BMJ open · 2024
Qualitative interview study of strategies to support healthcare personnel mental health through an occupational health lens.
СтатьяПоддержка исследования: вне правительства СШАНазвание и аннотация: Перевод в очереди
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Brown-Johnson Cati, DeShields Cheyenne, McCaa Matthew, Connell Natalie, Giannitrapani Susan N, Thanassi Wendy, Yano Elizabeth M, Singer Sara J, Lorenz Karl A, Giannitrapani Karleen
Аннотация
BACKGROUND: Employee Occupational Health ('occupational health') clinicians have expansive perspectives of the experience of healthcare personnel. Integrating mental health into the purview of occupational health is a newer approach that could combat historical limitations of healthcare personnel mental health programmes, which have been isolated and underused.
OBJECTIVE: We aimed to document innovation and opportunities for supporting healthcare personnel mental health through occupational health clinicians. This work was part of a national qualitative needs assessment of employee occupational health clinicians during COVID-19 who were very much at the centre of organisational responses.
DESIGN: This qualitative needs assessment included key informant interviews obtained using snowball sampling methods.
PARTICIPANTS: We interviewed 43 US Veterans Health Administration occupational health clinicians from 29 facilities.
APPROACH: This analysis focused on personnel mental health needs and opportunities, using consensus coding of interview transcripts and modified member checking.
KEY RESULTS: Three major opportunities to support mental health through occupational health involved: (1) expanded mental health needs of healthcare personnel, including opportunities to support work-related concerns (eg, traumatic deployments), home-based concerns and bereavement (eg, working with chaplains); (2) leveraging expanded roles and protocols to address healthcare personnel mental health concerns, including opportunities in expanding occupational health roles, cross-disciplinary partnerships (eg, with employee assistance programmes (EAP)) and process/protocol (eg, acute suicidal ideation pathways) and (3) need for supporting occupational health clinicians' own mental health, including opportunities to address overwork/burn-out with adequate staffing/resources.
CONCLUSIONS: Occupational health can enact strategies to support personnel mental health: to structurally sustain attention, use social cognition tools (eg, suicidality protocols or expanded job descriptions); to leverage distributed attention, enhance interdisciplinary collaboration (eg, chaplains for bereavement support or EAP) and to equip systems with resources and allow for flexibility during crises, including increased staffing.
OBJECTIVE: We aimed to document innovation and opportunities for supporting healthcare personnel mental health through occupational health clinicians. This work was part of a national qualitative needs assessment of employee occupational health clinicians during COVID-19 who were very much at the centre of organisational responses.
DESIGN: This qualitative needs assessment included key informant interviews obtained using snowball sampling methods.
PARTICIPANTS: We interviewed 43 US Veterans Health Administration occupational health clinicians from 29 facilities.
APPROACH: This analysis focused on personnel mental health needs and opportunities, using consensus coding of interview transcripts and modified member checking.
KEY RESULTS: Three major opportunities to support mental health through occupational health involved: (1) expanded mental health needs of healthcare personnel, including opportunities to support work-related concerns (eg, traumatic deployments), home-based concerns and bereavement (eg, working with chaplains); (2) leveraging expanded roles and protocols to address healthcare personnel mental health concerns, including opportunities in expanding occupational health roles, cross-disciplinary partnerships (eg, with employee assistance programmes (EAP)) and process/protocol (eg, acute suicidal ideation pathways) and (3) need for supporting occupational health clinicians' own mental health, including opportunities to address overwork/burn-out with adequate staffing/resources.
CONCLUSIONS: Occupational health can enact strategies to support personnel mental health: to structurally sustain attention, use social cognition tools (eg, suicidality protocols or expanded job descriptions); to leverage distributed attention, enhance interdisciplinary collaboration (eg, chaplains for bereavement support or EAP) and to equip systems with resources and allow for flexibility during crises, including increased staffing.