S TAF F WE LLB E ING
being initiatives, and resources for healthcare professionals and the public, in the form of e-learning packages, wellbeing pages, posters, guides, and other forms of media and remote digital technology.19
Although
increases in funding and expanded service provision have improved in the UK, there is still considerable inconsistency in mental health capacity. There is no doubt C0VID-19 has contributed to an already deteriorating MHS across the general population and will continue to do so for some considerable time to come, with an increase in stressed and fatigued healthcare workers (HCWs). In addition, organisations are under-resourced and overstretched, resulting in issues with staff recruitment and retention. One of the essential fundamental elements in maintaining an already compromised workforce is that they are supported by NHS leaders who embed a ‘culture of care’ across their organisations and for HCWs to look after their mental health and wellbeing.20
Interventions to
support the NHS workforce psychological and physical wellbeing should remain a priority. The pandemic climate is ever- changing and evolving, as new strains and outbreaks emerge, despite the national rollout of vaccines. There is no one clear path to normality or any let-up in the prospect of NHS services getting back to pre-COVID figures as waiting lists continue to rise. NHS staff will continue to be affected by the Coronavirus for months and even years ahead, experiencing stress, fatigue and burnout without practical psychological support, clear communication, sufficient rest and access to appropriate personal protective equipment (PPE) and resources.21 Other challenges will also appear as we
open services back up – including tackling huge waiting lists and dealing with the broader effects of lockdown on people’s health.22
This is why it is so vital that positive
changes emerge, prompted by the pandemic. Lessons must be learnt and strategies applied to improve the working lives and well-being of NHS staff, so they can care
Figure 3: The Greater Manchester Mental Healthcare Trust issued self-care guidance
Figure 4: The Covid Trauma Response Working Group’s guidance (above) aims to support healthcare providers identify and tackle stress
effectively for the general public, in a service recognised as free at the point of need. CSJ
References 1 British Medical Association (2020a). The impact of COVID-19 on Mental Health in England; Supporting Services to go Beyond Parity of Esteem, BMA, London. 2 British Medical Association (2020b) Beyond Parity
One of the essential, fundamental elements in maintaining an already compromised workforce is that they are supported by NHS leaders who embed a ‘culture of care’ across their organisations and for HCWs to look after their mental health and wellbeing. Interventions to support the NHS workforce psychological and physical wellbeing should remain a priority.
SEPTEMBER 2021
of Esteem – Achieving Parity of Resource, access, and Outcome for Mental Health England, BMA, London.
3 Chuttoo V, Ramharakh Sanjeev B. (2021). Examining the effects of COVID-19 on mental health services, service users and nurses. Nursing Standard. Vol 36. number 6:70-75.
4 Brooks Samantha K, Dunn Rebecca, Amlôt Richard, Rubin G James, Greenburg Neil. Protecting the psychological wellbeing of staff exposed to disaster or emergency at work: a qualitative study. BMC Psychol. 2019 Dec 10;7(1):78. doi: 10.1186/ s40359-019-0360-6.
5 House of Commons Library. Baker Carl, Gheera Manjit. Mental health: Achieving’ parity of esteem’. Published Thursday, 6 January 2020. https://
commonslibrary.parliament.uk/mental-health- achieving-parity-of-esteem/ [Accessed July 2021].
6 Vindegaard N, Benros ME. (2020). COVID-19 pandemic and mental health consequences: Systematic review of the current evidence. Brain Behaviour and immunity.89,
531-532.doi: 10j. bbi.2020.05.048.
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