How do New Zealand‐trained general surgeons secure a SMO job? Are we effectively retaining our trainees?

Background: In the context of increasing shortages in the New Zealand medical specialist workforce, this research seeks to answer the question 'Are we effectively retaining our New Zealand‐trained general surgeons?' Methods: Semi‐structured interviews were undertaken with 16 general surgeons. Participants work in New Zealand and internationally. Interviews were transcribed, coded and themed. Thematic analysis was used to interpret the findings. Results: This research finds that we are failing to effectively retain New Zealand‐trained general surgeons through haphazard workforce planning and a lack of transparent recruitment processes. General surgeons who choose to take their first SMO role overseas are pushed to do so due to a lack of certainty about job opportunities in New Zealand, bullying, and relative ease of negotiation for job composition and conditions at international hospitals. General surgeons who take their first SMO role in New Zealand feel that securing a job is down to luck, existing relationships with influential people in surgical departments and timing. Conclusion: The failure to retain New Zealand‐trained general surgeons in the New Zealand specialist workforce is amenable to improvements in workforce planning, improved coordination between clinical and administrative leadership in DHBs, and better career development support for trainees prior to receiving their FRACS and embarking on post‐fellowship subspecialist training. Further research into the experiences of trainees and SMOs in general surgery and other surgical subspecialties is required to build a complete picture of the path from trainee to SMO, and areas where interventions could improve retention of New Zealand‐trained general surgeons. [ABSTRACT FROM AUTHOR]