Among developing countries, there were emerging economies that bettered their regional peers. In Latin America, Chile was noteworthy because of its high social mobility and its open borders. In Asia, China outperforms other countries in the region due to its ongoing efforts to strengthen its higher education system. The GTCI shows the global spread of talent competitiveness is indeed lopsided. Clustered at the top are rich countries that need to nurture both global knowledge and vocational skills, contrasted with lower-ranked emerging economies.
The gap is widest on global knowledge skills, where rich countries are much stronger due to their well-developed ecosystem of universities and institutions that spur innovation, which are difficult for developing countries to replicate in the short term. There is a virtuous feedback loop in operation in rich countries, which are able to develop, attract and hold onto talent.
By contrast, the GTCI shows poor countries may not be able to keep the skilled workers they have developed and attracted. What is more, many of these emerging countries are striving to expand their pool of the vocationally skilled. The index suggests another front is emerging in the global war for talent. To sharpen its competitive edge, a large country can better match the agility of the best-performing small countries and city-states, through strengthening competition among cities within its borders, Evans said.
This is all great in theory. When the English Language Centre at my west coast Canadian institution considers which new countries we might choose to consider for recruitment we look to a number of criteria to guide our decision making. Some of these factors are entirely beyond our control; others are things we may be able to influence. We have also loosely weighted each of these broad categories to give us direction on the locations that would warrant an investment of our time, money and effort.
However, to be clear, at the outset you need to solidly identify your goals and objectives in considering a new target market. Your decisions may differ if you are seeking to diversify your student base than if you are solely looking for a financial windfall. This factor considers the ease of citizens of the target country to obtain visas — the cost, application process, whether the visa processing centre is in the country, visa processing times, ability to transfer money out of the country to pay for courses , embassy support and the visa application refusal rate in that country.
This factor examines whether there are established or promising partners in the country — perhaps agents or universities — and the quality of those relationships. Publisher NHS Employers. Related content. Article Agency application process Information on the application process for recruitment agencies to be placed on the list, how the list is monitored and the appeals procedure. Article Working with agencies - top tips This page holds top tips for employers on working with agencies for their international recruitment.
A guiding principle of the code of practice is there must be no active recruitment from countries on the list, unless there is an explicit government-to-government agreement with the UK to support managed recruitment activities undertaken strictly in compliance with the terms of that agreement. In annex A below, countries on the list are graded red. The case study examples below set out how the definition of active recruitment is applied in practice.
These case study examples are not an exhaustive list of the types of conduct which constitute active recruitment, any conduct which falls within the definition above will constitute active recruitment. An agency advertises within a red country on the list and actively supports several candidates from that country with their applications, appointments and travel to the UK.
This would be deemed active recruitment and contravenes the guiding principles within the code of practice. An agency runs a recruitment fair in Nigeria highlighting opportunities in the UK.
Nigeria is on the red list and should not be actively targeted for recruitment. The agency does not actually hire anyone. This would still be deemed active recruitment and contravenes the guiding principles within the code of practice.
An agency or organisation with multinational contracts advertises in Uganda. They highlight that they are recruiting to a different country that is, not the UK , however they also have contracts in the UK. A recruitment agency is approached by an individual working in a country on the red list who has been referred to the agency by their friend who is working as a social care nurse in the UK.
The agency supports the individual with their application and makes a bonus payment to their friend for the referral. This is in breach of the code of practice, an agency should not facilitate the recruitment process unless the candidate has already been appointed by the employer through a direct application. In addition, referral fee schemes are deemed to be active recruitment and are not permitted in countries on the list. A nurse from Sudan applies to work in the NHS unassisted.
He is interviewed by the trust and deemed successful for the post, subsequently travelling to the UK on receipt of his visa. This activity did not include any active recruitment therefore does not contravene the code of practice. A doctor from Nepal is working in Canada having relocated there five years ago.
An agency advertises in Canada and the doctor is picked up in the cohort and wishes to come to the UK. This activity is not in breach of the code of practice; ethical recruitment is determined by the country from which the individual is being recruited, rather than the nationality of the individual.
A nurse from Pakistan applies directly to a social care employer in the UK and is successfully appointed. The social care employer requires the support of a recruitment agency to facilitate the nurse through the remaining part of the recruitment process. This activity is not in breach of the code of practice.
Countries on the list in annex A below face the most pressing health workforce challenges related to universal health coverage UHC. Therefore, countries on the list should not be actively targeted for recruitment by health and social care organisations or recruitment agencies unless there is a government-to-government agreement in place to allow managed recruitment undertaken strictly in compliance with the terms of that agreement.
Countries on the list are graded red. If a government-to-government agreement is put in place between a partner country, which restricts recruiting organisations to the terms of the agreement, the country is added to the amber list. If a country is not on the red or amber list, then it is green.
Green countries are not published in the Code of Practice unless there is a government-to-government agreement in place for international health and social care workforce recruitment. The agreement may set parameters, implemented by the country of origin, for how UK employers, contracting bodies and agencies recruit. Green countries with government-to-government agreements in place are listed separately in annex B below.
The list does not prevent individual health and social care personnel from countries on the list applying to health and social care employers for employment in the UK, of their own accord and without being targeted by a third party, such as a recruitment agency. Recruitment activity from countries on the list will be monitored and where trends indicate an increased level of recruitment activity, DHSC will work with the country in question to understand the cause and whether it is related to active recruitment.
The informal and formal escalation stages of investigation followed when it transpires that recruitment activity contravenes the code of practice is set out at annex C below. The list replaces the list of developing countries that should not be actively recruited from referred to in the previous code of practice.
Managed recruitment permitted and undertaken strictly in compliance with the terms of the government-to-government agreement. Active recruitment outside of the government-to-government agreement is not permitted. Amber countries are listed in annex A below. Active recruitment permitted. In some countries, particularly middle income, this may be through a government-to-government agreement to set parameters, implemented by the country of origin, for how UK employers, contracting bodies and agencies recruit.
Green countries that have a government-to-government agreement in place for international health and social care workforce recruitment, are listed separately in annex B below. The Health Workforce Support and Safeguard list comprise 47 countries. The countries listed have a UHC service coverage index that is lower than 50 and a density of doctors, nurses and midwives that is below the global median A red country on the list can become amber if a government-to-government partnership agreement is put in place to allow recruitment of health and social care personnel only on the terms of the agreement.
Proposals can also come from any relevant organisation, but should be agreed with the country concerned, via the FCDO. If the agreement is approved and implemented, the country will be listed as amber and managed recruitment of health and social care personnel is undertaken strictly in compliance with the terms of that agreement. There are a small number of green listed countries where an increase in international recruitment may exacerbate existing health and social care workforce shortages.
Where this is the case, the same process outlined above can be followed to change the grading of a green list country to amber, so that any international recruitment is managed strictly in compliance with the terms of a government-to-government agreement. The WHO estimates 18 million more health workers are needed by in low- and lower-middle income countries to achieve UHC. There are different mechanisms through which the UK provides this support in low income and lower middle-income countries.
These types of agreements can be useful to countries from which many health and social care workers arrive, including those not on the list, because they enable recruitment of health and care staff in a managed and mutually beneficial way.
Agreements should ensure that migration to the UK does not exacerbate any existing domestic workforce shortages in that country, and that work is linked to strategies that support development of the health workforce and strengthen the health system there. For countries not on the list, there is still value — in particular to middle-income countries — in developing government-to-government agreements to set parameters, implemented by the country of origin, for how employers and agencies recruit.
An example of this is the long-standing agreement between the government of the Philippines and the UK, whereby large-scale nurse recruitment takes place, within agreed parameters as set by the government of the Philippines.
The UK government will continue to engage proactively with countries that are interested in this approach. In agreeing these new partnerships, the UK will engage with relevant stakeholders in partner countries, including but not limited to Ministries of Health, professional organisations and civil society.
Partnership agreements will refer to the evidence base including a health labour market analysis. Registered nurses from Jamaica undertook education and training placements at Leeds Teaching Hospital for 5 months in specialist areas such as emergency medicine and intensive care. They then returned to Jamaica to utilise and share their new skills, knowledge and experience with their own healthcare system, including the delivery of quality improvement projects under the mentorship of NHS staff.
HEE works with a number of countries, responding to requests for support on workforce development, creating placements for professional groups, matching NHS workforce need with international training requirements and seeking out new bilateral relationships to strengthen workforce development in the NHS and outside the UK.
Examples of educational programmes which bring doctors and nurses to the UK to work, often with a view to returning to their countries of origin with improved clinical skills are provided in case studies 10 and 11 below. Thai doctors will have the opportunity to undertake a 3-year clinical fellowship in an NHS hospital with the option of undertaking a masters level qualification.
NHS Public Health trainees will have the opportunity to undertake a one-year research placement, focused on noncommunicable diseases NCDs , at prestigious university hospitals in Thailand as part of their training. The Medical Training Initiative is a successful programme aiming to improve the skills of the medical workforce in low- and middle- income countries.
Doctors should return to their home countries where service users and colleagues benefit from the skills and experience they have obtained in the UK. In eligible countries, the UK provides Official Development Assistance ODA to defeat poverty, tackle instability and create prosperity in developing countries.
The UK is the second largest governmental donor to global health. Our ODA investments in health systems, support low and lower-middle income countries to make progress towards universal health coverage and wider health related sustainable development goals.
This includes support for recruiting and retaining skilled healthcare professionals. Channels of support include bilateral health programmes which directly support national governments or civil society partners with financing or technical collaboration in response to national health workforce challenges.
ODA -funded research programmes build understanding on how to invest in sustainable and resilient health workforces in different settings. NHS Employers organisation updates and maintains a list of recruitment agencies which operate in accordance with the code of practice. Health and social care local employers should only use agencies who are on the code of practice agency list. Recruitment agencies wishing to apply for inclusion on the code of practice agency list are required to complete an online application form.
The application form confirms:. If, after assessment of the application and resolution of any queries, an agency is not successful in being placed on the list, they will be advised of the reason in writing via email.
The agency must wait 3 months before it can re-apply and must show that it has changed its business practice to be placed back on the list. The procedure for monitoring agencies for their adherence to the principles of the code of practice is as follows:.
Every other year, NHS Employers writes to all agencies via email allowing them 2 weeks to respond asking them to:.
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