Preventing Burnout in Healthcare Must Be a Standard of Practice

Healthcare burnout is, unfortunately, an ongoing occurrence, and the pressures of today’s healthcare industry most likely mean it will continue to be a problem. Healthcare leaders recognize that burnout isn’t just a personal struggle for individual clinicians but a systemic challenge that impacts patient safety, staff retention, and organizational performance. While burnout gained widespread attention during the COVID-19 pandemic, its roots emerged long before then, and its consequences can be far-reaching. Preventing burnout in healthcare as a standard of practice is critical, along with providing support for burnout recovery when it does happen.

Understanding burnout in today’s healthcare settings

Burnout has three main symptoms: feelings of exhaustion, mental distancing or cynicism towards one’s work, and reduced professional efficacy. Burnout isn’t just about feeling tired after a long shift — it’s a recognized chronic response to unrelenting workplace stress.

Leaders understand that if not addressed, burnout can severely erode the quality of healthcare delivery, damage workplace engagement and productivity, and affect staff retention. Understanding the causes and how to mitigate them is the first step to preventing burnout in healthcare.

External or organizational causes

There are several common external causes and contributing factors of healthcare burnout.

• Excessive demands or workload
• Flawed processes or structures
• Poor or inadequate management
• Lack of opportunities
• Lack of resources

Interpersonal or personal causes

For many clinicians, additional interpersonal and personal causes can accelerate burnout.

• Lack of support or teamwork
• Lack of autonomy or control
• Deprioritizing individual needs
• High personal expectations
• Conflicting personal and professional obligations

Extreme cases of burnout can fall into the categories of compassion fatigue and moral injury.

Why burnout persists in healthcare

Healthcare has always demanded extraordinary resilience and dedication. However, the landscape has become increasingly complex, with electronic health record requirements, stringent regulations, and higher patient volumes adding to the burden. These challenges can make even the most empathetic and dedicated clinicians feel disconnected or removed from their purpose — caring for patients.

Today’s healthcare environment, with its time-consuming administrative tasks and heavy patient loads, can lead to a sense of depersonalization when clinicians have an increased workload that takes time away from their primary purpose of caring for patients. This detachment can reduce their ability to engage effectively with patients and other staff members and jeopardize the relationships that are essential for high-quality care.

Putting processes in place to respond appropriately

Burnout manifests in ways that are often subtle but can escalate quickly. Increased absenteeism, reduced productivity, and a noticeable decline in the quality of care are signals that leaders cannot afford to ignore. Emotional signs — such as feelings of helplessness, detachment, and a lack of motivation — often accompany physical symptoms such as chronic headaches, changes in sleep patterns, and increased susceptibility to illness.

Recognizing the signs early is crucial for preventing burnout in healthcare before it impacts patient safety and staff well-being. Healthcare leaders must foster a culture where burnout symptoms are acknowledged and addressed rather than overlooked or ignored.

Leaders can rely on several burnout assessment tools, such as the Maslach Burnout Inventory (MBI), which can be useful for determining an individual clinician’s burnout status. A good tool will assess all three areas — emotional exhaustion, depersonalization, and reduced personal accomplishment. Using data from assessment tools can be an effective way to underscore and justify the need for changes, both for individuals and organizations needing resources to make those changes.

The costs of ignoring burnout

The financial implications of burnout are significant. High turnover rates among burned-out clinicians and providers not only disrupt patient care but also impose significant costs on their organizations. For example, the economic impact of losing a physician to burnout can equal two to three times their annual salary due to the costs of recruitment, onboarding, and lost productivity. Physician turnover totals $260 million in estimated annual cost to health systems.

Moreover, burnout has a contagious effect. When one clinician starts to experience burnout, it can quickly spread to others, leading to a ripple effect that compromises an entire team’s effectiveness. “Burnout contagion” can result in increased medical errors, higher hospital infection rates, and ultimately, a decline in patient outcomes.

Addressing burnout: A strategic approach

Addressing and preventing burnout in healthcare requires more than just acknowledging its existence. It calls for a proactive, strategic approach that targets root causes and fosters a protective work environment. To help the clinicians in your organization avoid or mitigate burnout, consider these actionable steps:

1. Streamline processes: Where possible, healthcare organizations should eliminate unnecessary work burdens that contribute to burnout. Streamlining administrative tasks and optimizing workflows can free up clinicians to focus more on patient care, which is often the most fulfilling aspect of their job.
2. Reinforce purpose: Prioritize the intrinsic rewards of healthcare — the ability to make a meaningful difference in patients’ lives. Regularly emphasize success stories and positive patient outcomes to help center the passion that brought many clinicians into the field — and keeps them there. Provide opportunities and resources that support employees’ goals.
3. Build resilience: Resilience isn’t just about enduring stress — it’s about thriving in the face of challenges. Provide your staff with the tools and support they need to build resilience, such as wellness programs, mental health resources, and opportunities for professional development that emphasizes teamwork and workplace protections such as mental health support and adequate time off.

More articles in this series

Surgeon General’s Framework for Workplace Mental Health and Well-Being: Focus on Nurses →

Nurse Well-Being and the Nurse Shortage — Are They Connected? →

Nurse Depression and Anxiety: Stopping the Mental Health Crisis →

Healthcare Workforce Safety: Nurse Safety and Patient Safety Go Hand in Hand →

Supporting clinician engagement and well-being

Healthcare leaders must recognize that, although common, burnout should not be an inevitable part of a healthcare professional’s job. It’s a preventable condition that can be mitigated through a commitment to staff well-being and the implementation of targeted, intentional support measures.

Initiatives that provide immediate support during times of extreme stress, along with internal social networks that encourage peer recognition, can play a significant role in maintaining a positive work environment.

Additionally, real-time feedback can help clinicians stay connected to their work’s impact. Provider and clinician scorecards that offer patient insights enable healthcare professionals to see the difference they’re making, reinforcing their sense of purpose and boosting morale.

Invest in your staff for long-term retention and performance

The stakes are high, and the need for appropriate measures to prevent burnout in healthcare is urgent. Burnout is more than just a personal challenge — it’s a threat to healthcare. By investing in your teams’ well-being and creating an environment that supports resilience and engagement, you can help safeguard patient care, safety, and your organization’s performance — and the future of healthcare itself.