Addressing Burnout in Oncologists: Organizational Strategies for Well-Being and Workforce Wellness
As oncologist burnout rises, a review published in JCO Oncology Practice delves into organizational strategies to improve well-being and emphasizes the need to measure and research workforce wellness for a healthy work environment.
In the past decade, rates of burnout among physicians have increased, while satisfaction with work-life integration has decreased, especially after the COVID-19 pandemic. A survey of over 2000 physicians in the US showed a rise in burnout prevalence from 38% in 2020 to 63% in 2021, largely driven by extrinsic work-related factors. The increase in burnout among clinical oncologists necessitates a better understanding of contributing issues and interventions to address them. Burnout among physicians can have personal and professional repercussions, leading to physical and mental exhaustion, disengagement, and reduced patient care, making it crucial to focus on organizational strategies to improve well-being.
Authors identified that organizational actions and strategies are essential for preventing and mitigating professional burnout in the oncology workforce. Investing in professional wellness can reduce high costs associated with clinician turnover and decreased productivity due to burnout. Concerns over the health care workforce's ability to meet patient needs are growing due to high rates of attrition from patient-facing roles. Efforts like the Choosing Wisely campaign and the AMA De-implementation Checklist provide resources to help organizations to eliminate low-value work and improve clinician well-being. Implementing models of advanced team-based care, promoting work-life integration, and addressing workplace discrimination are crucial steps in ensuring the well-being of clinicians in the oncology field.
The American Society of Clinical Oncology (ASCO) Ethics Committee Roundtable Burnout Experts outlined recommendations for addressing burnout in oncology, including providing more educational resources for early-career oncologists and using quality metrics to assess well-being. These approaches aim to quantify burnout in the clinical oncology workforce to design evidence-based interventions. Organizations can use assessments such as the Mini Z survey and Maslach Burnout Inventory to evaluate workplace stressors and implement solutions. Monitoring factors like electronic health record (EHR) use and collecting feedback from clinicians can help identify and address issues contributing to burnout. Best practices for organizations include eliminating low-value work, restructuring teams, promoting work-life integration, fostering community, and promoting psychological safety to prevent discrimination.
“Additionally, it is critical that organizations continually assess professional well-being to inform the evidence-based development and implementation of interventions that address common stressors affecting the clinical workforce,” the authors said. “Tools and strategies exist for organizations to improve the well-being of all clinicians providing care to patients with cancer; now is the time for organizations to prioritize a sustainable oncology workforce and put well-being initiatives into action.”
Reference
Lapen K, Chino F, Noble A, et al. Key strategies to promote professional wellness and reduce burnout in oncology clinicians. JCO Oncol Pract. Published online January 29, 2025. doi:10.1200/OP.24.00199
