Navigating burnout in the NHS: Strategies for staff wellbeing

Burnout is a pervasive issue affecting healthcare professionals in the NHS, with far-reaching implications for both staff and patient care. As we strive to provide quality healthcare services, it’s imperative to address burnout head-on and implement strategies to support staff wellbeing effectively

CREDIT: This is an edited version of an article that originally appeared on NHS Employers 

The latest NHS Staff Survey highlights concerning trends regarding burnout among healthcare professionals. Clinical staff, in particular, report higher levels of burnout, indicating the need for targeted interventions to mitigate this issue. Factors such as chronic stress, staff shortages, and increased workloads contribute to the prevalence of burnout, exacerbated by the challenges posed by the ongoing pandemic.

What is the impact of burnout?

• Employee wellbeing – Burnout can negatively impact both mental and physical health, and often results in presenteeism and absenteeism. Organisations have a moral and legal obligation to look after the wellbeing of their staff.
• Financial cost to the organisation – The cost of absenteeism and presenteeism can be detrimental to organisations. Although we are no longer in the pandemic, the long-term negative effects of issues such as long COVID and patient waiting-list backlogs are likely to remain.
• Patient care – How staff are feeling can impact on the quality of care provided to patients. Staff who have constant exposure to traumatic events associated with caring responsibilities, can often experience compassion fatigue.

Tackling burnout: Practical approaches

Addressing burnout requires a multifaceted approach that encompasses various aspects of organisational culture and employee support. NHS organisations can take several practical steps to tackle burnout effectively:

• Optimising staffing levels: Ensuring adequate staffing levels is crucial for reducing workload pressures and preventing burnout. While financial constraints may pose challenges, efforts to boost retention and recruitment can alleviate staff shortages and support workforce resilience.
• Fostering a supportive culture: Creating a culture that prioritises staff wellbeing and encourages open dialogue about mental health is essential. Organisations should provide resources and training to empower managers to initiate conversations about mental health and offer support to staff in need.
• Promoting prevention and early intervention: Proactive measures to prevent burnout and identify symptoms early can significantly impact staff wellbeing. Implementing initiatives such as wellbeing hubs, mental health maintenance sessions, and rapid-access support services can help address burnout before it escalates.
• Supporting compassionate leadership: Compassionate leadership plays a crucial role in creating a supportive work environment where staff feel valued and supported. Leaders should lead by example, demonstrating empathy and understanding towards staff needs, and promoting a culture of mutual respect and collaboration.

Empowering managers for effective support

Managers play a pivotal role in supporting staff wellbeing and mitigating burnout. By equipping managers with the necessary skills and resources to recognise and respond to burnout symptoms, organisations can foster a culture of support and resilience. Training programmes, resources on mental health awareness, and ongoing support mechanisms can empower managers to effectively support their teams.

Addressing burnout in the NHS requires a concerted effort from healthcare leaders, managers, and staff alike. By implementing practical strategies to support staff wellbeing, fostering a culture of openness and compassion, and empowering managers to provide effective support, practice managers can mitigate the impact of burnout and ensure the health and resilience of their workforce.