By: ABRS- Academic Team
The Challenges of the Post-Pandemic Era
We are about to reach the one-year mark since Dr. Tedros Adhanom Gebreyesus, Director-General of the World Health Organization (WHO), declared the end of the international health emergency on May 5, 2023. As we move forward, we want to reflect on how stress and burnout have impacted healthcare professionals, especially those involved in clinical research. Additionally, we would like to offer a series of recommendations on how to manage these difficulties and improve the quality of life for those working in this crucial field.
If we consider the figures from 2020, 67.7% of clinical research personnel reported that stress was negatively impacting their job performance, with 73.9% considering changing jobs. During the peak of the pandemic, an average of 1,162 clinical trials were suspended in the United States, spanning areas such as oncology, neurology, cardiovascular, and rare diseases. Many professionals were forced to quickly transition to COVID-19-related studies, facing the pressure to expedite these trials and comply with all protocols established by regulatory bodies.
The Stress and Burnout:
A study conducted to explore perceptions of stress and communication, involving 70 Clinical Research Professionals (CRPs) from the United States, revealed three aspects where problems were evident:
1. Task/role confusion: Participants reported feeling frustrated by changing roles and/or a lack of clear roles, describing themselves as “wearing multiple hats.”
2. Unclear email communication: Participants reported email as their primary work-related communication channel, often finding it time-consuming to respond to messages and understand their leaders’ requirements, as well as perceiving a sometimes rude tone.
3. Stressful interactions with colleagues: Many study members expressed the complexity of reaching agreements with colleagues and facing difficulties in managing communication skills. While these situations may affect professionals across various fields within clinical studies, strict compliance with regulatory requirements, ongoing sponsor and project leader oversight, significant financial investments, and, above all, ethical responsibility to patients and society, contribute to increased stress among clinical study workers.
In March 2019, an invitation was sent to all members of the Italian Group of Clinical Research Coordinators to participate in a virtual survey consisting of three sections: a section on general information and workload, the application of the Maslach Burnout Inventory (MBI) test, and a subjective evaluation of personal work stress and possible causes associated with it.
The results revealed that most respondents experienced some degree of distress, with the main factors being contract type (31.2%), followed by workload (20.5%), and lack of recognition of skills (17.8%). Additionally, the study identified two concerning figures: an intermediate level of emotional exhaustion (19.1 points) and a very low perception of professional achievement (26.8 points). This is particularly significant given that these professionals need to be at their best to comply with established protocols, interact with participating subjects, and ensure the reliability of clinical study results.
The testimonies of some experts in clinical research provide a clear insight into the topic. For example, one professional mentions that while working at a CRO, they experienced significant burnout due to their outstanding performance, leading to the assignment of more and more studies, resulting in a workload overload that ultimately led to their resignation after 18 months. Although the situation improved at their new company, their experience highlighted the pressure that professionals in this field can face.
On the other hand, a professional with 20 years of experience emphasizes the importance of setting boundaries and accepting that they cannot solve everything or take on all the burden. The complexity of this testimony lies in the fact that it took them 15 years to realize this.
It is crucial to note that it is not simply about collecting research or testimonies that discourage professionals who are part of clinical studies, but rather about fostering reflection that enables them to avoid feeling exhausted and experiencing levels of stress that negatively impact their professional and family life.
Strategies for Managing Stress and Improving Communication in Clinical Research
1. Setting Boundaries and Clarifying Roles: Leaders and managers should collaborate with clinical research professionals to establish clear boundaries regarding job responsibilities and assigned roles. Providing a clear structure is essential to avoid task and role confusion, which can significantly contribute to stress and burnout.
2. Enhancing Internal Communication: Improving internal communication channels, especially regarding email usage, is crucial. Leaders should foster clear and effective communication, ensuring messages are understandable and respectful. Additionally, exploring other communication methods such as regular meetings or online collaboration tools can facilitate smoother and more efficient communication.
3. Promoting Self-Care and Personal Awareness: It’s essential for clinical research professionals to recognize the importance of self-care and stress management in both their work and personal lives. Encouraging healthy practices, such as setting work boundaries, taking necessary time off, and seeking support when needed, is crucial. Leaders and managers can play a key role in promoting an organizational culture that values well-being and a balance between work and personal life.
Stress and Exhaustion: An Opportunity to Achieve Great Results.
The increasing demand for healthcare professionals, especially in the field of clinical research, presents a significant challenge in the coming years. According to the global Workforce Intelligence (GWI) report, an impressive gap between demand and supply of healthcare workers is expected by the year 2025, with approximately 2.1 million positions unfilled. This situation is further exacerbated by the shortage of available candidates for recruitment, as indicated by CareerBuilder, which in September 2022 reported only 5.7 million available individuals in the United States, despite the 6.6 million positions offered in clinical research. Additionally, it is estimated that for every Clinical Research Coordinator (CRC) seeking employment, there are seven available positions.
In the face of this challenging scenario, there is a need to address the stress and pressure associated with high demand and personnel shortages in the healthcare industry. However, it is important to highlight that effective stress management can be a key factor for success both at an individual and organizational level.
Instead of being overwhelmed by the figures and the growing demand, healthcare professionals can use stress as a driving force for motivation and resilience. Those who are able to manage stress effectively can develop resilience, adaptability, and creativity skills, enabling them to face challenges with a positive and proactive mindset.
Furthermore, organizations have the opportunity to implement effective stress management strategies and promote a culture that fosters well-being and work-life balance. By providing adequate support and resources to help employees manage stress, companies can increase job satisfaction, improve performance, and reduce turnover.
In summary, while the growing demand for healthcare professionals poses significant challenges, effective stress management can be a key factor for success in this field. By adopting a positive and proactive mindset and implementing stress management strategies at both individual and organizational levels, we can turn stress into an opportunity to grow, innovate, and achieve new levels of success in the healthcare industry.