Harnessing peer mentorship as a tool to turn human resource for health brain drain into brain gain: a case study of a Nigerian peer-mentored research group

• Published in: Human resources for health Vol. 22; no. 1; pp. 46 - 7
• Main Authors: Toyin-Thomas, Patience, Wariri, Oghenebrume, Ikhurionan, Paul
• Format: Journal Article
• Language: English
• Published: England BioMed Central Ltd 27.06.2024; BioMed Central; BMC
• Subjects: Authorship; Biomedical Research; Brain Drain; Brain research; Brain-gain; Capacity Building; Career development; Careers; Case studies; Collaboration; Cooperative Behavior; Developing Countries; Digital technology; Funding; Grants; Group work in education; Health care policy; Human resources for health; Humans; Leadership; Low- and middle-income countries; Management; Medical personnel; Medical research; Medicine; Medicine, Experimental; Meetings; Mentoring - methods; Mentors; Methods; Nigeria; Peer Group; Peer mentorship; Peer-group tutoring of students; Public health; Research capacity development; Scholarly publishing; Skills; Systematic review; Team learning approach in education; World health; Nigeria; United Kingdom > UK; United States > US; Africa; Brain-drain; Human resources for health; Low- and middle-income countries; Research capacity development; Brain-gain; Peer mentorship
• ISSN: 1478-4491; 1478-4491
• DOI: 10.1186/s12960-024-00932-x

Peer mentorship can be a potential tool to reduce the disparities in health research capacity between high- and low- and middle-income countries. This case study describes the potential of peer mentorship to tackle two critical issues: bridging health research capacity of doctors from low- and middle-income countries (LMICs) and the transformation of human resource for health brain drain into "brain gain". In 2021, a virtual peer mentorship group was established by 16 alumni of the University of Benin College of Medical Sciences' 2008 graduating class, residing across three continents. This program aimed to facilitate research collaboration and skill development among colleagues with diverse research experience levels, fostering a supportive environment for career development in research. The group relied heavily on digital technology to carry out its activities due to the different geographical locations of the group members. Led by experienced peer leaders, the group fostered a collaborative learning environment where members leveraged each other's expertise. Within 18 months, we published two research papers in high-impact peer-reviewed global health journals, launched a mixed-methods research study, and conducted training sessions on research design and implementation. Findings from our work were presented at conferences and workshops. However, logistical hurdles, competing priorities, structural constraints, and uneven participation presented challenges. The peer mentorship collaboration has achieved some successes so far, and this model can be emulated by other cohorts of medical professionals across LMICs. Despite the group's success at a micro- or individual level, there remain significant structural barriers to research capacity building in LMICs that can only be addressed at the meso- and macro-levels by institutions and government, respectively. A systems-level approach is required to develop and support research capacity building and foster global research collaboration and effectively turn brain drain into brain gain.