MHM Magazine

and certain behaviours, for example, legislation, education, and preventative check-ins. At the secondary level, the aim is to reduce burnout and other related issues from progressing and the prevention of long-term problems from developing. For example, modifying the work environment or improving current initiatives. At the tertiary level interventions are introduced to manage existing problems in the organisation. For example, support programmes or sick-leave. Consider the third level a type of triage system to be put in place once issues have become highly problematic. At each level, the individual healthcare professional and organisation as a whole should participate in these interventions. As the individual, the healthcare professional has a role to play in preventing and managing their own risks related to well-being. However, for interventions to be successfully sustainable, organisational leadership will also need to play their own role. Studies show interventions which are introduced by the organisation in the management of well-being are far more likely to be successful than individual interventions alone. Below are some interventions that could take place at an organisational level to promote a well-being centric culture: • Analysis and assessment through established measures of well- being can help inform the core issues at play when it comes to ailing mental and physical health of staff. Not only would this allow for greater insight into the symptoms being experienced, but provide more information on the job conditions, demands, and resources. • Psycho-social educational programmes offered by the organisation provide a platform and expertise through which staff can access the information and assistance they may need. These programmes could range from better sleep hygiene to asking for more help at home. • Changes to the physical workplace design can have a huge impact on the organisational factors contributing to poor health, such as light exposure, temperature, noise, (a lack of) clean private break rooms or availability of healthy meals, and the use of colours and plant life. Staff who need to engage in work requiring focus and attention should be provided with quiet spaces to do so. Healthcare workers who work shifts may not be exposed to enough natural light during the day, which compromises circadian rhythms and overall health. Also note that some staff may feel unsafe travelling late at night and then again in the early morning; larger healthcare organisations could provide staff with sleep pods in such cases. • Lastly, an organisational culture that cultivates employee well-being may need to see substantive changes to organisational structures, leadership capabilities, and working conditions. Certain structural and leadership factors drastically reduce the risk of burnout, such as advocating for a human-centred leadership style; streamlining and enhancing internal communication systems; redressing problematic and outdated institutional rules, structures and equipment; introducing robust human resource management practices; conducting updated job analyses; implementing strong mentorship programmes with a focus on capitalising institutional knowledge and fostering development; and suitable benchmarking against international best practices. What individual interventions can healthcare workers implement to improve their own well-being, which will hopefully have a ripple effect on co-workers and team culture? Let’s take a look: • At the heart of wellness lies better sleep management, and often, we are our own worst enemies. Avoiding the use of technology before bed; aiming for at least eight hours of sleep; keeping the bedroom clean, dark and clear of clutter are just some little ways recommended to get a better night’s rest. As a manager, consider instructing employees not to respond to messages after hours. • The development and sustainability of healthy habits such as nourishing one’s body and exercising can assist at all three levels of wellness interventions. Not only do healthy habits prevent the onset of certain illnesses, but improve one’s ability to recover from such. • Social support is critical in not only preventing anxiety, depression and burnout, but in recovery as well. Healthy social support may mean prioritising time for friends and family; engaging in hobbies; talking to someone when struggling; establishing supportive co-worker relationships; and engaging in community or spiritual practices, such as attending church or volunteering. • Therapeutic interventions such as counselling may assist individuals who are more prone to developing depression, anxiety, and burnout. Working in the healthcare sector often means seeing more trauma than the average person, and seeking help builds resilience and encourages the use of healthier coping mechanisms. • Despite working a full-time job, unfortunately many women still shoulder the burden of social labour in the home (cleaning, cooking, and childcare). Asking for help from family or one’s partner or seeking ways of easing chores (such as pre-cooking meals, outsourcing cleaning duties, or even requesting more uniforms for the week) may allow the healthcare professional to return to work feeling rested and revitalised. With the positive impact of wellness interventions having been researched over an extended period of time, poor work-related mental and physical well-being should and can be successfully managed and hopefully prevented. In the end, the goal is not only to improve the wellbeing of healthcare professionals, but ensure better care for patients, and a thriving organisation. On a last note, don’t think that culture changes aimed at employee well-being can only happen at an executive level, or that well-being is only aimed at formal skilled labour. Do remember that if you’re a manager or head of department, set an example for your team and lead the way in work-life balance and small steps to greater well-being. References available on request. MHM | 2024 | Volume 11 | Issue 2 | An Organisational Culture in Healthcare That Supports the Healthcare Professional’s Well-Being MHM 30 | MENTAL HEALTH MATTERS | 2024 | Issue 2 H