Calling for Help—Peer-Based Psychosocial Support for Medical Staff by Telephone—A Best Practice Example from Germany

Abstract

Background: A telephone support hotline (PSU-HELPLINE) was established at the beginning of the pandemic due to the burden on health professionals and the lack of support at the workplace. The aim of this study was to evaluate the telephone support service for health professionals in terms of its burden, benefits, and mechanisms of action. Methods: Data collection was conducted during and after calls by PSU-HELPLINE counsellors. In addition to the socio-demographic data evaluation, burdens of the callers and the benefits of the calls were collected. The content-analytical evaluation of the stresses as well as the effect factors were based on Mayring’s (2022). Results: Most of the callers were highly to very highly stressed. The usefulness of the conversation was rated as strong to very strong by both callers and counsellors. The PSU-HELPLINE was used primarily for processing serious events and in phases of overload. The support work was carried out through the following aspects of so-called effect factors, among others: psychoeducation, change of perspective, resource activation, problem actualization, connectedness, information, problem solving, self-efficacy, and preservation of resources. Conclusions: The expansion of local peer support structures and the possibility of a telephone helpline are recommended. Further research is needed.

Key factors for effective implementation of healthcare workers support interventions after patient safety incidents in health organisations: a scoping review

“…We found that in some cases the organisational environment was beneficial to the implementation of the programme, particularly when healthcare organisations were already working towards creating a more supportive environment for their staff and strengthening the safety culture 36 37 42 43 56 60…”

“…Some of the programmes were implemented in healthcare organisations where some PS initiatives and ‘culture-shifting interventions’ had already taken place 37 39 50 55. In other cases they were integrated in major projects developed by the organisations 42 56 60. Both situations were considered potential facilitators for maintaining the programmes over time.…”

“…Most of the programmes’ development and implementation were dependent on volunteer efforts. However, some programmes hired specific elements of the team, such as the programme directors and coordination members 39 42 57 60. Several studies highlighted the importance of these members in the programme activation process, particularly in matching the profile of peer supporters with HCWs’ needs and in the contact with peer supporters and outreach people in need of support 42 48 52 53 56.…”

“…Several studies highlighted the importance of these members in the programme activation process, particularly in matching the profile of peer supporters with HCWs’ needs and in the contact with peer supporters and outreach people in need of support 42 48 52 53 56. One programme included contract freelancer work by psychotherapists to provide more specialised support60 and other programmes remunerated peer supporters for their work 37 49 60…”

“…The access of HCWs to the programmes was done by different channels to find the most convenient format for the users: phone call,40 43 50 55 60 email41 43 44 55 or direct contact with peer supporters or with core team members 43 44 55…”