Staff working in aged care face specific challenges which may increase the risk of burnout. [1] Burnout is included in the 11th Revision of the International Classification of Diseases (ICD-11) as an occupational phenomenon. [1] It is not classified as a medical condition but is a specific response relating to the workplace. [1] Burnout is characterized by three dimensions:
- Exhaustion – feeling worn out, decreased energy, depletion, debilitation, fatigue.
- Cynicism – negative detachment from work (previously termed ‘depersonalisation’, which focused on human services).
- Lack of accomplishment – decreased capability or productivity, reduced morale, and the inability to cope (previously termed ‘reduced personal accomplishment’, which focused on personal level accomplishment). [2]
Staffing pressures, increasing demand for care, increasing complexity of care needs, family expectations, being unable to take breaks, lack of media appreciation, and risks of injury and abuse have all been seen as possible contributors to a workplace enabling burnout. [3,4]
Aged care staff have been adversely impacted throughout the COVID-19 pandemic with working conditions reflecting the realities of needing to curb the risk of infection, reduced opportunities for social interaction, and changing care practices. [5, 6] Burnout in aged care has become more problematic and, given low unemployment rates, many workers are leaving the workforce. [7]
Understanding what can support aged care staff and services to remain healthy and productive is critical. Identifying how to more effectively address potential burnout issues in the sector arising from COVID-19 is also necessary if the sector is to be prepared to not just respond to future pandemics but value and support its workforce.