Mark Bearn and Helen Marshall, based at Tile Hill, examine healthcare workers and their mental health, making a case for building resilience into our care systems
The well-being of healthcare professionals is an essential pillar of our public health systems. The World Health Organization (WHO) has long emphasised the importance of mental health in the workplace, recognising that the mental well-being of care professionals directly influences the quality of care they provide.
In any workplace, poor mental health can affect a person’s confidence and identity at work and capacity to work productively, and can lead to increased absences. However, healthcare workers are especially vulnerable to mental health conditions. Exposure to potentially traumatic events such as violence and harassment, inadequate resources, long working hours and high emotional demands are common within the healthcare sector and can compound the risk of burnout, depression and anxiety. This affects individuals and undermines the resilience of healthcare systems as a whole.
With the WHO estimating that 12 billion working days are lost annually to depression and anxiety, the need for a robust framework to support healthcare workers’ mental health has never been more urgent.
The WHO’s Guidelines on Mental Health at Work
The WHO’s Guidelines on Mental Health at Work offer a comprehensive framework to promote mental well-being, prevent mental health conditions, and ensure individuals living with these conditions can thrive professionally. The research identified healthcare workers as a particularly at-risk group, requiring tailored interventions to address their unique challenges.
The guidelines advocate for integrating self-care and compassion into workplace policies and practices. Compassionate workplaces foster trust, reduce stigma, and encourage healthcare professionals to seek help when needed, creating a ripple effect that enhances patient care and system efficiency.
Integrating self-care and compassion into public health frameworks is not just about individual well-being. It is about creating systems that value mental health as a cornerstone of quality care, aligning closely with the WHO’s global vision of prioritising mental health. A healthcare system that neglects its workers’ mental health ultimately risks compromising the care it provides. By fostering supportive environments, advocating for policy reforms, and addressing structural changes, a resilient and effective workforce that meets the demands of modern life will emerge.
The importance of organisational interventions for mental health support
Effective mental health support begins with fostering community and organisational systems that prioritise well-being. At the community level, peer-support networks and open forums for dialogue can help reduce feelings of isolation among healthcare workers. These networks allow professionals to collectively share experiences, process trauma, and build resilience.
Within organisations, leadership must champion mental health initiatives that go beyond superficial measures. Although organisations can implement actions such as reductions to workload and schedule changes for people who are at risk, participatory organisational interventions are important. Organisations must involve the worker in deciding how to support best the worker, rather than just applying a one-size-fits-all solution. It is particularly important when considering interventions such as flexible scheduling or a modification of job description or physical work environment.
Additionally, healthcare institutions must establish mental health programmes that include resilience training, stress management workshops and access to counselling services. Evidence shows that when organisations prioritise mental health, staff retention improves, productivity increases, and patient care benefits.
Systemic reforms for long-term impact
While organisational efforts are crucial, systemic change is necessary to address the root causes of healthcare worker burnout. Governments and health systems must advocate for policy reforms that create healthier work environments. This includes adequate staffing levels, fair compensation, and comprehensive mental health services accessible to all healthcare workers.
Equally important is reducing the stigma surrounding mental health. Leaders must cultivate a culture of openness where healthcare professionals feel comfortable discussing their challenges without fear of judgment or repercussions. Education campaigns, leadership training, and visible support from senior management are key to achieving this cultural shift.
Sustainable funding is another critical component. Mental health programmes must be supported with long-term financial resources to ensure their effectiveness and accessibility. Crisis intervention systems, in particular, need robust investment to provide immediate support during times of heightened stress or emergency.
Healthcare professionals dedicate their lives to caring for others, often at a tremendous personal cost. It is the sector’s collective responsibility – within organisations, communities and governments – to ensure their mental health is supported. The long-term benefits of such efforts are profound: reduced burnout, better retention, and more compassionate patient care.
As the WHO continues highlighting mental health as a global priority, healthcare leaders must champion systemic changes prioritising self-care and compassion. By doing so, we can build a healthier workforce and a more resilient and empathetic healthcare system for the future.
