Table 1.

Methodology of behavioural changes

Shortage of junior doctors resulting in increased recruitment of temporary staff at premium rates and inconsistent clinical careEmploying new entrant international medical graduates at standard NHS salaryA stable workforce leading to improved clinical care and financial position of the trust
Poor performance and low level of wellbeing in the initial stages at the workplace among new entrant international medical graduatesStructured intervention during the orientation period including a good learning environment, adequate mentoring and pastoral supportImprovement in the participation, self-efficacy and learning of these doctors
Risks to patient safety due to poor knowledge of contextual factors including policies and procedures by the new entrant international medical graduatesProviding clear communication of curriculum competencies along with peer support to these doctorsImprovement in the awareness among these doctors of the contextual factors contributing to the provision of high-quality patient care
Managers uncertainty about recruitment and orientation of new entrant international medical graduatesHolding meetings with managers to discuss the design and implementation of the interventionIncreased participation and support of managers for the intervention
Lack of standardised communication channels between junior doctors, their supervisors and the trust managementDeveloping a standardised communication strategy will facilitate effective communication of critical success factorsThe stakeholders perceive that their voice is being heard and they are valued resulting in their increased satisfaction
Availability of on-site staff accommodation in the trustProviding free accommodation to doctors doing honorary clinical attachmentImproved cost efficiency of the trust by attracting overseas junior doctors into honorary posts, increasing their recruitment
Lack of criteria for assessment and unrealistic expectations from new entrant international medical graduates during their orientationTailoring the intervention based on requirements of junior doctors, their supervisors, and managers of the trustClarity of roles and requirements and better participation of the stakeholders