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Retaining talent and growth of the laboratory community

Article-Retaining talent and growth of the laboratory community

Staff is the backbone of laboratories and is essential to unlocking performance and improvements in these settings. Recruitment, retention, and performance management are key processes for managing staff, which is why lab managers need to bring in the best candidates, and train and develop them for growth within the lab.

A talented staff drives the success of any lab and lab managers should know how to recruit promising candidates and conduct effective interviews, as mishires cost a lab more than an individual’s compensation. One needs to recognise that technical skills are less important than attitude. Find important traits in candidates and identify effective ways to structure interview questions to ensure successful recruitment. Let us not forget process improvement.

Intellectual capital is the unique knowledge and skills that a company’s workforce owns. A certain amount of staff turnover improves the health of the lab and infuses new energy and innovative ideas. But the turnover among value staff is costly, disruptive, and has negatively correlated with customer satisfaction.

Today’s successful businesses win with innovative ideas, products and services that originate in the knowledge and skills of staff. Staff who are satisfied with their work and company are more likely to create satisfied customers. Furthermore, when staff members feel an attachment to the workplace, they are more likely to share their positive impressions and feelings about the workplace with customers.

Nowadays, technology development and globalisation have helped people be more connected than ever. Therefore, the workplace has become increasingly diverse in terms of culture, sexual orientation, experience, personality, and more.

“One-size-fits-all” strategies for keeping good people simply do not work any longer. Companies can best improve their retention rates by crafting creative, specialised strategies for each major segment of the workforce. Younger staff are particularly interested in defining their career paths and taking jobs that will help them advance to their next jobs. They are also more comfortable with rapid change than older staff.

Older staff, despite moving closer to retirement each passing year, have extensive knowledge and rich business experience that are crucial for the lab. Thus, the lab needs to ask what they need, support flexibility, and make their work interesting.

There are many strategies for improving retention such as hiring the right people, having a good system for evaluating performance, tracking levels of retention and overall staff satisfaction, and training managers and supervisors in good communication skills so that expectations between staff can be openly established. It also helps to offer staff a career path and a career development plan, have a recognition programme that celebrates staff with excellent performance, and customise benefits and work expectations for individual staff as much as possible. However, not all staff have equal value. Performance evaluations make it possible to show the staff who adds the most value.

Performance evaluation and building development plans for staff to be ready for greater responsibility in the future is the lab manager’s responsibility. They need to clarify how lab staff contribute to its success and ensure they understand what is expected of them. Clearly defining expectations is critical to success.

Lab managers also need to know how to clearly define roles and responsibilities, key objectives for each member of staff, select the most important aspects of a staff member’s position, develop effective roles and objectives documents, and identify and integrate objectives into individual goals.

Addressing staff performance is a key role for all supervisors. Clear performance feedback for the staff to help them grow and develop is critical to the lab’s success. Lab managers need to design and create effective performance review conversations, figure out key strengths of staff members, and create proper development plans to grow high performance and repair deficient performance.

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Figure 1

 Established in 1888 by H.M. King Chulalongkorn, the Faculty of Medicine Siriraj Hospital at Mahidol University is the first medical school and the largest teaching medical center in Thailand. Currently, Siriraj hospital has 2,200 beds and 10,000 outpatient visits per day. Department of Clinical Pathology, Faculty of Medicine Siriraj Hospital, Mahidol University consists of four units including phlebotomy unit, central laboratory, molecular pathology laboratory, and special immunology laboratory. Currently, department of Clinical Pathology employs about 160 people.

Figure 2 Total lab automation.jpg

The annual turnover rate is around 3 per cent. Because of the ageing population, workload has grown. Since 2018, the annual test volume has increased to seven million tests. Sadly, our lab’s yearly test volume has declined since the COVID-19 pandemic in 2020, but this year it has increased to seven million tests, as it did before the outbreak (figure 1). Total lab automation has been implemented in the central laboratory since 2020 (figure 2). However, after the COVID-19 epidemic, the staff satisfaction survey score has dropped. (figure 3). Our staff will take two courses this year on stress management and effective communication.

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Figure 3

 Since 2005 and 2009, respectively, our lab has been accredited to ISO15189 and ISO22870 standards. We recently received a College of American Pathologist (CAP) accreditation, which take effect since September 2022. Our lab was the first university hospital lab in Thailand to receive CAP accreditation. We appreciate our team’s efforts in achieving this (figure 4).

Figure 4 CAP accreditation.jpg

Figure 4

Prof. Kanit Reesukumal is the Assistant Professor at the Department of Clinical Pathology, Faculty of Medicine Siriraj Hospital, Mahidol University, Bangkok, Thailand and will be speaking at the Laboratory Management conference at Medlab Middle East 2023.

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Future-proofing laboratories with smart solutions

Article-Future-proofing laboratories with smart solutions

Are we ready for sustainability in healthcare? Dr. Naser Ammash, Chief Executive Officer of Abu Dhabi-based Sheikh Shakhbout Medical City (SSMC) says ‘yes’ but there are three primary factors both decision-makers, as well as healthcare professionals, need to consider implementing them in practice.

First is the conscious effort to deliver trusted care and improve public health without exhausting natural resources or adding to the current ecology concerns. Secondly, it is being conscious about how elements within the healthcare environment are consumed — which involves paying attention to factors such as energy, travel, waste, procurement, water, as well as infrastructure and building design. And finally, to ensure the efficient and responsible use of resources, including finance and human aspects.

“Around 80 per cent of our carbon emissions come from what we buy — whether it is food or travel — and out of this, around 65 per cent is related to the hospital and clinic setting, which includes services and pharmaceuticals. This is where we need to set our focus,” said Dr. Ammash.

Dr Naser Ammash speaking at Medlab Middle East

Dr. Naser Ammash, Chief Executive Officer of Abu Dhabi-based Sheikh Shakhbout Medical City.

At his Sustainability in the Laboratory session at Medlab Middle East ME, he shared that the healthcare industry is the fifth largest emitter of carbon in the world, setting figures at 4.4 per cent. These emissions in turn lead to co-morbidities such as heat strokes, cardiovascular and respiratory complications, which threaten human lives and affect professionals’ healthcare mission. “It is a vicious cycle that we need to address,” he added.

Data as rocket fuel for sustainability

Data science plays a big role in paving the path toward sustainability. Dr. Ammash said that we need to use data as “rocket fuel” and harness the skillsets of the new generation of workforce to move the industry forward.

“We need to focus on data governance to ensure clean and accurate data, which is very important to conduct our research studies, and have a policy in place for data collection and protection. We also need to maximise the skills of the new workforce related to data such as data scientists, AI engineers, etc.” he added. Automation and robotics will also need to be implemented to bridge staffing gaps.

Dr. Ammash also highlighted the potential that disruptors hold as new entrants in the healthcare market using Amazon Omics as an example. “These are non-healthcare professionals — tech, retailers and payers — that offer state-of-the-art digital solutions in various sectors of the healthcare industry. We must team up with them to take care of our patients,” he said.

Visit Medlab Middle East 2023 to attend thought-provoking sessions led by industry experts from across the globe.

 

 

The renaissance of Saudi healthcare

Video-The renaissance of Saudi healthcare

As part of its "Vision 2030" initiative, Saudi Arabia aims to significantly change the fundamentals of financing and delivery of healthcare in order to increase population access to high-quality care.

Private sector growth and increased private sector investment are given substantial emphasis in the government's "Vision 2030." To improve healthcare access, effectiveness, efficiency, and quality of care while lowering reliance on oil export revenue and government spending, the government is appealing to private sector involvement. The plan, which calls for a number of health-related improvements, places special focus on using private health insurance as the main source of funding rather than government revenues.

The Program will aim to facilitate a comprehensive transformation in the industry and restructure into an extensive, effective, and integrated system, based on the health of the individual and the society, in light of the development of the global health systems. It will use the value-based care philosophy, which guarantees transparency and enhances health services, to help raise beneficiaries' satisfaction levels. The Program will concentrate on enhancing access to health services through optimal coverage, thorough and equitable geographic distribution, and expanding the availability of e-health services, as well as on promoting public health and disease prevention.

Saudi Arabia's health industry has recently undergone a tremendous revival and made significant advancements in a number of fields. Saudi Arabia has been classified as one of the developed nations that offers comprehensive healthcare on par with the greatest global health systems. In this day and age, it is imperative to have access to electronic services and technological advancement, according to Ahmed Al Saad, Director of Governmental projects, Hayat National Hospitals Group.

Watch full interview below:

 

Taking a closer look at China's health and wellness market through a consumer lens

Article-Taking a closer look at China's health and wellness market through a consumer lens

China's economy has expanded to become the second-largest in the world. With 1.4 billion customers in the country, different marketplaces are expected to continue rising and taking up a sizable percentage of the consumer market with time. Health and wellness is one of these emerging markets; a segment that has just lately experienced a growth in China. The bulk of wellness expenditure in the Asia-Pacific area, according to a survey by the Asian Development Bank, is on the Chinese wellness sector. 

According to the same ADB research, fitness technology was a significant source of expenditure among Chinese consumers. The ADB discovered that in 2018, spending on fitness and health technologies increased to $10.8 billion. These numbers have increased significantly as online buying reaches previously unheard-of levels in 2020 and 2021. Health and fitness appear to be recreations for Chinese customers, with the exception of medical services.

The second-largest wellness market in the world, according to Kanji, the Chinese health and wellness market is presently estimated at $683 billion (£577 billion), with the majority of transactions being made online.

Watch full interview below to learn more about China's rapidly evolving health and wellness market:

 

The world’s first AI-driven portable and automated 3D breast ultrasound scanner, wins this year’s Arab Health Innov8 competition

Article-The world’s first AI-driven portable and automated 3D breast ultrasound scanner, wins this year’s Arab Health Innov8 competition

Breast cancer has cast a dark shadow over many patient's and survivor's lives, as the most common invasive cancer worldwide. The treatment of breast cancer is widely regarded as a top priority around the world. Current demographic trends indicate a continuing rise in the prevalence of this malignancy among women worldwide.

Throughout the years, researchers have dedicated more time and energy to analysing risk factors, diagnostic methods, and treatment options in order to improve every aspect of breast cancer care. When it comes to solutions, innovation plays a huge role in fighting the battle against cancer.

Many innovative medical gadgets and mobile apps are currently under development with the goal of improving women's health and expanding their access to information about illness prevention. The market for women's health technology is expected to reach $50 billion by 2025. When applied to women's health, personalised diagnostics, smart tools, and evidence-based recommendations have the potential to shift the focus from treating symptoms to preventing them.

Steps in iSono Health, recently crowned the winner for its breakthrough solution ATUSA. Its wearable accessory and intuitive user interface ensures fast, easy and comfortable image acquisition. Scans only take two minutes per breast, making breast imaging painless and convenient for patients and practitioners.

Following an intensive week-long judging process that saw a total of 24 different companies pitch over the opening three days of Arab Health, Maryam Ziaei, PhD, Founder and CEO iSono Health, took the cash prize of US$10,000 home.

Watch our interview with her to learn about what the future holds for iSono:

As part of Arab Health's Innov8 Talks competition, 24 of the top healthcare start-ups in the globe presented original and cutting-edge approaches to prevention, management, operations, and diagnostics.
 
Among the finalists of Innov8 were Lazarus 3D, who use 3D printing and advanced imaging analysis to create lifelike replicas of a patient's organs; Robot Dreams, who have developed a patent-pending and unique artificial intelligence software for the early detection of cardiovascular diseases; Sky Medical Technology, who have developed the Geko knee-worn device that increases venous arterial and marrow circulation; and Fitmedik, who provide a one-stop solution for health systems to prevent, monitor, manage, and treat burnout in real time.

Orthopedic implants play a vital part in contemporary medicine

Article-Orthopedic implants play a vital part in contemporary medicine

Accident victims and those with joint conditions like osteoarthritis, rheumatoid arthritis, and post-traumatic arthritis may require surgery involving implants such as total hip and knee replacements. Additionally, temporary fracture fixing tools and parts such plates, screws, pins, wires, and nails are included in orthopedic implants. A thorough understanding of the fundamental requirements of orthopedic materials and the ensuing biological response is essential for the design and optimisation of implants under physiological conditions in the human body because orthopedic implants must function under various working conditions in vivo.

Orthopedic implants frequently use ceramics, polymers, and metallic alloys. Different physical, chemical, and biological characteristics of these materials allow them to be used in various applications. Metallic alloys, for example, are frequently used in load-bearing joint prostheses and devices to fix bone fractures due to their good mechanical properties, whereas ceramic materials, which have excellent wear resistance and bioactivity, are frequently used as articulating components or bioactive coatings on implants.

Rajeev Chhabra, CEO of Ortho Care during Arab Health 2023 tells us about their products for patients

 

Polymers typically act as a cushion between joints to lessen friction and fixation mechanisms. Orthopedic implants with improved performance and new features have been designed and produced as a result of substantial advancements in this field that have been sparked by the demand for better orthopedic materials. Orthopedic implants have changed over the years with different generations. The focus of recent advancements in implants is on tissue-implant reactions and solutions to them.

Orthopedic implants have changed over the years with different generations. The focus of recent advancements in implants is on tissue-implant reactions and solutions to them.

Orthopedic implants are becoming a crucial part of contemporary medicine. Each year, more than 200,000 total hip replacements are carried out in the US and more than 50,000 in the UK. These implants are extremely safe and biocompatible, and 10 per cent of patients who are at risk for difficulties do so during the course of their lifetimes. Patients over the age of 55 who suffer from significant pain and incapacity due to knee arthritis now prefer arthroplasty [3]. The number of patients needing implants will increase as more people over 65 live in industrialized nations, which will also increase the risk of orthopedic device-related infections (ODRIs). Over 4.4 million persons in the United States have at least one internal fixation device, and over 1.3 million have an artificial joint.

According to data from Data Bridge Market Research, the market for orthopedic implants was worth USD 45,053 million in 2021 and is projected to grow to USD 68,359.6 million by 2029, exhibiting a CAGR of 5.35 per cent from 2022 to 2029.

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Development and innovation in emergency transfusion

Article-Development and innovation in emergency transfusion

Emergency transfusion support is an essential element of modern healthcare. Life-threatening anaemia and haemorrhage require timely red cell transfusion. Haematological support is also essential to reduce the risk of critical bleeding due to haemostatic failure. The context of this article is the organisational and clinical management of major haemorrhage which may require both. Major haemorrhage is a clinical emergency that rapidly results in morbidity and mortality.  

Common causes include obstetric emergencies, gastrointestinal bleeding, major surgery, and trauma. Mortality is high unless actively managed with early haemorrhage control and resuscitation, especially in trauma. Recent conflicts have driven a paradigm shift in the use of blood and raised expectations in the wider healthcare community. In this short article, we consider recent developments and innovations in emergency transfusion and the challenges for the transfusion community. 

Lessons from military healthcare, including the response to Mass Casualty Events (MCEs), have influenced civilian trauma practice, registries, and transfusion emergency preparedness. The principles are also applied, with modification, to other causes of life-threatening haemorrhage.  

Table 1 lists examples of clinical and organisational innovation. Clinical guidance emphasises the recognition of the patient at risk of shock, early haemorrhage control, the use of tranexamic acid, and balanced blood-based resuscitation. This approach has improved survival. The emphasis on early intervention in trauma has stimulated an interest in pre-hospital haemorrhage control and transfusion.  

Successful pre-hospital transfusion programmes have driven developments in cold chain and stock management. In addition, the challenge for the simple, speedy safe delivery of blood has driven a renewed interest in both group O whole blood and universal dried plasma. In turn, the simplification of the transfusion process enables the non-medical authorisation of blood transfusion.  

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The best-known recent developments in emergency transfusion are Major Haemorrhage Protocols (MHPs). These are site-specific protocols that outline the processes, people, blood components, and adjuncts required to treat a bleeding patient. The treatment algorithms pre-specify the order and ratios of blood, components, or products used to treat bleeding in different clinical contexts. Common to all is patient safety which demands secure safe sampling and testing for blood type before transfusion. Clinical response directs initial blood-based resuscitation rather than haematological testing.  

However, subsequent treatment is ‘goal-directed’ and tailored using Near-patient testing and laboratory support. Activation of an MHP should trigger a timely well-rehearsed response; whereas over-activation is resource-intensive and may lead to blood wastage. It is a difficult call to make. Emergency transfusion is stressful for both clinical and laboratory staff. Sourcing and preparing components take time, when the clinician sees the patient in front of them and demands blood, the laboratory is often busy supporting other patients. 

The advent of MHPs and pre-hospital transfusion challenges both hospitals and blood providers. The innovations may drive blood demand including a greater proportion of ‘universal’ components such as group O red cells and group AB plasma. These components are often in short supply. Treating a single critically ill patient with haemorrhage may rapidly drain local blood stock. Multiple casualties magnify the need for blood and often trigger a surge in donors. Careful and coordinated management of both emergency transfusion demand and supply is essential.  

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Dr. Heidi Doughty, Dr Philos, FRCP, FRCPath, Consultant in Transfusion Medicine. 

Managing demand requires agreed protocols and clinical commitment using the principles of Patient Blood Management (PBM). PBM interventions include reducing blood loss, timely access to surgery, optimising physiology, and tolerating lower transfusion targets. If transfusion must be prioritised, pre-prepared blood shortage plans support fair distribution of blood. The challenge for blood providers is to meet both immediate and future demand, especially following Major Incidents or MCEs.  

Transfusion support for major incidents requires organisational preparation and working in partnership to be successful. Public engagement partnership includes public first aid programmes to “stop the bleeding” and high-readiness blood donor panels. Organisational developments for the transfusion teams include the application of transfusion triage.  

The concept of clinical triage is well established in the context of multiple casualties. By analogy, transfusion triage prioritises blood allocation, sample handling and laboratory work-streams as well as donor selection. The purpose of triage is to ensure fair and appropriate allocation of resources by ensuring blood grouping and transfusion for those in most need.  

Over-categorisation uses scarce resources and limits the availability of others. We have found that providing emergency blood and advice in the Emergency Department and a focus on human factors improves blood ordering and sample handling. The International Society for Blood Transfusion and others have also highlighted the value of Transfusion Practitioners in emergencies. 

We all have a responsibility to meet the challenge of emergency transfusion, whether we are dealing with a critically ill individual or multiple casualties. Guidance is valuable. Humanitarian organisations provide the overarching framework for disaster planning for healthcare. More recently, the Council of Europe and WHO has advised on the continuity of blood supplies during emergencies. The advice reminds us of the importance of a national approach to policy and planning. However, a local level commitment is essential for timely response, organisational resilience, and data collection. The outcome data fed back to planners and hemovigilance systems should drive further service improvement, development, and research.  

Emergency transfusion is transforming. It is an exciting topic that has stimulated an enormous international academic effort. The challenge is translating this research into locally sensitive practice that balances timely transfusion with safety and sufficiency.  

 

Dr. Heidi Doughty, Dr Philos, FRCP, FRCPath, is a Consultant in Transfusion Medicine. She will be speaking at the Blood Transfusion Medicine conference at Medlab Middle East 2023. 

From Metaverse to Med’verse

Article-From Metaverse to Med’verse

Healthcare investment in the metaverse and AI is growing, with companies like Roblox, Insilico Medicine, Medici, Practo, HaptX and others leading the way. Grand View Research reports the global virtual and augmented reality in healthcare market size was valued at $1.8 billion in 2020 and is expected to reach $9.2 billion by 2027, growing at a CAGR of 25.3 per cent during the forecast period.

The Future Health Summit at the Museum of the Future in Dubai was ground zero today for revolutionary discussions between global healthcare innovators and practitioners, government and private sector leaders on the influence of the metaverse, artificial intelligence (AI), Telepresence and the future of remote care.  

Dr Timothy F. Witham, The Johns Hopkins Bayview Spine Program, and Dr. Daniel Kraft, Founder & Chair of NextMed Health, highlighted the rapid evolution of the metaverse and its impact on healthtech. The convergence of current technologies such as big data, machine learning, wearables, virtual reality and others are reshaping the medical world. The next generation of medicine includes Digital Twinning, a virtual patient model, which takes a patient’s scanned biological data and forms a database creating models we can use virtually to make predictions on how certain procedures or drug interventions might work; Telepresence, the transporting of health expertise to a remote location. For example, the ability to take a patient pre-operation into a virtual OR, have them interact with avatars including the surgical team and nursing staff, and even see a virtual rendition of their surgery, helping reduce anxiety before a major procedure; advanced Augmented Reality interventions, where precision scientific imagery and data is overlaid onto a patient’s body during critical surgeries, augmenting the surgeon’s ability to make decisions on the fly; and Metaverse Enabled Surgery, where virtual imagery can be projected directly onto a surgeon’s retina during surgery using highly advanced contact lenses. The era of haptic feedback for surgeons using virtual reality gloves in the metaverse was also of keen interest, as companies bring physical touch to virtual world engagement helping doctors examine patients who are in their homes from their clinics.

The ability of the metaverse to reshape the world of healthcare is no longer debatable, Drs. Witham and Kraft assert. “The benefits are myriad, including improved access to healthcare no matter the geographic location, enhanced patient experiences using immersive tech, efficient use of doctors’ and patients’ time and costs, as well as the training opportunities available for the next generation of medical practitioners. What matters is how we prepare for them together.”

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How will the private healthcare sector play a significant role in Saudi?

Video-How will the private healthcare sector play a significant role in Saudi?

Public Private Partnerships (PPPs) business models are frequently sought after as an efficient way to lessen the financial burden on the public sector and to encourage more private capital by building through investment in the economy, which is acknowledged as one of the key drivers for privatisation at the national level. 

In the Saudi Vision 2030 for the Transformation of the Health Sector program, privatisation is viewed as a key area of focus. The strategic objectives include the privatisation of one of the medical cities through a PPP scheme and increasing the private sector's share of healthcare spending through alternative financing methods and service providers. Nine healthcare privatisation plans have been approved, and a total of 23 are being examined, according to the Privatization Programme 2025.

Hayat National Hospital group firlmy believe the private healthcare sector plays a significant role in supporting the healthcare field in KSA, "we strive to provide comprehensive medical services for the community through our hospitals aligning with the highest international standards and ensuring all our medical and administrative teams are qualified. We are working as per the MOH transformation Program of Kingdom vision 2030, and are developing the initiatives and protocols which will have a positive impact on enhancing the level of medical services in the Kingdom of Saudi Arabia," says Dr Shady Said Assistant Medical Director from Hayat National Hospitals Group.

Watch the full interview here:

 
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