INSIGHTS FROM INDUSTRY
BUILDING WORKFORCE RESILIENCE IN AGED CARE WHAT EMPLOYERS CAN DO TO REDUCE THE IMPACT OF BURNOUT
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s leaders across the aged care system are aware, workforce burnout is an area of increasing concern. Its rising incidence and devastating impacts can force some of our most caring and talented workers to leave their employers, or worse, the whole aged care sector. Workforce burnout exacerbates existing challenges around workforce retention, and workforce pressures particularly in rural and remote areas of Australia.
How do I recognise the signs of workforce burnout?
Workforce burnout occurs due to prolonged exposure to workplace stress or where organisational demands are placed on staff without adequate resourcing or supports. This has been exacerbated by COVID-19 due to the high emotional demands and increasing workload. The signs of workforce burnout look different for different people—including changes in physical characteristics (such as fatigue and digestive problems), cognitive functions (such as executive functions, attention, and memory), and mood or emotions (such as anxiety and panic attacks). Promoting awareness of workforce burnout can help inform targeted action, reduce stigma, promote employee helpseeking behaviour, and support providers in accounting for its root causes.
What can be done at the organisational level to help those experiencing burnout?
Contemporary research shows that strategies such as workload reduction, teamwork, communication, and training are associated with a medium reduction in burnout, while other studies have found that positive characteristics including autonomy, reward, community and workplace fairness can assist in reducing the likelihood of burnout. In determining which strategies will work best, it is important to understand the key contributing factors in your workplace.
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Several tools exist which can help identify organisational characteristics that require change. One supported in academic research is the Copenhagen Psychosocial Questionnaire (the short version is for workplaces), and frameworks such as the Maslach work life model which assists with identifying areas for improvement at an organisational level.
What can be done to help staff build their own resilience? Aged care managers should consider the ways in which individual interventions can be offered to staff. These may include: •
Discussing individual coping strategies and support to help staff deal with a demanding environment. This needs to be undertaken in partnership with efforts to cultivate a healthy workplace environment.
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Ensuring access to individual strategies including mental health services, such as psychotherapy, stress management and resilience training, and mindfulness
