This is our first installment in our blog series for healthcare professionals.
Healthcare isn’t a job, it’s a calling. And those who heed the call are motivated by the personal satisfaction that results from helping others. Unlike many other career paths, the medical field is unique in the sense of personal gratification that members report drew them into the profession. There is a joy that arises from their calling- and it is the fueling of that joy and the subsequent feelings of personal satisfaction that will keep people in that field. Simply stated: that joy is their WHY. Why they chose the field. Why they stay. Why they keep coming back even if they are exhausted. But, unfortunately, even the strongest of us have breaking points.
In many jobs, workers show up for money, and are just as quick to leave for more money. Team members in the medical field stay because they feel a calling. People gravitate toward healthcare for a variety of reasons, but primarily to care for others, and to make a positive impact. It is a noble calling, and in times of stress and high levels of burnout, it is imperative that this “why” be the central focus. Why were they drawn to the career? Why did they choose the industry? For their employers, it is imperative that they implement tools to incorporate and sustain engagement, feed their why, and foster a sense of pride in their professional choice, their belonging, and their team collaboration.
Inherently, the medical field is a giving profession, and that giving in excess can correlate to burnout. More emphasis needs to be placed back on the employee. Rather than just caring for patients, they should be encouraged to care for themselves. In an ideal situation, all healthcare employees will be fueled by the desire to help and improve the lives of others, and this would be sufficient to provide job satisfaction. However, with increased administrative duties, reduced staffing, and higher workloads, employees are expected to do more with less with the stakes often being life and death. Wouldn’t it make sense that the facilities they support were as invested in their staff as the staff is in their calling?
Implementing programs aimed at educating the workforce and providing resources for self-care, in addition to providing emotional support are key elements in reducing burnout. A reduction in burnout would in turn improve morale and create higher levels of retention. By supporting and encouraging employees to prioritize their own personal wellness, they will be able to mentally re-set, have more to give and keep their “why” in focus.