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Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts

Thursday, March 20, 2025

Bleeding medical talent

 

PETALING JAYA: There has been an increasing trend of medical graduates leaving for Singapore for housemanship, leading to losses of millions of ringgit in educational investment annually, say experts.

Universiti Kebangsaan Malay­sia Faculty of Medicine dean Prof Datin Dr Marina Mat Baki said from only two graduates who moved to the republic in 2020, the number grew to 15 more graduates in 2021, 25 in 2022 and 30 in 2023.

“This is a significant loss for Malaysia as the tuition fees for medical courses are heavily subsidised by the government,” she said.

She urged the government to expedite allocation of hospital postings for graduates after completing their final examinations to retain them in the country. 

“As long as they pass their final examinations, they should be allowed to apply for and get their placement as soon as possible,” she said.

According to the Singapore Medical Council, only medical students who graduated from Universiti Kebangsaan Malaysia (UKM) and Universiti Malaya are accepted to undergo training in the republic.

Dr Marina noted that it is harder for graduates who did their housemanship in Singapore to return and practise in Malaysia as they need to prove that they have fulfilled the Malaysian Medical Council’s (MMC) requirements.

“If the training was not completed as per MMC’s requirements, they will need to fulfil the postings that haven’t been done in Malaysia before they can be certified and continue as a medical officer here,” she said.

She added that it is easier to come back as a specialist, but the certification must be from qualified bodies approved by MMC.

This would typically take up to 10 years.

She also highlighted the possibility of less opportunities for Malaysian graduates to pursue specialist programmes in Singa­pore.

Prof Dr Sharifa Ezat Wan Puteh, a health economics and public health specialist at UKM, said the government would have spent an estimated RM500,000 to RM1mil per student for a five-year course.

She said the cost included the study placement comprising capital and assets in training hospitals.

“The government is also paying all lecturers to teach our medical students. This figure is only from one university,” she said, referring to UKM.

“The return on all the investments is lost because once the doctors work abroad, there is no benefit received by the local population.”

Apart from the financial loss, she said, Malaysia is also left with fewer doctors, which could disrupt the ratio of provider-to-population and affect access to medical care.

Hartal Doktor Kontrak spokesperson Dr Muhammad Yassin said the talent outflow would place further strain on Malaysian healthcare workers.

“This will lead to more burnout and overwork, which may in turn lead to more exodus out of the Health Ministry, either to the private sector or overseas.

“The overall effect will be a healthcare system with suboptimal care for the patients as more and more are depending on the public healthcare system due to the increase in insurance price and medical inflation,” he said when contacted.

He said this matter should be addressed by improving the working environment and providing better remuneration for medical officers and specialist doctors.

“Start with increasing on-call allowances. There is also a need to find ways to reduce the workload of healthcare workers in general, not just doctors but also support staff,” he added.

He proposed a private-public partnership or a national insurance scheme that helps offload patients in the government facilities to the private sector without compromising care.

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Sunday, December 22, 2024

Leading through change

 

LIKE many Malaysians, I often have to remind my colleagues, neighbours and friends that chat groups are not the best place to discuss politics, especially topics on race relations and religion.

Some of us often forget that participants in chat groups may not necessarily share the same sentiments and enthusiasm. Chat groups are created for specific agendas and purposes, but we do go off-track sometimes.

The workplace is no different. Divergent opinions can lead to creativity and better ways of doing things once a consensus is reached. However, it can also result in strong disagreements and even conflict, potentially breaking a team.

As managers, we are familiar with such situations. Managers must always think about how best to manage divergent opinions in professional settings.

As we come to the end of 2024 and brace for an uncertain 2025, in times of political upheaval, such as the new US president and increased geopolitical tensions affecting every region in the world, it is also a good time to focus on managing our backyard.

With 2025 on the horizon, it is a good time to focus on managing our backyard

The bigger challenge requiring managers’ attention in 2025 is the march of AI

AI will impact every department and section, with no exceptions

Being respectful and professional is always key, according to the Chartered Management Institute’s (CMI) tips for managers – be brave enough to shut down conversations if they make some colleagues feel uncomfortable.

It is important to remind teams that the workplace is not always the best place for heated political discussions, especially if they prove unproductive and inconsequential to work.

The bigger challenge requiring managers’ attention in 2025 is the march of artificial intelligence (AI) in the workplace. Forget about scheming and untrustworthy politicians.

AI is the number one priority – the better it is managed, the more likely organisations are to adopt it successfully and avoid potential pitfalls. The good news is that the Malaysian Employers Federation (MEF) believes that a significant portion of companies in Malaysia are proactive in this regard.

MEF president Datuk Syed Hussain Syed Husman cites the Cisco AI Readiness Index survey conducted in November last year, which revealed that 46% of Malaysian organisations are prepared to adopt AI technology in line with the Fourth Industrial Revolution (IR 4.0). The study indicated that 13% of these entities are fully ready, with an additional 33% classified as partially ready.

For AI to take off, the positive impact of management and leadership on organisational performance is well-documented, including by Haskel et al (2007) in the United Kingdom and Bloom et al (2010), which found better management led to productivity increases of 13% to 17%.

Data from the UK’S Office of National Statistics shows that companies with high management practices are significantly more likely to drive tech and AI adoption. The research found that companies with top-tier management scores are significantly more likely to adopt AI (37% in the top decile compared to just 3% in the bottom) and to recognise its relevance.

While only 32% of top-performing companies see AI as inapplicable, this figure rises sharply to 74% among those with lower management scores.

However, CMI research reveals that anxiety around AI technologies remains widespread, with over two in five (44%) UK managers reporting concerns raised by colleagues and direct reports about new and emerging AI tools within their organisations.

Alarmingly, fewer than one in 10 managers (9%) believe their organisation is adequately equipped to work with AI, with most receiving little to no training on how to manage or integrate these technologies effectively.

Researchers have found that managers will increasingly play a critical role in interpreting Ai-generated insights, ensuring these align with organisational goals, and making judgment calls that require human intuition and ethical consideration.

AI will impact every department and section, with no exceptions. For the human resources manager, they will need to determine whether AI is writing recruits’ curriculum-vitae and cover letters.

If so, should this be a cause for concern? Are graduates making themselves more attractive to employers by demonstrating a willingness to use AI? Or does this come across as lazy or lacking in creativity?

What does it tell potential employers? Is it deceitful or clever? And should employers be using Ai-detection software?

For news editors in TV studios and newsrooms, shouldn’t they be leading the charge to use AI to eliminate tedious work, allowing staff to focus on creativity and more purposeful tasks?

As we end the year, some companies are still struggling with hybrid working.

It is safe to say that most Malaysian employers have insisted their staff return to the office physically.

This will also be the last year when public listed companies are allowed to conduct annual general meetings for shareholders solely online.

Beginning next year, public listed companies must have physical annual general meetings, with online participation as an additional option.

As we approach the fifth anniversary of the pandemic, the challenge for 2025 will be for managers to ensure they get it right.

For Malaysian managers still holding on to the hybrid workplace, they would know by now if it is still effective. - WONG CHUN WAI Award-winning veteran journalist and Bernama chairman

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Saturday, June 15, 2024

Weed out the problematic, errant, incompetent officers early



Upholding integrity: Ismail (centre) chairing the EAIC coordination meeting with heads of enforcement agencies. — Bernama

Problematic government officers found to be involved in malpractices or wrongdoings must have their services terminated early to put an end to integrity issues involving civil servants and management,  proposed the Enforcement Agency Integrity Commission (EAIC).

Its chairman Tan Sri Ismail Bakar said the Malaysian civil service was once revered among the Commonwealth nations but noted that it is now entangled with integrity issues.

Ismail said giving marching orders to civil servants who are problematic is the way to go to prevent integrity issues from festering at the new department these officers are transferred to.

ALSO READ: Prepare to lose your job if you fail to report graft cases, warns MACC chief

We are working on eradicating problematic officers in (government) agencies by way of early termination of their service. If the government agrees on this, it will be easier for us to perform our duties,” he said.

Ismail provided examples of court cases involving civil servants who have engaged in malpractice or misconduct.

“But we lost (the case). With the relevant laws, we can see how to terminate their service without having their case concluded in court trials,

Ismail said there has been precedent where problematic officials were terminated, citing existing regulations such as the Public Officers (Conduct and Discipline) 1993 that provide for this.

ALSO READ: ‘Be transparent in sacking corrupt civil servants’

He described the practice of transferring problematic officials to a different department as “a vicious cycle”, which might not be a deterrent.

“What is also worrying is that some civil servants and enforcement officers would get a third party, such as an influential individual or a company, to protect their wrongdoings.

“What is more saddening is that there are higher-ups who are complicit in their subordinates’ wrongdoings.

“In fact, some have even led such activities. Such deeds have tarnished the civil service’s image,” Ismail said.

ALSO READ: ‘Problematic’ civil servants risk early termination, says EAIC chief

He said if enforcement agencies’ disciplinary bodies do not adopt EAIC’s recommendations, it sends a signal that they are not serious about eradicating wrongdoing.

Ismail, who is a former chief secretary to the government, also said that low wages should not be an excuse to be corrupt.

“You already knew your wages (before joining the service), so why did you still take up the job?

“Never use low wages to legitimise corruption,” he said in his opening remarks at the EAIC coordination meeting with enforcement agencies’ department heads yesterday.

“If you love the civil service, carry out the duties you are assigned responsibly,” he said.

Ismail said the EAIC had received 229 reports on integrity cases between June 1, 2023, and May 31, this year, with the highest number of cases related to the Immigration Department.

During this period, the commission initiated 17 investigation papers regarding alleged malpractices by civil servants.

Almost 90% of the probes have been completed and decisions have already been reached regarding two individuals who are being investigated.

The EAIC had, among other things, recommended terminating the public officers’ service, halting their promotion and issuing warnings.

EAIC is a federal statutory body responsible for monitoring and investigating public complaints about the alleged misconduct of enforcement officers or agencies as listed in Act 700.

Currently, it has 21 enforcement agencies under its supervision.

This includes the Immigration Department, Customs Department, Malaysian Maritime Enforcement Agency, National Registration Department and Road Transport Department, among others.Ismail also said that the commission is looking for more agencies to fall under its jurisdiction.

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Prepare to lose your job if you fail to report graft cases, warns MACC chief

‘Be transparent in sacking corrupt civil servants’

‘Problematic’ civil servants risk early termination, says EAIC chief

EAIC investigated 17 cases of civil service malpractice in past 12 months

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Saturday, May 25, 2024

M’sian-born CEO paid more than tech titans

Leading the pack: Tan beats Cook, Musk and Zuckerberg in the analysis by the WSJ. — Photo from Broadcom Inc

Tan tops list of highest paid executives in the US last year 

PETALING JAYA: The highest-paid chief executive officer in the United States is neither Apple’s Tim Cook nor Tesla’s Elon Musk, but Malaysian-born businessman Tan Hock Eng.

Tan, 71, also surpassed Meta Platforms’ Mark Zuckerberg by earning US$162mil (about RM760mil) in compensation last year, according to South China Morning Post, which quoted an analysis by the Wall Street Journal (WSJ) this week.

“Tan, who is a US citizen, is the CEO of semiconductor company Broadcom Inc and has been topping the pay charts since 2006, receiving US$103mil in 2017,” said WSJ.

However, the pay package comes with several conditions, including the company’s stock hitting a certain level by next year. Tan must also remain as CEO for an additional five years, and he will not receive any more equity or cash bonuses during that period.

The semiconductor company’s shares rose 106% over the past 12 months, bringing its total market capitalisation to US$655bil (RM3 trillion).

Tan is also a board member of Meta Platforms, the US-based company that owns Facebook, Instagram and WhatsApp among others.

Tan, who hails from Penang, completed his undergraduate studies in mechanical engineering at the Massachusetts Institute of Technology.

He also has a bachelor’s degree in electrical engineering from the National University of Singapore. He then earned a Master of Business Administration from Harvard University. After returning to Malaysia, he was involved with Hume Industries between 1983 and 1988.

He then moved to Singapore as managing director of venture capital firm Pacven Investment.

He reportedly relocated back to the United States in 1992 and assumed the role of vice-president of finance for PC maker Commodore International.

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