Introduction
Health is a priority for citizens. That is why it matters to us to have hospitals, primary care centres and other services. Since the 1980s there has been an exponential improvement in research and innovation in clinical practice, from what the pharmaceutical industry and research centres have contributed to the most advanced technologies in the diagnosis and treatment of disease.
But all of this is not enough: the key to these improvements is the health professionals, doctors, nurses, psychologists, social workers, and everyone on the front line with the patient. The pandemic we lived through just five years ago showed the importance of these professionals’ commitment, but it also revealed the emotional cracks it left in a great many of them. We often forget that these professionals are people like the rest of us, who can fall ill, suffer work-related stress, depression, anxiety, «burnout», emotional distress, and so on.
The question is: who cares for those who care? Investing in the health and wellbeing of clinical professionals is not a luxury but a strategic pillar. It requires structural interventions: adequate patient-to-professional ratios, reduced bureaucracy, accessible psychological support and organizational cultures centred on caring for the carer. Resilient health systems depend on healthy professionals. Clinician exhaustion leads to adverse physical and mental health outcomes, compromises patient safety and causes organizational inefficiencies such as high turnover and absenteeism.
Specific risk factors in the hospital and primary care setting
In the hospital setting, for example: 24+ hour on-call shifts, moving patients (mainly nursing), handling chemicals, radiation or pathogens, verbal or physical aggression from patients, the pressure of high-complexity critical decision-making, and overexposure to death and severe suffering, such as moral injury in oncology or paediatrics. Not to mention the fragmentation of services within the same hospital.
In primary care centres, for example: chronic overload and isolation, endless waiting lists, working in isolated practices with a lack of immediate feedback on referrals, administrative multitasking, wear from prolonged empathy toward chronic and complex patients, dealing with patients’ social and economic problems, the lack of support specialists, and sometimes an ageing or inadequate centre infrastructure.
As for factors common to both hospitals and primary care, «burnout» and emotional distress among healthcare staff are more closely tied to poor work design than to personal traits: workload, lack of autonomy, bureaucracy, toxic leadership, lack of recognition, conflicts with the team or the patient, and little support when the professional is in crisis, among others.
Reference: “El burnout entre el personal sanitario: una epidemia que afecta a la calidad asistencial del Sistema Nacional de Salud.” SESPAS (2024).
Recent statistics
Spain. One in four doctors in Spain suffers professional burnout syndrome, representing 24% of medical professionals.
Mental health problems: 25% of Spanish healthcare staff have a diagnosed mental health problem related to anxiety, stress or work pressure. Moreover, the suicide rate in this group is 1.3%, higher than the 0.8% of the general population.
Healthcare psychologists: this group also shows high levels of acute and chronic stress («burnout»), aggravated by work overload, low pay and job insecurity, especially in the public sector.
Recent general EU data (2023–2024)
Sources: “Uno de cada cuatro médicos sufre síndrome de desgaste profesional o burnout” (ISCIII, Gaceta Sanitaria); “El síndrome de burnout afecta al 25% de los médicos y llega al 40% entre los profesionales de las UCI” (Doctopedia); “Psicólogos sanitarios en España: malestar emocional y autocuidado” (UNIR).
Breakdown by country (key figures)
Systemic consequences
Gender gap
Sources
- WHO-Europe (euro.who.int): Health and Care Workforce Burnout Report (April 2024).
- OECD (oecd.org): Health at a Glance: Europe 2023.
- EU-OSHA (osha.europa.eu): Psychosocial Risks in Healthcare 2023.
- PRIMA-EHP study (prima-ef.org): comparative data from 15 EU countries.
Examples of organizational interventions
Organizational interventions can help reduce the impact of the work environment on the mental health of healthcare professionals. These interventions include the equitable distribution of workloads, the promotion of breaks and recovery time, the provision of specialized psychological and emotional support, the encouragement of participation and recognition, the improvement of professional autonomy, the guarantee of fairness and transparency in resource management, the promotion of social support and teamwork, and addressing poor work environments and a sense of community. Organizational policies can also be developed that prioritize mental health and prevent psychosocial risks, ensuring that their impact is evaluated and adjusted according to identified needs. Positive work environments and role clarity can also be created, fostering motivation and clarifying roles and responsibilities. In some hospitals, measures such as improving autonomy, reasonable workloads, a sense of community, coherent values and emotional rewards have been implemented with good results, as well as guaranteeing open communication channels and active participation in organizational management. In conclusion, these organizational interventions not only prevent professional burnout and stress, but also improve the quality of care and the job satisfaction of healthcare professionals. By implementing these interventions, organizations can create a more productive and supportive work environment for their employees, leading to better mental health outcomes and general wellbeing.
Ten examples of organizational interventions to reduce the impact of the work environment on the mental health of healthcare professionals.
Sources: “Promoviendo la salud mental en el ámbito sanitario: una responsabilidad organizacional” (Seguridad Laboral); “Cómo prevenir el burnout en hospitales y centros de salud” (Team Insights); “Intervenciones individuales para reducir el estrés laboral del personal sanitario” (Cochrane); “Improving the mental wellbeing of doctors and medical students” (BMA).
Guide to the Health and Wellbeing Plan for Health Professionals
The InnoHealth Academy team, with the collaboration of the Fundació Galatea and the endorsement of the Societat Catalana de Gestió Sanitària, has developed, together with experts from nine hospitals and primary care, a Guide to the Health and Wellbeing Plan for Health Professionals. This strategic plan is developed in the following phases:
If you are interested in this Health and Wellbeing Plan, you can send an email to info@innohealth.academy with your name and that of the organization you belong to, and we will send it to you.
