Caring for those who give care: It is time to protect the mental health of our health heroes

Many of us – those who work an average of 35 hours a week – spend almost a third of our waking hours at work. So how we spend those hours really matters for our mental health. This is especially true for health workers, who often work long hours in highly stressful conditions. 

The theme of this year’s World Mental Health Day is ‘It is Time to Prioritise Mental Health in the Workplace’, and UnitedGMH is using the opportunity to call for more global attention on the mental health of the health workforce. 

The impact of COVID-19

Beyond its catastrophic implications for human health, the COVID-19 pandemic had a huge political, social and economic impact. It also reminded us of the value of the most neglected component of our health systems: the health workforce. 

Numerous studies and anecdotal experiences highlighted the mental health challenges these health heroes faced during the pandemic. A major World Health Organisation (WHO) report found that at least one in three health workers reported anxiety and depression. Half of them reported experiencing burnout. 

Almost five years on from the start of the global pandemic, too many health workers still have these symptoms. 

Global health workforce shortage

A robust motivated workforce is critical to achieving the Sustainable Development Goals, but the world is facing a global health workforce shortage. The WHO projects the global shortfall will reach as many as 10 million health workers by 2030. Low- and middle-income countries (LMICs) will be under the greatest strain. 

Addressing this shortage will require a redesign of workplaces to promote mental health and wellbeing, helping to attract and retain skilled healthcare staff. Those who inform and make national policy – from across governments, health institutions, employers and other relevant global organisations – need to collaborate and take steps to create mentally healthy workplaces. 

Our call to action – workplaces that: 

• Protect… the mental health of the health workforce by shifting organisational culture. An organisation’s cultural stance on mental health has an impact on workforce wellbeing, performance and loyalty. Every health workplace needs detailed policies and practices that protect mental wellbeing, foster inclusivity and respect, and reduce discrimination. They need to dedicate resources to make sure their staff can access responsive and flexible mental health support, counselling and therapy. Health institutions should identify potential ‘mental health champions’ among their employees with the skills to offer peer support and the knowledge to signpost staff to appropriate support services and resources.
• Invest… in the workplace environment. Poor working environments don’t only affect staff themselves – they compromise the quality of care they deliver to patients. Every health workplace must prioritise implementing mental health safeguarding measures. Mandatory mental health awareness and trauma-informed leadership training, staff training in mental health literacy and awareness including how to address stigma and discrimination in the workplace, can promote a positive, detoxified work culture. 
• Respond… to the voices of their health workers. To bring about real change – change that is constant and evolving – the health system needs to learn from those within it. Safe spaces need to be created for courageous conversations, where staff feel protected from negative consequences if they voice concerns, challenges or suggestions to decision-makers. This could include leaders speaking up and promoting a culture of empathy and reflection, where mental health is openly discussed. Organisations should champion a culture of compassionate language for mental health to allow individuals to feel heard, connected and supported. 
• Celebrate… the tireless contributions, commitment and care the health workforce put into the day-to-day service they deliver. They are the engine of our health systems. A work environment won’t be effective if staff feel constantly undervalued. To accelerate national health workforce retention and recruitment strategies, governments and employers must do more to celebrate their health workforce. Although fair compensation is extremely important, a culture of appreciation is also critical. Managers can monitor daily wins and share positive feedback to individuals and teams, both privately through words of affirmation and publicly through employee communication platforms. Staff can be encouraged to recognise colleagues’ achievements – even something as simple as a positive interaction with a patient – and express their appreciation at team meetings. 

As the health workforce comes under increasing pressure, measures to prevent mental health issues such as burnout must involve the creation of more positive work environments – environments that attract people to join the health profession, encourage them to stay and enable them to perform effectively.