The term “wellbeing” and the consideration of it in the workplace is something that has become more prevalent in recent years. But what was more often regarded as a HR buzzword given passing reference in employee handbooks has been brought more and more to a central focus in the wake of the pandemic, and for good reason.
People were plunged into both different and difficult working conditions, separated from friends and family and forced to change their way of life overnight, and as a result, the population found itself in a wellbeing crisis. Our healthcare workers within the NHS faced unique pressures that have exacerbated this crisis even further — from the stress and trauma of being on the frontline of the delivery of care, to working long hours to paper the cracks of the critical staffing issue plaguing the NHS. Concerns for staff wellbeing were high pre-pandemic, but this has magnified an already fraught situation and pushed many to breaking point.
The true meaning of wellbeing
So, what exactly is wellbeing? While the term is often considered interchangeable with “happiness”, the reality of it goes much deeper than that. The World Health Organisation (WHO) states that “wellbeing exists in two dimensions, subjective and objective” and that it “comprises an individual’s experience of their life as well as a comparison of life circumstances with social norms and values”.
While psychological wellbeing is a huge part of this, it is only one piece of the puzzle. Reaching a sense of contentment and happiness so often associated with wellbeing comes down to the assumptions of basic human needs and how well they are being attended to. When these needs are not being met, the consequences can be deep and far reaching.
The Department of Health recognises the link between physical health and wellbeing. It lists, among many benefits, that good wellbeing adds years to life expectancy, improves recovery from illness and influences the wellbeing of those closest to us. However, it also notes that wellbeing can affect how healthcare providers work and its implications on patient care practices and services.
An unsustainable way of working
Following the stress of the pandemic, the NHS is in sticking plaster mode, leaning heavily on its workforce to keep vital services working while it attempts to address critical flaws. But this is not a credible or sustainable solution. It has led to a lack of access to basic wellbeing needs for NHS staff, including hydration, sleep and sufficient breaks, which poses a major concern.
It’s perhaps no coincidence that, running alongside this wellbeing crisis, the NHS is facing the greatest workforce crisis in its history. Research suggests that our health service is currently down by as many as 12,000 doctors and 50,000 nurses and midwives in England alone.
Something needs to be done to stem the flow and health leaders must act fast if we are to save the NHS as we know it. While an overhaul of the whole system is required, to reduce demand and focus on preventative medicine, in the short term a conscious effort to focus on ensuring the individual wellbeing of staff is what’s needed to drive wider organisational change.
The wellbeing ripple effect
By putting individual wellbeing first, we know a ripple effect is created at an organisational level. Healthier, happier staff stay in jobs longer, have less time off work and are more fulfilled in their roles. Ensuring basic needs are met, like regular breaks and proper protective equipment, should be the bare minimum, but ensuring staff are understood on an individual level, are encouraged in their professional development, and are rewarded and recognised for their roles is also vital in making staff feel like they are valued and respected.
Prevention is key, and we can’t keep pushing people to their limits, so they feel their only option is to leave. Health leaders need to nurture NHS staff before they reach this point and put individual wellbeing at the centre of policy. This means ensuring the “personal sacrifice for the greater good” culture is well and truly left behind, and a focus on self-preservation is championed instead.
We already know that when this is done, patient outcomes improve. Evidence shows there is a clear relationship between staff wellbeing and patient care performance, so there is much more at stake here than improving retention. We need to change mindsets from repairing burnout once it has happened to protecting against it at all costs.
Tackle the backlog
With the NHS in the middle of a wellbeing crisis, relieving some of the short-term pressures of staff shortages on beleaguered teams is a vital step in its post-pandemic recovery. With a 12 million backlog of non-Covid patients waiting for treatment and staff numbers at an all-time low, focusing on reducing this pressure will be key to protecting the wellbeing of staff.
In the short-medium term, system-wide integration is critical in resolving workforce challenges faced by the NHS today. Using system wide integration in both governance and data information systems will paint a clear picture of a patient’s pathway across all levels of care, allowing staff to redirect their energy in making insight-driven and holistic decisions – ones that maximise quality of patient care and outcomes.
We must all play our role
We must stop pushing people to their limits. It is more important than ever for Health leaders to nurture NHS staff before they reach this point and put individual wellbeing at the centre of policy. No matter where in the health system you are – a patient, health care professional or CEO of an NHS trust, we must all play our role in nurturing the individual wellbeing of our people to create and sustain a ripple effect across the whole system. This way, we are not only protecting the wellbeing of our NHS today but help preserve our healthcare system for generations to come.
By Fereshta Qayumi, Senior Healthcare Consultant at Gemserv
