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PP18  Preventing burnout amongst healthcare professionals – preliminary findings of a case analysis of yorkshire ambulance service
  1. Catherine Powell1,
  2. Kathryn Lord1,
  3. Beth Fylan1,2,3,
  4. Liz Breen1,2
  1. 1University of Bradford, UK
  2. 2NIHR Yorkshire and Humber Patient Safety Translational Research Centre, UK
  3. 3Bradford Institute for Health Research, UK


Background In order to deliver safe and effective healthcare to patients the NHS needs to create a good working environment for its staff. Healthcare professionals report high levels of physical and mental illness which can be related to their work. In particular, work-related stress can result in poor retention rates in healthcare organisations and poor staff wellbeing impacts on patients’ experiences and care quality. As such there is a need to focus on the health and wellbeing of NHS staff. Our key aim is to understand how 999 call handlers working within Yorkshire Ambulance Service (AS) experience burnouts and how these can be reduced based on job and personal resilience mechanisms.

Our objectives are the following:

  • Explore the triggers of burnout amongst call handlers working within Yorkshire AS.

  • Examine the resources available on the job to reduce the frequency and impact of burnouts.

  • Explore personal resources available to mitigate the risk of burnouts.

Methods A qualitative study design was used. 18 AS staff were interviewed via telephone (72% female). Thematic analysis of the data was applied as per standard steps.

Results Preliminary findings suggest that the sources of burnout are related to role perceptions, job norms, and intensity of the role. Job resources to reduce frequency and impact of burnout may hinge on resource availability, individual appreciation and motivations, and job preparation. The personal resources that AS staff possess to reduce frequency and impact of burnout can include developing protective strategies, having time with others and time alone, and self-care and recovery.

Conclusions Findings suggest that AS staff have developed techniques to prevent and/or manage burnout yet require more support to increase their resilience to prevent burnout.

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