Once structures for shared accountability are in place, create and encourage opportunities for administrators and department and division leaders to collaborate with each other to develop plans for improving workforce wellness. This way, sub-optimization around a narrow domain of responsibility is prevented because one division is not optimizing the organization around its particular goals (eg, data security or compliance) at the cost to other organizational goals (eg, patient satisfaction, productivity, or workforce well-being).įor example, evaluate the chief executive officer (CEO), chief medical Information officer (CMIO), chief compliance officer, chief wellness officer (CWO) and others on the executive leadership team on improvement in the well-being for the entire institution as part of their annual performance review. Linking a leadership performance review to improvement in clinician well-being is a powerful tool to drive change. How can we share accountability for workforce wellness? Share accountability for workforce wellness. Use the calculator below to calculate the costs of burnout (See STEP 2).
CME DROPCOPY IMPLEMENTATION PROFESSIONAL
How can our organization manifest professional satisfaction as a core priority?Ĭommitment to professional well-being can be realized in a variety of ways:ĭevelop a mission and vision statement that includes professional wellness.Įducate the governing board about the positive impact that improving clinician joy, purpose, and meaning in work can have on the mission of the organization, including quality of care, patient experience, physician retention, and a healthy financial bottom line. This organization would be expected to incur costs of over $5 million annually related to burnout-associated physician turnover. For example, consider an organization of 500 physicians with an annual turnover rate of 7% and typical replacement costs of $500,000 per physician.
7 - 9 Replacement costs attributable to burnout are significant for organizations (see the Organizational Cost of Physician Burnout tool).
7 For example, physicians who are burned out are more likely to leave their current practice or reduce to part-time as those who are not burned out. 5, 6įinancial reasons: Burnout results in higher levels of physician turnover and reductions in professional work effort. Humanitarian reasons: Burnout impacts the personal lives of individual health care professionals, and has been associated with greater rates of dissatisfaction, divorce, drug and alcohol abuse, depression, and death by suicide among surgeons and medical students. For example, each 1-point increase on a scale that evaluated 3 domains of burnout (emotional exhaustion, depersonalization, and personal accomplishment) correlates with a 3% to 10% increase in the likelihood of physicians reporting major medical errors. Quality reasons: Burnout negatively impacts quality of care, patient safety, patient satisfaction, and productivity. Why should an organization care about burnout? Loss of control over the work environmentĪ cultural shift from health values to corporate values 2 Workflow inefficiencies, especially those related to the design and implementation of electronic health records (EHRs)
CME DROPCOPY IMPLEMENTATION DRIVERS
The predominant drivers of burnout are systems-level factors rather than individual physician-level factors. 3īurnout can impact all health care workers, but may be especially prevalent among physicians. Nearly half of US physicians experience some sign of burnout, a condition that impacts all specialties and all practice settings.
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