Enhancing healthcare workers safety and well-being through a comprehensive qualitative analysis across hospital settings Scientific Reports

ADMINO | news | 12 فبراير, 2026

However, training support remains an area of concern, as 17% of professionals expressed dissatisfaction with the level of training provided, indicating that ongoing educational initiatives could further improve the effective use of these solutions.Fig. 3Perceived impact of safety catheters and devices, drug management solutions, or both by respondents working in the ward.Full size imageThe analysis of responses from pharmacy professionals (Fig. 4) reveals a generally positive perception of automated solutions and drug management systems in terms of safety, efficiency, and error reduction. Additionally, 50% of ward professionals reported that the implementation of these technologies or solutions has enhanced overall efficiency in their daily work. A small proportion of ward-based professionals (7%) reported being engaged in the use of drug-management technologies, whereas 12% indicated that they do not employ any technological solutions in their routine work.Table 5 Technologies used by respondents.Full size tableAs shown in Fig.

The study procedures and intervention are fully described elsewhere . The study was carried out in accordance with the Helsinki Declaration. The study included 806 HCW participants who completed a questionnaire survey. Eligible participants were HCWs from the same hospital trust (HCWs is used here to refer to paid employees, bank staff and contracted https://www.unmc.edu/newsroom/2021/04/26/town-hall-topic-supporting-wellness-in-health-care-colleagues/ volunteers from any occupational group). It was predicted that any negative association between wellbeing centre use and turnover intentions would be relatively small, if observed at all. However, as turnover intentions is relatively complex and impacted by a multitude of factors (e.g., job satisfaction, but also organisational/job commitment 46–48, job ambiguity, participation in decision making, etc. ).

Impact Wellbeing™ Guide: Taking action to improve healthcare worker wellbeing

• The job stress variable was centred (i.e., subtracting the mean value from each data point for this variable; this is a preliminary step when examining interaction effects).
• Health workers reported higher levels of poor mental health days, burnout, intent to change jobs (turnover intention) and being harassed at work in 2022 compared to 2018.
• It has been noted in wider literature that without explicit mention of resources (financial, staff time, capacity etc.) how exactly policies and their actions will be enacted is unclear (46).
• A total of 56 articles were included in the scoping review (included in the Appendix).
• To the authors knowledge, no systematic review has been conducted to provide an overview of all types of well-being interventions for allied healthcare professionals, including physicians and nurses.
• Health care leaders are critical to ensuring that health care worker well-being and resilience is prioritized and valued.

Recent efforts aim to understand the human elements of resilient systems, including how resilience affects health and care workers, patients, and families. Therefore, a fundamental shift in organizational culture is needed to foster a resilient healthcare system. This finding should inform future organizational and individual interventions aimed at improving HCWs’ mental health and well-being. Despite extensive evidence of the mental health burden and effective interventions, there is a notable lack of systemic implementation and organizational accountability.

Responses are on a 1 to 5 Likert scale, with responses summed to generate a total score ranging from 14 to 70, where higher scores indicate more positive wellbeing (mean scores were used in the current analyses). The WEMWBS is a 14-item scale used to measure mental wellbeing in the general population. Buddies were NHS employees who had reduced workload in their main roles during the pandemic due to temporary closures of clinics or services. Some, but not all, of the buddies had prior experience in counselling or patient-facing roles that involved ‘active listening’, although there were no pre-requisites for this role as all volunteers received training and support.

Prepare for your team’s wellbeing journey

The interventions listed below include those that have been written about in the literature, reported on in the news, or raised by individual health care workers. To identify evidence-based and promising solutions, the authors of this paper reviewed peer-reviewed and gray literature and integrated questionnaire responses from frontline health care workers about their experiences during the first year of the COVID-19 pandemic. The scope and scale of pandemic-related health care worker burnout and threats to well-being prompted bold and immediate actions, including the implementation of previously untested interventions across individual, group, organization, state, and federal levels. The authors wish to reinforce the critical nature of soliciting input and feedback from individual frontline health care workers before, during, and after implementing any approaches to support well-being or ameliorate burnout. In May 2020, The Joint Commission urged health systems against inquiring about health care workers’ history of mental health conditions or treatment, stating that it is critical that health care workers feel free to access mental health resources (The Joint Commission, 2020). No health care worker was impacted by the pandemic in the exact same manner as any other, which means that solutions to health care worker burnout need to be as adaptable as the health care workers themselves.

Nevertheless, it is an important chronicle of events, experiences, reactions, and solutions that create learning, understanding, and opportunities for growth and improvement to address the national crisis of burnout. There was a considerable constraint on information gathering due to the delay between completing studies and projects and their publication. Health care leaders should reframe the work environment as an engine for learning, growth, and fulfillment. Another is to pursue opportunities within the National Institute for Occupational Safety and Health (NIOSH) research agenda to advance “total worker health,” aimed at improving overall health and well-being of the 21st century workforce (NIOSH, 2018). ” When these learning communities include many stakeholders within a health system—from the C-suite to the patient’s family—the learning community can determine how others’ actions informs what needs to be done and what is missing.