STRONGER TOGETHER
SUPPORTING THE MENTAL HEALTH OF AGED CARE WORKERS IS VITAL EVIDENCE-BASED STRATEGIES CAN HELP
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s the COVID-19 pandemic enters its third year, the pressures on aged care workers are taking their toll.
with evidence-based strategies to maintain their mental wellbeing.
Research suggests high levels of symptoms of depression, anxiety, insomnia and psychological distress among frontline workers. The stress and anxiety frontline workers face daily can affect their sleep, mood, relationships, and physical and mental wellbeing.
Organisations need to make mental health and wellbeing of staff a priority. Aged care managers can look after themselves and others by: •
Organising regular mental health check-ins with staff and co-workers
In a recent survey by the United Workers Union, aged care staff spoke openly about their struggles, and how their mental health and wellbeing has suffered over the past two years. More than 75 per cent of respondents said they are feeling stressed, exhausted and confused.
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Expressing thanks and appreciation to the team
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Paying special attention to high-risk groups (for example, less experienced workers, or those who have taken on more responsibility during the pandemic)
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Normalising open discussion among staff about the psychological effects of caring during the pandemic
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Providing opportunities for staff to ask questions about the organisations’ COVID-Safe plans.
“I cannot keep up with how exhausting this work is and how much more responsibility my team is given without a reasonable increase in pay. I’m planning to quit soon,” said one anonymous survey participant, an aged care worker from Queensland. While structural change is necessary to address the challenges of working in aged care, there are also strategies that can be put in place internally to alleviate some of the pressure. The National Ageing Research Institute has developed a series of tips and resources to provide aged care workers and managers
Where possible, NARI also recommends managers implement mental health initiatives such as an ongoing monitoring or a ‘checking in’ policy for staff members, peer-to-peer support, and providing training sessions and psychoeducation. Training could focus on factors contributing to anxiety, compassion fatigue, stress and burnout, and teach strategies to enhance resilience and wellbeing. It is also important to address the emotional wellbeing of management staff. By providing them with tools to help them support their staff and themselves, they will be better enabled to face the ongoing challenges presented by the pandemic. NARI also suggests developing recommendations and resources, such as posters highlighting the importance of mental wellbeing, as a communication tool and as reminders throughout facilities. Continued on page 46
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