Healthcare Careers – The Landscape for Human Capital Development in the Cayman Islands
Understanding the current workforce landscape
Written by Mario Ebanks, Director of HR, Doctors Hospital, Cayman
As the global economy evolves at a breakneck pace, the Cayman Islands must invest in one of its most vital resources: a skilled, adaptable, and future-ready workforce. We are a service-based economy, where our exports comprise of skills and intellectual capital. This is why it is so important for us as HR leaders to help align and support a competitive edge in our respective organizations through aligning the vision with strategic deliverables which drive productivity, workforce stability, and effective succession planning.
Rapid advancements in technology, shifts in market dynamics, and the increasing importance of soft skills have all contributed to a landscape that requires continuous learning and adaptability. Strategic workforce planning is no longer a luxury but a necessity. Traditional approaches to workforce development, which often focus on static skill sets, are no longer sufficient to meet these demands. Instead, we must cultivate a workforce that is not only skilled but also agile and ready to navigate the complexities of the modern world.
There is statistical guidance, such as the Census 2020 and ESO publications, which can serve to better inform us of the specific workforce landscape which affects organizations. However, the recent and inaugural “Quality of Life” Survey that the ESO conducted is most instructive for the current landscape.
In that survey, 79.6% viewed economic and financial security as being important to quality of life. However, employment opportunities and employability was regarded as a high 94.6%, and employable skills were viewed by respondents as 83.2% important. The full Quality of Life Survey report can be found on the ESO website.
For me, a further important reminder was when I listened to a panel discussion at the Chamber of Commerce Economic Forum, entitled “Cayman 2035” in January 2025. In that discussion, the panelists also analyzed this important topic of “Building a Future Ready Workforce.” The panelists did an excellent job of examining the issues, elements, and strategies of a workforce development strategy and a human capital development plan for the Cayman Islands.
The panelists also recognized some of the impediments bridging policy and partnerships into a successful path forward. The panelists touched on chronic weaknesses in the system, including the erection of silos, egos, and a lack of a cohesive vision to build a sustaining work-ready workforce. That panel’s conclusion was that finding a successful way forward cannot be possible without an integrated and aligned agency or entity to coordinate this mammoth task, and a passionate leader to shepherd it – without political flip-flopping and short-term objectives.
At the end of that panel discussion in January, I was ready to jump to my feet with comments and questions, but time did not allow for Q&A. So, now I will try to impart some solutions on how we can bridge policy and partnerships to result in a work-ready workforce in the Cayman Islands. I have been on a crusade for immigration and human capital development for decades, often discouraged as a “voice crying in the wilderness” but I will not stop pushing for improvement for something as important as this.
The need for aligned and comprehensive policies
After the Chamber Forum in January 2025, the first policy framework that I reflected on was the Cayman Islands National Strategic Plan 1999-2008, more commonly known as Vision 2008.
The second instructive reference that I reflected on, considering the dilemma, was linked to a paper I wrote which is included as Chapter 19 in a 2022 book by Ian Randle Publishers “The Cayman Islands History, Politics, and Society, Essays in Honour of J.A. Roy Bodden.” The title of my paper is “Reform of the Labour and Human Capital Development Framework and Systems in the Cayman Islands.”
The third document that I considered that day was the proposed and languishing “Employer Accreditation System.” This was proposed in 2009 when I served as the Deputy Chairman of the Business Staffing Plan Board, but is still “stuck in the mud” within the policy maze of our islands.
These three policy frameworks can be bridged or leveraged to achieve a more noble objective of building a work-ready workforce in our beautiful islands. Time should not be wasted. This is especially true if we wish to maintain sustainable growth and increase our growth rate in alignment with regional Caribbean benchmarks and global trends.
To build a work-ready workforce, we must first address the policy framework that governs education, training, employment, and healthcare delivery systems. Comprehensive policies that emphasize lifelong learning, mental health support, skills development, and reskilling are essential. These policies should be designed to:
- Encourage continuous education and training opportunities for all workers, regardless of their career stage or whether they are full-time or part-time.
- Promote collaboration between educational institutions, businesses, training providers, and government bodies to align curricula with industry needs and community health priorities.
- Provide incentives for businesses, both in the private sector and public sector, to invest in employee development and training programmes.
- Support initiatives that address disparities in access to education, training, and wellness resources, ensuring that all individuals have the opportunity to succeed.
Strategic workforce planning and well-coordinated human resources interventions are necessary to maintain optimal staffing levels and to support Caymanians in critical roles across the tourism sector, financial services sector, and healthcare. The Cayman Islands Government, Cayman Finance, and stakeholders/policymakers in other bodies such as the Cayman Islands Chamber of Commerce must align to advance these key strategies as a national action plan with clearly defined metrics and a robust roadmap to track outcomes, boost retention, and ensure accountability.
Doctors Hospital is proud to contribute to this national dialogue. Through internal initiatives like our Tuition Reimbursement Programme and external partnerships, we prioritize workforce development, succession planning, and the sustainability of Cayman’s health policy and human capital outcomes. Our approach is grounded in Peter Senge’s “Learning Organization Framework,” reinforcing a culture of innovation, adaptability, and long-term competitiveness for the jurisdiction.
Together, we can build a sustainable future for our economy, elevate our GDP growth, and ensure a resilient, healthy work environment that fosters wellness, work-life balance, and opportunity for all. Let the Cayman Islands stand as models for the Caribbean region in human capital development.
