Neuroscientist | Scientific Consultant in Physics & Theoretical Biology | Author & Co-founder at VMeDx
Answered 7 months ago
Good Day, 1. Present situation of hospitalist burnout post pandemic:. Burn out is still high but we have seen a slight improvement from the peak pandemic levels as COVID cases go down. However we have not returned to what they were before the pandemic and in some centers it is the same or getting worse which is a result of constant systemic issues. 2. What we are seeing now and how it has changed since 2020: Staffing gaps, higher patient acuity, and growing administrative tasks which include documentation and quality metrics. 3. Role and workload shifts in relation to burnout risk: Hybrid models of care and greater patient complexity have grown our cognitive load. Although hybrid shifts bring flexibility, we see in that virtual and in person care coordination adds stress. Admin tasks and inefficient use of EHRs in turn reduce time for clinical work which in total worsen burnout. 4. Also we have seen to be effective are strategies and interventions which: Protected time for peer support, which we see to also include group support from colleagues, efficient documentation practices that have been made easier to complete, and a better staff to patient ratio which in turn fosters a more positive work environment. Also we see that creating a culture of vulnerability and removing some non clinical requirements which may have been overbearing does in fact prove to be beneficial although it does require us to put in that extra work to maintain it. 5. As for what we have structurally changed to see an improvement in how we do things and in the well being of our team: Reduce in the use of admin tasks via better designed EHRs and passing off non clinical work to support staff will put back clinical time, reduce doc's cognitive load, and thus preserve emotional energy which is key for long term resilience. If you decide to use this quote, I'd love to stay connected! Feel free to reach me at gregorygasic@vmedx.com and outreach@vmedx.com.
From what I've noticed and discussed with my colleagues, hospitalist burnout remains a significant issue, although the intensity may have shifted slightly since the peak pandemic years. Initially, the acute stress was overwhelming due to COVID-19 surges, but now, the chronic nature of burnout seems to be taking a toll, with many feeling the fatigue of sustained high demands. The situation isn't drastically improving; it's somewhat steady but with a changed texture of stress from acute crises to ongoing strain. Key drivers of burnout appear to have evolved from initial fears of personal safety and the unknowns about COVID-19 to more systemic issues like administrative burden and staffing shortages. The massive influx of patients has never really dialed down, and this continued pressure drains energy. Regarding changes in roles or workflows, many of us have seen shifts towards hybrid roles or increased telehealth responsibilities, which helps a bit but also brings a new set of challenges such as tech glitches and the blurring lines between work and home life. On solutions, one effective strategy has been implementing regular debriefing sessions where team members can share experiences and vent in a supportive environment. Also, having access to professional mental health support tailored for medical professionals has made a noticeable difference. These interventions help not just with immediate stress relief, but also build more resilient teams. If I could change one thing structurally, it would be to streamline and possibly reduce the administrative tasks that don't directly contribute to patient care. Reducing this burden would allow hospitalists to focus more on what they are trained to do - manage patient care effectively. Remember, in tackling burnout, the goal isn't just to hang in there, but to thrive, so any changes should deeply consider the well-being of the hospitalists alongside efficient patient care.
Hospitals are heavily regulated for a multitude of reasons, but it is the constant evolving of these rules and guidelines that is often causing burnout for hospitals. It goes without question that hospitals need to have specific rules in place to make sure an environment is safe and patients receive a high standard of care, but when these constantly shift, it can be exhausting and frustrating to keep up with. Therefore, many hospitals are instituting system level solutions that have more stable drives, reduce admin work, keep team models in place and easier to understand, and invest in the wellbeing of staff, all of which can have a positive impact. So while burnout in hospitals caused by constant change is still a problem, system solutions are being implemented to create more stability and reduce the pervasiveness of this issue.
Post-pandemic, I believe burnout is worsening in some groups. The initial camaraderie and sense of mission have faded, but the workload has not. Staffing gaps are persistent, and patient expectations have risen. The greatest drivers now are staffing shortages, lack of work-life balance, and administrative expansion. In 2020, the stress was largely about safety and crisis response. Today, it's about chronic overwork and feeling undervalued. Role changes, such as hybrid or expanded coverage, add pressure, especially with sicker patients. This creates a mismatch between demand and available time. I've seen team-based scheduling models and wellness committees help reduce the strain. Institutional recognition programs also build morale. The one change I would make is to expand staffing models, adding physician extenders or support staff, so physicians can focus on clinical decision-making.