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(Nurs* or "Health workers") AND Support* And (emotional OR stress* OR   Burnout)

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nurses nurs* "health workers" RN RGN student nurse
support help guid* mentor* coach* educat* assist* encourag* empower*
manage promot* cop* control*
"emotional labour" "compassion fatigue" fatigu* burnout compassion depres*

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Does this assignment need to be based around end of life care?

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Will learning services be offering any sessions that will directly help with nt4 and research methods?

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Are the library offering any sessions to specifically help with nt4 and research methods?

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Do you have to reference your own words

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Has these two papers got to come from the same search in the same database.

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Has these two papers got to come from the same search in the same database.

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Can you please go over Search Terms on CINAHL

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how do you know if it is a primary research

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how are two papers that aren't the same as my question supposed to answer my question?

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how are two papers that aren't the same as my question supposed to answer my question?

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Examples of good key words to use when searching and how to refine the search results.

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How do I know if the papers are reliable

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How do you kno  if a paper is quantitative or qualitative?

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Where is the best place to search for papers?

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Can you please do my assisnngment for me

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how do we narrow down our searches using the advanced searches in order to get our 2 papers

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NHS staff are quitting because they are stressed and burned out from heavy workloads, having too little time with patients and suffering bullying and harassment at work, an official report has said.

The exodus is deepening the service's workforce crisis in England, making it harder for patients to see a GP or hospital specialist and forcing the NHS to rely on expensive agency staff.

Disillusioned doctors and nurses are leaving the health service at all stages of their careers because they find working in it too much, the new workforce strategy drawn up by NHS leaders warns.

The NHS must do more to tackle the high dropout rate by making "a new offer" to its 1.3 million personnel that is intended to make their working lives easier by providing more flexible hours, the ability to work from home and better mental health support, the Interim NHS People Plan says.

"Healthcare jobs have become increasingly demanding as the NHS has struggled to recruit and retain people, and existing staff work harder to maintain standards of care," according to the 74-page document.

"These gaps in our workforce make it difficult to fill medical and nursing rotas and provide enough general practice or outpatient appointments, as well as increasing financial pressures on the system as gaps are filled with higher cost temporary staff.

"The culture of the NHS is being negatively impacted by the fact that our people are overstretched," adds the report. It warns that the service will keep losing staff unless it changes how it treats them and becomes England's best, not just biggest, employer.

The pressures of working in the NHS mean sickness absence is 2.3% higher than in the rest of the economy and contribute to one in 11 staff quitting every year, it acknowledges.

The plan was drawn up by Dido Harding, the Conservative peer who chairs NHS Improvement, a health service regulator, alongside NHS chiefs, trade unions and workforce experts. Originally due in 2017, it has assumed major importance within the NHS as the health service looks for ways to tackle its twin crises of recruitment and retention, which have left it short of more than 100,000 staff.

The plan sets out "urgent action" to improve the situation, including:

The recruitment of more overseas nurses, although a target of 5,000 a year from now until 2024 has been dropped.

Similarly, a greater reliance on doctors from abroad.

A review of NHS pension taxation rules which have prompted growing numbers of doctors to take on less work or retire early.

A new campaign, in tandem with Mumsnet, to encourage more nurses to return to the NHS.

The 40,000 vacancies for nurses is the most pressing of the NHS's many "significant staff shortages across the country". The report sets out an ambition to increase the number of homegrown nurses and notes that the then chancellor, George Osborne's decision in 2016 to abolish bursaries and maintenance grants for student nurses and midwives led to a 31% fall in applications for degrees in those subjects. However, it does not recommend that either form of financial support should be reinstated.

Harding's plan makes clear there will be no money to use to tackle understaffing until after the next spending review, which NHS leaders hope will bring extra cash to address the problem. A final and fully costed People Plan will be published "later this year".

"The plan acknowledges the damage caused by the government's education reforms, including the abolition of student bursaries, yet offers little action to address this. This needs the government to act by offering more financial support to student nurses," said Suzie Bailey, director of leadership and organisational development at the King's Fund thinktank.

Hospitals and other NHS care providers will offer staff the chance to work much more flexibly in future to reduce the rising number quitting because they feel they cannot have a decent work-life balance.

The People Plan says: "We will significantly increase flexible working through a combination of technology and a change in people practices, to give people greater choice over their working patterns, help them achieve a better work-life balance, and help the NHS remain an attractive career choice.

"We will need to advertise more roles as flexible (for example, less than full-time, term-time only, job shares) and, where possible, enable home working to bring our employment offer into line with other sectors."

Harding said: "We need to change the way people work in the NHS to recognise the changing needs of patients and to create a modern, caring and exciting workplace that should be the best place to work in England."

Experts gave the plan a cautious welcome. "This plan hits the right note in calling for a better, kinder culture in the NHS. But a good culture won't make much headway when staff are seeing unsafe shortages every day," said Nigel Edwards, chief executive at the Nuffield Trust thinktank.

Ministers needed to rethink planned post-Brexit immigration rules which, if the proposed £30,000 minimum salary entry condition were not waived, would deprive the NHS of many overseas recruits and "put the entire plan in jeopardy", added Edwards.

Matt Hancock, the health secretary and a Conservative leadership contender, said on Monday that if he became prime minister he would give doctors from anywhere in the world an "unrestricted right to work in our NHS and live in our country".
Topics

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NHS staff quitting due to burnout and bullying, report says

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NHS staff are quitting because they are stressed and burned out from heavy workloads, having too little time with patients and suffering bullying and harassment at work, an official report has said. The exodus is deepening the service's workforce crisis in England, making it harder for patients to see a GP or hospital specialist and forcing the NHS to rely on expensive agency staff.

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"Staff being in tears is now a regular feature of NHS life. We are all so tired and frustrated." Nurse, The Guardian (11th January)

"I'm going home after every shift feeling guilty about the care that patients are getting. It's heartbreaking." Nurse, The Guardian (11th January)

"We want to give people the treatment they need and deserve, and we can't. We can't because we haven't got the resources to do that now." Junior doctor, The Guardian (14th January)

"Four patients in resus, all sick, all need to go to ITU. Only three beds available in ITU. Who doesn't get the bed? Sounds like a complicated ethics question, but this isn't from a textbook, this is real life! #nhsmaths #nhspressure #nhscrisis #juniordoctor" Junior doctor, Twitter (15th January)

These stories make painful reading, but they are also a siren call that politicians would do well to listen to. These are textbook descriptions of professional burnout.

And, as today's report from the Health Select Committee suggests, some politicians are listening. The committee cites accounts from nurses afraid they will lose their registration due to the intense pressure they are under, and highlights the feeling from nurses that they are not recognised for their efforts, staying late, doing a lot on goodwill.

But recognising the problem is one thing. As the committee acknowledges, government must act to stop the alarming rate of attrition from nursing. And nursing is only part of the problem. So what do we know about burnout in the NHS and what needs to be done?

What causes burnout?

Burnout is caused by chronic stress in the work environment. Health care staff are particularly vulnerable because of their exposure to risk factors such as emotional interactions, long working hours and exhausting shift patterns, and a lack of control over the demands placed upon them.

The recent winter pressures have created the " perfect storm for burnout". A situation made worse by the profound 'moral distress' staff experience when forced to work in a way that conflicts with their personal values - such moral distress is a major factor behind burnout.

What impact does it have?

There is strong evidence that burnout has an adverse effect on quality of care, patient safety and patient satisfaction.

Staff experiencing burnout feel fatigued and unable to face the demands of their job, or able to make a meaningful contribution.

Burnout reduces productivity and performance - in doctors, for instance, it is linked to higher rates of prescribing and ordering diagnostic tests.

Staff disengage - high levels of burnout are linked to more staff leaving their job, or walking away from their profession altogether. The NHS is already seeing evidence of this, with rising numbers of staff leaving due to the pressure of work, and rising numbers of nurses and doctors either retiring early or leaving their profession.

Burnout is also detrimental to staff wellbeing, and linked to higher levels of relationship breakdown and suicide.

What needs to be done?

The biggest overarching priority is to return the NHS to a position where funding keeps pace with the rising demands of a growing and ageing population.

But there are things that organisations can do today to mitigate the risks to patients and to ensure a healthy, productive and happy workforce. The Mayo Clinic has developed a wide range of organisational strategies to promote clinical staff engagement and reduce burnout. They argue that many of these interventions are relatively inexpensive and can have a large impact. They include:

1. Acknowledge and assess the problem. Regularly measure the wellbeing of staff and demonstrate that the organisation is trying to reduce burnout.

2. Harness the power of leadership. Develop and support clinical leaders. The Mayo Clinic found that a 1% increase in senior doctors' leadership score brought a 3% reduction in how likely those reporting to them would be to suffer burnout.

3. Cultivate social connections and peer support. Invest in areas where staff can meet and relax. Sadly the NHS has a history of cutting precisely these areas.

4. Develop targeted interventions for specific clinical areas.

5. Align values and strengthen culture. Work to ensure shared values across the organisation, and use these for decision-making as well as recruitment.

6. Provide resources to promote personal resilience and self-care.

7. Flexible working patterns that support a better work-life balance.

These actions are not a 'nice to do'. There is a moral and ethical imperative to address staff burnout - something our political masters should wake up to.

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Addressing staff burnout: a moral and ethical imperative

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With NHS winter pressures in the headlines but their impact on staff perhaps falling under the radar, Candace Imison looks at what causes burnout and what impact it has, while suggesting what can be done now to help ensure a healthy and productive workforce.

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'How can nurses be supported to manage the emotional labour of nursing?'

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'How can nurses be supported to manage the emotional labour of nursing?'

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What if I can't find quantitative studies for my topic?