The health workforce comprises doctors, nurses, midwives, pharmacists, allied health professionals, and support staff, all of whom work together to deliver quality care to patients. It is a crucial pillar of health systems resilience. However, health and care workers are facing pressing challenges, which have been further exacerbated by the COVID-19 pandemic, as recently confirmed by the Bucharest Declaration adopted by the World Health Organisation (WHO)[1].
One of the key challenges is the shortage of health workforce, particularly in rural and remote areas. This shortage is the result of the post-COVID ‘great resignation’, caused by the impact of the emergency on quality of life and mental health. A recent review of healthcare professionals found a 23% prevalence of depression and anxiety, and a 39% prevalence of insomnia during the COVID-19 pandemic[2].
Another alarming statistic concerns the growing violence and harassment affecting all health worker groups and work settings. These are incidents involving work-related abuse, threats or assaults among health professionals including physical, sexual, verbal and psychological abuse and workplace harassment. Violence against health-care workers strongly increased during the COVID-19 pandemic and this trend seems to continue. WHO estimates that up to 62% of healthcare workers have experienced workplace violence[3]. A trans-sectoral and multi-professional governance approach may help better understand the different forms of violence and the factors that worsen the attacks.
To support the health workforce, it is equally essential to invest in upskilling and reskilling. As societal and digital evolution occurs, leading to the emergence of new roles, health and care workers must rapidly change and adapt to safeguard patients’ well-being and their professional existence. Upskilling and reskilling initiatives can help them acquire new knowledge and skills to stay relevant in their roles and strengthen health systems.
Health managers play a vital role in supporting professional collaborations and relationships among health professionals. They can promote teamwork and facilitate open communication channels to ensure that health and care workers work together effectively to deliver quality care to patients. Additionally, health managers can invest in technology and innovation to improve the working conditions of health and care workers and make their jobs easier.
Workforce of the future is one of five topics that were identified to shape the EHMA 2024 conference programme. Tracks and topics have been selected in consultation with our Board of Directors, our Scientific Advisory Committee, and our membership.
Is your research on the skill needs of the health workforce and how to address challenges relating to shortage and mobility of professionals?
Submit your abstract by Monday, 15 January 2024 at 10.00 (CET).
Check out the guidelines and submission form here: https://bit.ly/EHMA2024abstracts
[1] The health workforce crisis in Europe is no longer a looming threat – it is here and now. The Bucharest Declaration charts a way forward (who.int)
[2] Pappa, S., Ntella, V., Giannakas, T., Giannakoulis, V. G., Papoutsi, E., & Katsaounou, P. (2020). Prevalence of depression, anxiety, and insomnia among healthcare workers during the COVID-19 pandemic: A systematic review and meta-analysis. Brain, behavior, and immunity, S0889-1591(20)30845-X.
[3] Liu J, Gan Y, Jiang H, et al. Prevalence of workplace violence against healthcare workers: a systematic review and meta-analysis. Occup Environ Med. 2019;76(12):927-937. doi:10.1136/oemed-2019-105849