will likely exacerbate the current crisis in the long run.
A largely overlooked issue is the lack of recognition of doctors with advanced qualifications in non-clinical specialties. A handful number of doctors hold Master’s degrees and doctorates in fields such as hospital administration, health financing, and health informatics just to name a few.
Despite their advanced training, these professionals are often relegated to roles as mere Medical Officers, their specialised skills underutilised as they are assigned to perform routine clinical duties.
This misallocation represents a significant waste of talent and resources. These doctors could contribute significantly to the efficiency and effectiveness of health care delivery if placed in roles that align with their qualifications.
Contrastingly, at the MOH’s headquarters, many key positions are occupied by doctors lacking relevant qualifications or proper backgrounds. These individuals are involved in shaping the MOH’s decisions and strategic planning, which may explain why some of the Ministry’s policies appear disconnected from the practical realities faced by health care workers.
Higher posts at the MOH HQ are often governed by public health specialists who may not have in-depth exposure to specific subjects. It’s high time the MOH recognises these non-clinical fields and not remain so obsessed with public health specialists only.
Significant posts in hospitals and state health offices are filled by professionals other than public health specialists, and it’s unfair not to recognise their contributions.
The issue of misplacing unqualified individuals in key roles extends beyond just strategic misalignments. It often results in inefficient decision-making, where policies are created without a thorough understanding of the ground realities and the nuanced needs of the health care system.
For instance, a doctor with no background in health economics might overlook critical budgetary implications, leading to financial mismanagement. Similarly, someone without experience in hospital administration might fail to optimise operational workflows, causing delays and inefficiencies in patient care.
Furthermore, the presence of unqualified individuals in senior roles can demotivate qualified personnel. When health care professionals see individuals without the necessary expertise making critical decisions, it can lead to a sense of frustration and disillusionment. This can further contribute to the already high attrition rates among doctors and specialists, exacerbating the manpower shortage.
The MOH should conduct a comprehensive review of its talent management practices, ensuring that professionals are deployed according to their expertise.
This would not only enhance operational efficiency but also alleviate the burden on clinical staff. A major revamp is necessary, and the mobilisation of qualified individuals to appropriate roles within hospitals could be a pivotal step in this reform.
In enacting meaningful reforms, properly utilising the existing talent pool and aligning roles with qualifications could transform the health care system, ultimately benefiting both health care professionals and patients alike.
The MOH must recognise the critical importance of valuing and appropriately placing its workforce to avoid further chaos and deterioration in health care delivery.
Only through a strategic, thoughtful approach to workforce management can we hope to address the ongoing crisis and build a resilient health care system for the future.
The author is a senior medical officer from Borneo. CodeBlue is giving the author anonymity because civil servants are prohibited from writing to the press.
- This is the personal opinion of the writer or publication and does not necessarily represent the views of CodeBlue.
