Improving Supervisor Confidence in Responding to Distressed Health Care Employees

IF 2.3 Q2 HEALTH CARE SCIENCES & SERVICES Joint Commission journal on quality and patient safety Pub Date : 2023-10-30 DOI:10.1016/j.jcjq.2023.10.013
Gregory P. Couser MD, MPH (is Occupational Medicine Specialist, Psychiatrist, Division of Preventive, Occupational and Aerospace Medicine, Mayo Clinic, Rochester, Minnesota.), Allyssa M. Stevens MHA (is Strategy Manager, Strategy Department, Mayo Clinic.), Heidi D. Arndt MA, LPCC (is Employee Assistance Counselor, Employee Assistance Program, Mayo Clinic.), Jody L. Nation LPCC (is Employee Assistance Counselor, Employee Assistance Program, Mayo Clinic.), Scott A. Breitinger MD (is Psychiatrist, Division of Integrated Behavioral Health, Mayo Clinic.), Debra S. Lafferty MS (is Director, Continuous Accreditation, Licensure, and Compliance, Department of Education Administration, Mayo Clinic.), Craig N. Sawchuk PhD, LP (is Psychologist, Division of Integrated Behavioral Health, Mayo Clinic. Please address correspondence to Gregory P. Couser)
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Abstract

Background

Professional distress and burnout are increasingly common among health professionals. This trend prompted stakeholders at a large multicenter health care system to survey supervisors for improvement opportunities. The stakeholders learned that workplace leaders lacked tools and direction for appropriately responding to distressed employees. The authors implemented a supervisor training video on providing resources to improve employee mental health.

Methods

Using the DMAIC (Define, Measure, Analyze, Improve, and Control) methodology, the authors conducted key stakeholder interviews to identify strengths, weaknesses, opportunities, and threats. Next, an e-mail survey was administered to a representative sample of supervisors that asked about degree of confidence in responding appropriately to distressed employees, with the response options “very confident,” “somewhat confident,” and “not at all confident.” After identifying factors contributing to low supervisor confidence, the research team developed and disseminated a six-minute, on-demand video to train supervisors to respond appropriately to employees during a mental health crisis. The same group of supervisors were surveyed using the same survey after exposure to the video, and responses were collected from those who had viewed the video but had not answered the preintervention survey.

Results

The proportion of supervisors who responded “not at all confident” in the survey decreased from 7.1% (15/210) of responses to 0.8% (1/123), while the proportion of supervisors who chose “somewhat confident” increased significantly, from 62.9% (132/210) to 69.1% (85/123) (p = 0.03). Of the 28 supervisors who had not participated in the presurvey and viewed the video, none indicated that they were “not at all confident.” The percentage of supervisors who felt distress “sometimes” or more frequently from navigating and supporting employee emotional concerns decreased nonsignificantly from 41.9% (88/210) to 37.4% (46/123) (p = 0.87).

Conclusion

Simple, on-demand supervisor training videos can improve the confidence of supervisors to respond appropriately to distressed employees, which may indirectly contribute to improved employee mental health.

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提高主管人员应对医护人员困境的信心
背景医护人员的职业困扰和职业倦怠越来越普遍。这一趋势促使一家大型多中心医疗保健系统的利益相关者对主管人员进行调查,以寻找改进机会。相关人员了解到,工作场所的领导者缺乏适当应对陷入困境的员工的工具和方向。作者采用 DMAIC(定义、测量、分析、改进和控制)方法,对主要利益相关者进行了访谈,以确定优势、劣势、机会和威胁。接着,作者对具有代表性的主管人员进行了电子邮件调查,询问他们对妥善应对受困员工的信心程度,回答选项为 "非常有信心"、"有点信心 "和 "完全没有信心"。在确定了导致主管信心不足的因素后,研究小组开发并传播了一段六分钟的点播视频,以培训主管在员工出现心理健康危机时如何做出适当的反应。结果在调查中回答 "完全没有信心 "的主管比例从 7.1%(15/210)下降到 0.8%(1/123),而选择 "有一定信心 "的主管比例则大幅上升,从 62.9%(132/210)上升到 69.1%(85/123)(p = 0.03)。在 28 位未参与预调查但观看了视频的督导人员中,没有人表示 "完全没有信心"。因引导和支持员工情绪问题而 "有时 "或更经常感到困扰的主管比例从 41.9% (88/210) 降至 37.4% (46/123) (p = 0.87),降幅并不显著。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.80
自引率
4.30%
发文量
116
审稿时长
49 days
期刊最新文献
Table of Contents Editorial Board The Joint Commission Journal on Quality and Patient Safety 50th Anniversary Article Collections: Diagnostic Excellence Supporting Professionalism in a Crisis Requires Leadership and a Well-Developed Plan. Quality and Simulation Professionals Should Collaborate.
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