Recent figures reveal that 1 in 7 people in the UK report that their mental health is currently at its worst or in a bad state. This stark statistic highlights significant mental health challenges within the UK population at large. However, the situation becomes even more critical when considering the mental well-being of healthcare workers specifically. 

Changes in legislation, combined with a national ambition to achieve parity between physical and mental health, suggest a renewed focus on mental health. However, despite the increase in mental health awareness, healthcare professionals in the UK remain at significant risk of work-related stress, burnout, and mental health issues such as depression and anxiety.

The current state of mental health professionals 

Reports paint a troubling picture of the mental health crisis among healthcare professionals in the UK. The Health and Safety Executive (HSE) reported in 2023 that the healthcare sector had the highest rates of work-related stress, depression, and anxiety compared to other sectors, with approximately 54% of all cases attributed to workload pressures and emotional demands. Alongside this, figures from the British Medical Association (BMA) state that nearly 40% of doctors report suffering from depression, anxiety, stress, burnout, emotional distress, or another mental health condition related to or made worse by their work. 

A study published in the Journal of Occupational Medicine in 2022 revealed that the rates of PTSD among healthcare workers had increased significantly, with nearly 30% of respondents showing clinically significant symptoms. This suggests that, even when healthcare workers leave the sector or take steps to manage workplace stressors, the impact of past distressing events remains deeply rooted and continues to affect their mental health.

Unfortunately, various root causes are impacting the mental health of healthcare workers that need to be addressed and resolved to improve these statistics. Significant work is required in the sector to achieve this.

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The root causes

Healthcare professionals face an intricate web of stressors and obstacles that profoundly impact their mental health and professional effectiveness. Chief amongst these stressors is the relentless workload, exacerbated by chronic understaffing and the increasing complexity of patient needs. The COVID-19 pandemic has further amplified these pressures, introducing unprecedented clinical challenges and emotional strains, including the constant threat of infection and the psychological toll of treating severely ill patients under resource-constrained conditions.

Workload

In terms of workload, healthcare professionals are required to undertake and navigate extensive documentation and bureaucratic processes, often with outdated or inefficient systems, which take away time that could otherwise be spent on direct patient care. The administrative task contributes to much of the frustration and disengagement healthcare workers face, as they feel like they are becoming more ‘office workers’ than caregivers. 

Financial pressures

Unfortunately, the healthcare sector faces extreme financial pressures, with budget constraints often leading to cuts in support services and inadequate access to essential resources and development opportunities. This lack of resources is a key factor in why some healthcare workers feel that they’re unable to provide the optimal level of care, contributing to a sense of inadequacy and frustration.

Understaffing

Following on from financial pressures is the consistent understaffing of healthcare institutions. Healthcare facilities often operate with fewer staff members than needed due to budget cuts, recruitment challenges, and retention issues. This understaffing means existing staff must cover more shifts and manage more patients, leading to longer working hours, fewer breaks, and increased fatigue with very little time for rest and recovery. 

Unfortunately, rather than take time off to recover, healthcare professionals often continue to work when they are unwell. There are several reasons for this ‘presenteeism’, such as low staffing levels, feelings of responsibility to their patients, and a reluctance to let their colleagues down. However, we believe that presenteeism is more costly than absenteeism and has serious implications for the well-being of staff and patient safety. It is, therefore, vital to highlight the risks of presenteeism for staff and patients and implement interventions to identify and manage the factors that encourage healthcare professionals to work while sick. 

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Moral distress

Due to the nature of healthcare roles, workers are often required to make life-and-death decisions and deal with resource limitations. These factors can lead to feelings of guilt, helplessness, and professional dissatisfaction. Unfortunately, healthcare workers often carry these feelings into their daily lives, making it difficult to disassociate. This emotional attachment can cause these issues to become deeply rooted.

Mental health stigma

There is an unspoken expectation among healthcare professionals that they must be resilient, and admitting to struggles can be perceived as ‘failure.’ While it is undeniable that showing vulnerability is by no means an indicator of failure, healthcare professionals still fear this perception, leading to fears of judgment, discrimination, and potential impacts on their careers.

Unfortunately, this stigma discourages many from seeking the help they need, resulting in untreated mental health issues. Those who do find the courage to seek support often discover that many healthcare settings lack robust mental health support systems. Financial constraints frequently lead to underfunded employee assistance programs (EAPs), limited access to mental health services, and insufficient wellness initiatives. Without adequate support, healthcare professionals struggle to find resources to help them cope with stress, leading to untreated mental health issues and higher rates of burnout. 

Personal demand

The demanding nature of healthcare work often requires significant personal sacrifices. Long and irregular working hours disrupt sleeping patterns and personal routines, leading to physical and mental exhaustion. Healthcare professionals frequently miss out on family events and personal milestones, which can strain relationships and lead to feelings of isolation and burnout. The constant need to prioritise patient care over personal wellbeing can result in chronic stress and deteriorating mental health.

The combination of these root causes is not just individualised or circumstantial; they are deep-rooted systemic issues within the healthcare system. Addressing these systemic flaws through comprehensive policy reforms, increased funding, and effective support mechanisms is vital. By doing so, we can improve working conditions and the well-being of healthcare workers across the sector. 

The impact

These root causes, which subsequently manifest into various mental health challenges, significantly impact both the performance and retention of healthcare professionals. 

Impact on performance

Mental health conditions, such as anxiety and depression, can lead to decreased productivity among healthcare professionals. Those experiencing these conditions may find it hard to concentrate, make decisions, and perform tasks efficiently. This reduction in productivity can compromise patient care and lead to medical errors. These issues can also impair an individual’s professional judgement and decision-making skills.

The emotional toll of these mental health issues might lead to reduced empathy and patient engagement, with healthcare professionals feeling emotionally exhausted, impacting their ability to provide compassionate and effective care. 

In most sectors, but particularly in healthcare, the margin for error is practically zero due to the high stakes involved; even the smallest error can cause significant harm. Mental health challenges should never be ignored or overlooked. The low margin for error in healthcare underscores the importance of addressing these challenges promptly for the well-being of the healthcare workers and the safety of the patients they care for.

Impact of retention

Mental health challenges contribute to high turnover rates among healthcare professionals. The demanding nature of the job, combined with poor mental health, can lead to job dissatisfaction and a desire to leave the profession. High turnover rates disrupt team dynamics, increase recruitment and training costs, place additional strain on colleagues, and damage the continuity of care for patients.  

Chronic mental health issues can prompt healthcare professionals to take early retirement or change careers. The prolonged stress and emotional burden can make the profession unsustainable for many, leading to a loss of experienced personnel and institutional knowledge. This also undermines workforce stability. Constantly replacing and training new staff can create a volatile work environment, further contributing to stress and burnout among the remaining workforce.  

The widespread awareness of mental health challenges within the profession may also deter potential recruits. Prospective healthcare workers may be discouraged by the high level of reported burnout.

The solutions 

In today’s demanding healthcare environment, the well-being of our healthcare professionals is vital. Healthcare organisations, especially agencies, are uniquely positioned to develop a healthier and more supportive work environment. 

By implementing the following strategic initiatives, we can ensure our dedicated professionals receive the care and support they need to thrive and, therefore, also support patients to the highest standard. 

Wellbeing initiatives: Organisations should prioritise prevention over intervention. Agencies must implement robust internal programs that continuously monitor staff well-being. Regular sessions, such as confidential personal meetings, allow employees to discuss their mental health. Additionally, mindfulness workshops and team-building activities foster a positive workplace environment.

Research shows that employees who have access to a gym are more likely to engage in daily exercise, which can also support productivity. By providing a free gym on-site to all employees, healthcare organisations can support them with addressing the following concerns:

• Improving sleep
• Improving confidence 
• Connecting with nature 
• Socialising and meeting new people
• Helping to manage stress, depression, and anxiety
• Supporting memory and brain function
• Reducing the risk of developing some long-term health conditions, such as heart disease

Flexibility: Encouraging a healthy workplace balance is important. Implementing flexible scheduling options and rest periods between shifts can reduce the chances of burnout and increase job satisfaction. Healthcare organisations must prioritise policies that allow their employees to balance professional and personal responsibilities effectively.

Address staff shortages: Addressing staff shortages should be another priority. Through robust recruitment initiatives and the strategic use of temporary staffing solutions, organisations can reduce the workload of existing employees, ensuring professionals can deliver the highest quality of care without undue stress.

Create a supportive workplace: A safe and supportive working environment is non-negotiable. Ensuring adequate resources, medical supplies, and administrative support enables healthcare professionals to perform their duties effectively and efficiently, thereby improving job satisfaction and patient care. Open communication and peer support are the foundations of a supportive workplace culture.

Prioritise professional development: Continuous education and professional development are vital for maintaining a skilled workforce. Regular training opportunities and leadership development programs empower staff, reducing job-related stress and enhancing the ability to provide quality care. Acknowledging the hard work and dedication of healthcare professionals is also essential. Recognition programmes and clear pathways for career advancement can boost morale and job satisfaction, helping to retain skilled professionals within the organisation.

Be open to feedback: Continuous improvement should be a priority. Regular employee surveys and feedback mechanisms allow organisations to assess job satisfaction and identify areas of improvement. By making necessary adjustments based on employee input, organisations can create a dynamic and responsive work environment. 

Mental health strategy and policy 

Whenever implementing wellbeing support within an organisation, it needs to be comprehensive and strategic, and it needs to be policy-led, not just something that’s thrown together to tick a box. The first step is conducting a thorough employee needs assessment. This involved distributing anonymous surveys to gather feedback on potential mental health challenges, workplace stressors, and preferred support mechanisms for specific individuals. Analysing this data, alongside any HR metrics, such as absenteeism or staff turnover, could highlight areas for improvement. 

With clear insights, organisations can aim to develop a mental health strategy. Setting specific, measurable objectives, for example, reducing burnout rates by 20% within two years. We’d also recommend involving a range of stakeholders to map out what this strategy will look like,  including healthcare workers, HR, management, and mental health experts, ensuring the strategy addresses real needs and benefits from various perspectives.

This strategy should be a part of an overarching policy driven by the organisation’s commitment to creating a supportive and inclusive work environment that prioritises mental well-being.

If you’re a care worker or care organisation looking to understand more about how we prioritise employee wellbeing at Unity Plus, get in touch with our friendly team to learn more.