Give us a break

Chatfield, Cat; Rimmer, Abi

doi:10.1136/bmj.l481

Cited by 12 publications

(19 citation statements)

References 3 publications

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“…Similar findings have been demonstrated in the context of healthy lifestyle behaviours at work (e.g., physical activity), where job-related barriers to engagement in health behaviours included the structure and nature of the working day (high workload, front line job requirements), workplace culture and norms (resentment from colleagues, no break culture) and organizational concerns (cost of lost time, public perceptions) [65]. Lack of work breaks and an absence of suitable rest areas is particularly common amongst healthcare workers [66][67][68][69], although it is well-established that long hours and consecutive shifts without breaks have negative psychological impacts, and health and safety implications for healthcare workers and patients [23,70]. Within-day work breaks can reduce fatigue and negative emotions [71].…”

Section: The Wellbeing Centresmentioning

confidence: 99%

COVID-Well Study: Qualitative Evaluation of Supported Wellbeing Centres and Psychological First Aid for Healthcare Workers during the COVID-19 Pandemic

Blake

Gupta

Javed

et al. 2021

IJERPH

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Supported wellbeing centres were set up in UK hospital trusts as an early intervention aimed at mitigating the psychological impact of COVID-19 on healthcare workers. These provided high quality rest spaces with peer-to-peer psychological support provided by National Health Service (NHS) staff volunteers called ‘wellbeing buddies’, trained in psychological first aid. The aim of the study was to explore the views of centre visitors and operational staff towards this COVID-19 workforce wellbeing provision. Qualitative semi-structured interviews were undertaken with twenty-four (20F, 4M) employees from an acute hospital trust in the UK. Interviews were digitally recorded and transcribed, data were handled and analysed using thematic analysis. Interviews generated 3 over-arching themes, and 13 sub-themes covering ‘exposure and job roles’, ‘emotional impacts of COVID-19 and ‘the wellbeing centres’. Supported wellbeing centres were viewed as critical for the wellbeing of hospital employees during the first surge of COVID-19 in the UK. Wellbeing initiatives require managerial advocacy and must be inclusive. Job-related barriers to work breaks and accessing staff wellbeing provisions should be addressed. High quality rest spaces and access to peer-to-peer support are seen to benefit individuals, teams, organisations and care quality. Training NHS staff in psychological first aid is a useful approach to supporting the wellbeing of the NHS workforce during and beyond the COVID-19 pandemic.

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Section: The Wellbeing Centresmentioning

confidence: 99%

COVID-Well Study: Qualitative Evaluation of Supported Wellbeing Centres and Psychological First Aid for Healthcare Workers during the COVID-19 Pandemic

Blake

Gupta

Javed

et al. 2021

IJERPH

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“…14 In 2019, the BMJ launched a campaign called Give us a break to publicise the need for doctors to take breaks. 15 The DRM is also well positioned to look at whether taking a break is associated with improvement in the daily 'lived' experience.…”

Section: Introductionmentioning

confidence: 99%

Measuring the working experience of doctors in training

Hockey

Vaithianathan

Baeker

et al. 2020

Future Healthcare Journal

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Using an online tool, we report the association between tasks and 'affect' (underlying experience of feeling, emotion or mood) among 565 doctors in training, how positive and negative emotional intensity are associated with time of day, the extent to which positive affect is associated with breaks, and consideration about leaving the profession. Respondents spent approximately 25% of their day on paperwork or clinical work that did not involve patients, resulting in more negative emotions. Positive emotions were expressed for breaks, staff meetings, research, learning and clinical tasks that involved patients. Those having considered leaving the profession report more negative feelings. Systematic workplace changes (regular breaks, reducing paperwork and improved IT systems) could contribute to positive workday experiences and reduce intention to quit. Educators and employers have important roles in recognising, advocating for and implementing improvements at work to enhance wellbeing with potential to improve retention of doctors in training.

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“…There is increasing evidence that in order to ensure colleagues are able to deliver safe, high-quality care from the beginning to the end of a shift we must prioritise breaks. [1][2][3] Taking a break can include eating or having a drink, a physical rest or for some a walk or fresh air. Regular rest is essential, especially when busy or working overnight and for reducing work-related stress.…”

Section: Introductionmentioning

confidence: 99%

“…1 The British Medical Association (BMA) are also launching their #giveusabreak campaign. 2 The Health Education England (HEE) National Health Service (NHS) Mental Wellbeing report highlights this. 3 Across our NHS Trust we have relaunched our HALT (are you Hungry, Angry, Late or Tired?)…”

Section: Introductionmentioning

confidence: 99%