Pressure, Stress and Burnout
We have written about how individuals experience different capacity to deal with pressure in the workplace. We suggested a few ways that people with lower levels of resilience can be supported. We also suggested different approaches that the individual can take to manage pressure or stress.
Burnout in the clinical workforce
This week we will focus on burn-out. Burnout is a phenomenon in many industries, in many countries. The NHS workforce, especially clinicians, has been a strong focus of attention recently. Much of the research that we have accessed focuses on doctors, but the findings can apply to other clinicians and other areas of the wider workforce as well.
Research amongst 1651 doctors from a range of specialties and grades found that 31.5% had high burnout, 26.2% had high secondary traumatic stress and 30.7% had low compassion satisfaction. The sample was self-selected but it is the largest published study of its kind.
The well being of clinicians affects patient care and satisfaction.
Improving the situation is important for the individual clinicians. High stress is associated with cardiovascular disease, hypertension, heart attacks, addiction, cancer, diabetes and mental health problems. Importantly, there is evidence that workplace stress in healthcare organisations affects quality of care for patients as well. Typical manifestations of burnout also have an impact on colleagues. These include noticeable decreased motivation and productivity, tetchiness, impatience and anger. Burnout is also linked to the increasing attrition rate in the clinical workforce.
The research paper quoted above concluded that personal resilience alone will not prevent burnout.
So, what can be done to improve support for clinicians?
The core needs to minimise workforce stress
Many of those who read this will be aware of the paper published by the GMC, written by Michael West and Denise Coia. This significant review identified the needs of doctors as:
Autonomy
- Voice, influence and fairness
- Work conditions
- Role, schedule and rotas
Belonging
- Team working
- Culture and Leadership
Competence
- Workload
These recommendations could be applied to the wider clinical workforce. It may be useful for those who work in other industries to reflect on them too.
Next week, we will spend a bit of time unpicking some of these “protective” factors.
For more information about supporting individuals to avoid burnout, contact: viv.waton@deardenassessment.co.uk
References
1. McKinley, N., McCain, R Scott.,Convie, L., Clarke, M., Dempster, M., Campbell, W J., and Kirk, S J (2019)‘Resilience, burnout and coping mechanisms in UK doctors: a cross-sectional study’available at bmjopen.bmj.com
2. West, M and Coia, D (2019) Caring for Doctors, Caring for Patients London General Medical Council