Parallelly, Bonanno (20) suggested flexible self-regulation as mechanism that underlies resilience, which we in this context may also refer to as accessibility to resources, considering various situations and different points in time (20). However, these studies often employ resilience questionnaires, whose validity is to be questioned due to their multifaceted nature, highlighting the potential benefits of adopting a broader perspective (20, 23). Questions remain regarding the optimal combination (what set of resources) and distribution of resources (e.g., is the strong manifestation of one resource as valuable as an equal resourcefulness distributed across many resources).

healthcare worker wellbeing

Interventions

  • How best to approach this situation is unclear; some HCWs may feel stigmatised if concerns about them are highlighted, while taking a blanket approach of increased support may lead others to feel burdened by interventions they consider unnecessary.
  • This may reflect that individuals engaging with these interventions were more likely to provide feedback.
  • After analyzing the 50 included articles, no organizational-level interventions aimed at addressing emotional distress and improving work-related outcomes were observed.
  • The COVID-Well studies reported on the first evaluation of the implementation of supported wellbeing centres in healthcare settings, conducted at the outset of the pandemic in 2020, and demonstrated that this provision played an important role in workforce wellbeing 1, 29.
  • & Garagiola, E. Enhancing healthcare workers’ safety and well-being through a comprehensive qualitative analysis across hospital settings.

Studies have shown that physicians in clinical practice can be at risk for burnout as a result of both work and structural issues. Even when adjusting for age, sex, relationship status, and hours worked per week, physicians were found to be at increased risk for burnout and less likely to be satisfied with work-life integration compared with other working US adults (12). Maslach et al. describe burnout as that point at which important, meaningful, and challenging work becomes unpleasant, unfulfilling, and meaningless.

Table 1. Electronic databases searched and number of results.

healthcare worker wellbeing

Additionally, team forums led by clinical leaders, in which staff are encouraged to make sense of morally challenging decisions, could help to reduce the risk of moral injury.8 The e-bulletin was used to empower teams to support each other in different and novel ways (Box 1), with colleagues encouraged to strengthen relationships within their teams and ensure that connectedness was maintained despite physical distancing. We felt it was important to recognise staff for a broad spectrum of achievements for ‘Inspiration of the week’, whether they had impact locally and nationally, or simply improved the quality of working life for staff within their team. Wellbeing information and resources promoted by the weekly e-bulletin during the pandemic To boost morale, an ‘Inspiration of the week’ scheme was commenced, welcoming staff to highlight the significant contributions made by their colleagues throughout the pandemic, recognising that there would be positive outcomes despite the challenges.

healthcare worker wellbeing

TABLE 3. Innovative COVID-19 Era Interventions Undergoing Continued Testing and Vetting.

Mental health care for medical staff in China during the COVID-19 outbreak. • These recommendations are intended to fill systemic gaps pointed out in the manuscript to create a resilient and supportive healthcare environment that prioritises the well-being of its workforce. • Conduct longitudinal studies to determine the sustained effects of organisational and individual-level interventions on HCW mental health. • Implement programs that build awareness and develop psychological safety among health and care workers through ruptured programs.

healthcare worker wellbeing

Further, we consider potential approaches for overcoming these threats to mental health by exploring the value of practicing self-care strategies, and implementing evidence based interventions and organizational measures to help protect and support the mental health and well-being of the healthcare workforce. Compassion fatigue, burnout, compassion satisfaction and perceived stress in healthcare professionals during the COVID-19 health crisis in Spain. However, even though leaders know they can make a difference, they often leave this to others or say it’s up to the workers themselves.The findings of this study suggest that healthcare leaders should be more involved in supporting their employees’ well-being. The Guide is an important component as we seek to ensure that hospital leaders have the right tools to provide a supportive environment for the healthcare workers who take such good care of our communities.” “The Guide includes six action steps to implement and accelerate professional wellbeing, which enables leaders to make systems-level changes and builds trust between leaders and healthcare workers.”

healthcare worker wellbeing

It was repeatedly emphasized that cultivating a supportive https://www.unmc.edu/newsroom/2021/04/26/town-hall-topic-supporting-wellness-in-health-care-colleagues/ social environment outside of work significantly influenced resourcefulness in coping with job demands. Despite awareness of their own imperfections, self-belief emerged as one of the most reported resources. Remarkably, in both job groups economic resources were only mentioned rarely and did not seem to have a huge impact on the perception of resourcefulness. These difficulties as well as shift work aggravated the access to other resources (plannability of private events, seeking for social support, recovery routines such as leisure sports).

healthcare worker wellbeing

• Enact national and local evidence based interventions and programs to support frontline healthcare workers health and well-being in a long-term perspective. Executive leaders drive key decisions on managing staff and resources, and health care workers can champion healthy environments for their care teams and their patients. The Elements of Performance (EOPs) included in Pathway’s Well-Being Standard emphasize the importance of organizations proactively assessing clinician well-being, implementing support processes to mitigate mental and physical stressors, and safeguarding nurses and other members of the healthcare team from the damaging effects of workplace violence, compassion fatigue, and burnout.6 The Impact Wellbeing campaign provides hospital leaders with evidence-informed solutions to reduce healthcare worker burnout and sustain professional well-being.4 By equipping hospital leaders with actionable strategies to enhance professional well-being, the Impact Wellbeing campaign aims to provide hospital leaders with supplementary resources to accelerate their work in fostering environments in which healthcare workers thrive.