NHS frontline staff experiences of an in-house psychological support service during the COVID-19 pandemic

Abstract

The COVID-19 pandemic has led to enormous practical and emotional challenges for healthcare workers globally, including NHS staff. Psychological support provisions have been established by an NHS healthcare trust in the North of England, including 1:1 psychological support provided by the in-house psychology team. This study sought to understand how staff experienced the service, what worked well and what could be improved. Five participants who had accessed the staff support service took part in semistructured interviews. Data were analysed using Interpretative Phenomenological Analysis (IPA). Three main themes emerged from the data: 'The need for a flexible, responsive approach', 'Individual and group benefits' and 'The future of staff support: "we need to invest in staff mentally"'. Accessing the service was seen as personally and professionally rewarding for the NHS staff interviewed. These findings are discussed in relation to the relevant literature. Clinical implications, methodological limitations and directions for future research are discussed.

Creating an Organizational Culture and Climate of Meaningful Recognition for Nurse Managers

“…1 Many nurses reported feeling that the recognition they received was empty as they were being cheered by the general public that was simultaneously criticizing the validity of the virus, response to the pandemic, and legitimacy of infection control practices. 20 Over time, efforts to support frontline staff improved as formal programs, such as peer support, crisis intervention, and flexible mental health support, emerged in organizations 16,17 ; however, the relationship of meaningful recognition for individual nurses to overall organizational well-being support is not yet established.…”

“…Results demonstrated that opportunities do exist to improve the culture and climate in organizations by: 1) noticing employees' accomplishments, 2) showing that they care, 3) taking pride in their employees' work, 4) showing concern about their well-being, and 5) responding to employees' complaints 1 . Many nurses reported feeling that the recognition they received was empty as they were being cheered by the general public that was simultaneously criticizing the validity of the virus, response to the pandemic, and legitimacy of infection control practices 20 . Over time, efforts to support frontline staff improved as formal programs, such as peer support, crisis intervention, and flexible mental health support, emerged in organizations 16,17 ; however, the relationship of meaningful recognition for individual nurses to overall organizational well-being support is not yet established.…”

A service evaluation of phased- and stepped-care psychological support for health and social care workers during the COVID-19 pandemic

“… 15 However, some studies have sought to understand the experience of staff accessing and delivering interventions by using qualitative research methods. 16 , 17 …”

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

“…According to qualitative evaluations, these spaces were highly valued, but access was dependent on buyin from managers, the ability of staff to take breaks and perceived inclusivity (Blake et al, 2021). In another trust, access to individual psychology sessions was appreciated for being driven by staff needs and fostering solidarity and a non-judgemental approach to help-seeking (Olabi et al, 2021). A number of studies investigated the effectiveness of such organisational support.…”

“…, 2021). In another trust, access to individual psychology sessions was appreciated for being driven by staff needs and fostering solidarity and a non-judgemental approach to help-seeking (Olabi et al. , 2021).…”