The Operating Theatre Journal - Journal - Page 7
Impact on Patient Care:
Burnout among healthcare staff directly impacts the quality of patient
care. Fatigued and emotionally drained professionals are more prone
to errors, jeopardising patient safety. Additionally, the emotional
detachment resulting from burnout can hinder effective communication
with patients and their families.
In the longer term, burnout signi昀椀cantly impacts the retention of the
workforce, with more staff thinking about leaving the NHS. In a system
where recruitment and retention of staff is facing an enormous crisis,
addressing the impact of burnout could contribute to supporting our
staff and ultimately the care of our patients.
Addressing Burnout:
The Health and Safety Executive identi昀椀ed six areas or risk factors
which can be causes of workplace stress: the demands of a job, control
over work; support from managers and, relationships at work, your role
in an organisation, and how change is managed3. This list can help focus
speci昀椀c strategies on preventing burnout.
• Supportive Organizational Culture:
Creating a culture that prioritises the well-being of healthcare
professionals is crucial. This includes fostering open communication,
providing mental health resources, and recognising and addressing the
unique challenges of operating theatre staff. In addition, recognising
and rewarding staff in both tangible and intangible incentives can add
to feelings of job satisfaction.
An organisation that functions in a fair and respectful manner will
reduce feelings of cynisim and alienation ultimately fostering a sense of
trust in the leadership and alignment with the values of the individual
and the organisation.
• Staf昀椀ng and sustainable workload:
Ensuring adequate staf昀椀ng levels is essential to prevent burnout. This
involves not only recruiting a suf昀椀cient number of professionals but
also considering workload distribution and providing opportunities for
rest and recovery.
Working relationships that are unsupportive and lack civility can
contribute to burnout. In contrast a sense of belonging offers some
protection.
• Mental Health Resources:
Offering mental health resources such as counselling services, stress
management programmes, and peer support groups can provide a
safety net for healthcare professionals facing burnout.
• Work-Life Balance:
Encouraging a healthy work-life balance is essential. Implementing
policies that limit excessive working hours and ensure time off for rest
and recuperation can signi昀椀cantly contribute to staff well-being.
2. NHS Employers. Beating burnout in the NHS. 2023. https://www.
nhsemployers.org/articles/beating-burnout-nhs. [last accessed on
3rd January 2024]
3. Society of Occupational Medicine. Burnout in healthcare: risk
factors and solutions. 2023. https://www.som.org.uk/sites/som.
org.uk/昀椀les/Burnout_in_healthcare_risk_factors_and_solutions_
July2023_0.pdf. [last accessed on 3rd January 2024]
4. General Medical Council. The state of medical education and
practice in the UK: Workplace experiences. 2023. https://www.
gmc-uk.org/-/media/documents/somep-workplace-experiences2023-full-report_pdf-101653283.pdf. [last accessed on 3rd January
2024]
5. Rammell JB, A. Burnout in surgeons: a ticking time bomb? Surgery
2023; 41(8): 523-7.
6. Wong AVO, O. Burnout and resilience in anaesthesia and intensive
care medicine. BJA Education 2017; 17(10): 334-40.
7. De Hert S. Burnout in Healthcare Workers: Prevalence, Impact and
Preventative Strategies. Local Reg Anesth 2020; 13: 171-83.
8. Hyman SAC, E.B.; De Leon-Casasola, O.; Shotwell, M.S.; Shi, Y.;
Weinger, M.B. . Prevalence of burnout and its relationship to
health status and social support in more than 1000 subspecialty
anesthesiologists. Reg Anesth Pain Med 2021; 46(5): 381-7.
BIO
Hanlie grew up in South Africa and after completing her medical
degree she moved to Scotland to complete her post graduate training
in Anaesthesia. She worked as a consultant anaesthetist in the West
and Central Scotland before moving to Oxford in 2015. Her work
involves anaesthesia for major emergencies, spinal trauma, urology
and gynaecological procedures. She has been awarded for her
compassionate care and previously nominated for the ‘Doctor of the
Year’ award in Oxford University Hospital NHS Foundation Trust.
She was instrumental in establishing their departmental wellbeing
and sustenance initiative during the pandemic. She is the lead for
clinical governance in her group and teaches medical students from the
University of Oxford on their rotation in anaesthesia.
She is a holistic clinician and practices as a life coach working with
clinicians to prevent burnout and 昀椀nd clarity to navigate their career
transitions.
She lives by her values of empathy, empowerment and equality.
She regularly practices yoga, reads as much as possible, loves the
outdoors, the ocean and coffee.
• Training and Education:
Providing training on stress management, resilience, and coping
strategies equips healthcare professionals with the tools needed to
navigate the unique challenges of their profession.
Conclusion:
Burnout in healthcare, particularly among operating theatre staff in the
UK, is a critical issue that demands attention even if exact, up to date
data on the incidence does not exist. The combination of high-stress
environments, long working hours, and emotional demands places
healthcare professionals at risk of burnout. Recognising the signs,
addressing the root causes, and implementing supportive measures are
essential steps in mitigating this pervasive issue. By prioritising the
well-being of operating theatre staff, healthcare institutions can not
only enhance the job satisfaction and mental health of their employees
but also improve the overall quality and safety of patient care. The
profession and operating rooms need true, visionary leadership- not
management- to change the culture and future wellness of our staff.
Working with senior hospital
clinicians to help them prevent burnout
Contact: hanliedup@hotmail.com
References
1. International Classi昀椀cation of Diseases (ICD-11). Burn-out an
“occupational phenomenon”: International Classi昀椀cation of
Diseases. 2019. https://www.who.int/news/item/28-05-2019-burnout-an-occupational-phenomenon-international-classi昀椀cation-ofdiseases. [last accessed on 3rd January 2024]
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Issue 400
January
2024
7