Designing a Human Resources Retraining Model in the Country’s Healthcare System
Keywords:
reskilling, skill enhancement, skills gap, healthcare systemAbstract
This study aimed to design a comprehensive model for human resources retraining in the national healthcare system to enhance employees’ skill capabilities, operational competitiveness, and organizational resilience amid technological transformations and environmental changes. The research employed an applied qualitative approach within an interpretive paradigm. Data were collected through semi-structured interviews with 12 academic and executive healthcare experts. Thematic analysis was used for data interpretation. Participants were selected using purposive sampling until theoretical saturation. Content validity was confirmed through CVR and CVI indices, and reliability through a test–retest coefficient of 93.19% and an inter-coder agreement of 83.41%. Analysis revealed 92 basic, 25 organizing, and 7 overarching themes: macro reskilling policymaking system, technology-based cognitive mapping of reskilling, schema of strategic HR actions, skill resilience, operational competitiveness, evolutionary reskilling system, and psychological empowerment. Effective retraining requires a multilevel governance structure, digital learning infrastructures, regional educational equity, and alignment between HR policies and lifelong learning pathways. Moreover, fostering skill resilience and operational competitiveness through inter-organizational collaboration and internal financial support mechanisms emerged as essential success factors. The study concludes that the healthcare system must elevate retraining from a fragmented educational activity to a strategic, data-driven governance model. This transformation would enable sustainable performance, enhance technological and psychological competencies among employees, and ensure resilient and high-quality healthcare service delivery.
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