Mitigating Healthcare Burnout through Human Factors Engineering
July 19, 2021
Alan Sherman contributed to this post.
As the COVID-19 Pandemic continues to unfold, healthcare professionals are facing continued burnout and an endless stream of fatigue. From hospital staff to off-site vaccination clinic employees, millions of workers have united to battle the virus. However, with such an extensive mobilization comes an amplified risk. Workers, especially in developing nations, face hazardous and disorganized clinical environments that present dangers to both the employees and the patients. In fact, according to recent surveys conducted by the New York Times, many COVID clinics in India lack the infrastructure and leadership to create a safe working environment. Consequently, patient files are lost and healthcare professionals struggle to create personalized, patient-centric treatment plans. Given the influx of variants, such as the Delta variant, healthcare centers must adopt more effective policies that promote communication and guidance.
At the forefront of this effort are professionals who aren’t traditionally associated with healthcare. Human Factors Psychologists (HFP) have been deployed to create a streamlined approach towards COVID treatment and vaccination. HFPs are trained to analyze workplace environments and potential human error in order to develop solutions that mitigate risk. In the battle against the virus, HFPs have several specific objectives: Establish a reasonable work-life balance for healthcare professionals and redesign hospital infrastructure to create an efficient workflow and prepare the hospital in the event of a medical crisis.
Regarding work-life balance for medical workers, Human Factors psychologists emphasize the importance of self-care and limits to weekly shifts. In addition to sleep deprivation and endless hours within a clinic, many physicians reported psychological stress stemming from COVID. With mounting fatalities, workers have experienced greater levels of anxiety, depression, and suicidal ideations. While some may not work extensive hours, they struggle to separate their personal and professional lives, leading to higher rates of emotional burnout. Consequently, HFPs have implemented mental health teams designed to care for employees in grueling moments. Furthermore, clinics have become more lenient with time-off. While there is still much work to be done, these incremental steps are vital towards the well-being of healthcare workers globally throughout the pandemic and in the years to follow.
Additionally, Human Factor Psychologists have established a more effective and streamlined workflow in clinics. A foundational aspect of this movement is increased signage. Signs allow healthcare teams to have a constant stream of communication as they direct nurses, physicians, among others to and from specific areas. With the correct font and terminology, signs have reduced anxiety and mitigated human error to a greater extent. Finally, HFPs encourage staff meetings before and after the workday. These allow for brainstorming as well as a general understanding of the medical team’s agenda. However, there should also be time for expressing any concerns or frustrations as well as “shouting-out” exemplary workers. Initiatives like this increase employee morale and create a unified hospital culture.
