Managing mental health challenges faced by healthcare workers during covid-19 pandemic
BMJ 2020; 368 doi: https://doi.org/10.1136/bmj.m1211 (Published 26 March 2020) Cite this as: BMJ 2020;368:m1211Read our latest coverage of the coronavirus outbreak

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Dear Editor,
We read with great interest the article by Greenberg et al discussing the mental health challenges healthcare workers may encounter during the COVID-19 pandemic. We’d like to contribute to this discussion by suggesting that moral injury is only one of many stressors, and that support measures should reflect this consideration.
Emergency measures implemented in mid-March allowed the government to call back retired doctors who had recently given up their registration (within the last 6 years) or their license (within the last 3 years). To encourage return to the workforce, these measures included waiving the GMC registration fee, automatic re-addition to the medical register and no revalidations during their temporary registration (1). The BMA also offered free membership for all doctors, whether new or returning, until 1st October 2020. On top of these requirements, doctors must also have valid DBS certificates to practice. Whilst these measures addressed some of the questions regarding returning to the NHS, they may not be the most pertinent issues for many retired doctors.
According to a Guardian article published on 4th March 2020, many doctors expressed reluctance to return due to “stress, bullying, burnout and even breakdowns”(2). It is important to evaluate whether the mental health of all doctors is considered when they will be facing an arguably more stressful environment with the added pressure from COVID-19. Indeed, many of our retired doctors are in the high-risk older age range of 60-years-old and over.
Less than a week after recruitment commenced, there were reports of the deaths of two British doctors, aged 55 and 63-years-old respectively (3). Accompanying this news was the rising concern about PPE shortage. Considering many of the retired doctors who were reluctant to return cited suboptimal work environments as the main reason, PPE shortages are only adding to the pressure that this cohort faces after their many years, even decades, of dedication to the career. The required tasks of returning doctors are currently not clearly outlined by the BMA (4). They advise that depending on the needs of the specific NHS organisation, they may be needed to work in “patient-facing roles… non-patient facing roles… and triage support”.
As of 20th May 2020, there have been 181 COVID-19 related deaths of NHS staff and 131 of social care workers (5).
Along with the recruitment of retired doctors, there were calls for final year medical students to take up an Interim F1 position which commences earlier than the traditional August rotation. All final year students received emails from the GMC at the start of April 2020, inviting them to apply for provisional registration. Final year students were offered three options after being added to the medical register: apply for the interim Foundation Year 1 (FiY1) post, volunteer in a non-clinical setting or doing neither if they are unable to. The GMC guidance mentions that “future training and progression will not be adversely impacted [by their choice]” (6). However, the question of the voluntary nature of these positions arises, with social pressure/expectation.
Many articles have been published labelling the COVID-19 pandemic as a good opportunity for graduates to be proactive. Due to the suspension of clinical placements, many universities have granted early graduation to final years. Whilst it makes sense that we support the NHS workforce by recruiting these graduates as interim F1 doctors as soon as possible, we need to ensure that the health and safety of our patients are protected. Although FiY1 doctors are supposed to be allocated a supervisor and an F1/F2 buddy, a critical consideration is whether this is adequate support to allow for an appropriate adjustment to the intense working environment.
Depending on the local NHS organisation and the arrangements made by their medical schools, these final year students could have already started their provisional job as early as the end of April 2020. For instance, within Imperial College London, we have cohorts of graduates starting work on different weeks. A cause of concern anecdotally is that there are graduates who are supposed to start working in two days but still haven’t received their contract yet! These two scenarios, from interim F1s to retired doctors, raise questions about whether the NHS is doing all it can to deliver the best quality care through supporting the deliverers of care.
1. About your registration and license to practice. General Medical Council website. 2020 [cited 26 May 2020]. Available from: https://www.gmc-uk.org/registration-and-licensing/temporary-registration....
2. Weaver M. Majority of retired NHS staff don't want to return to tackle Covid-19 crisis. The Guardian website. 2020 [cited 26 May 2020]. Available from: https://www.theguardian.com/world/2020/mar/04/majority-of-retired-nhs-st....
3. Booth R, Campbell D, Weaver M. Pressure to provide equipment grows after two UK doctors die . The Guardian website. 2020 [cited 26 May 2020]. Available from: https://www.theguardian.com/world/2020/mar/29/worrying-event-deaths-of-n....
4. COVID-19: retired doctors returning to work. The British Medical Association website. 2020 [cited 26 May 2020]. Available from: https://www.bma.org.uk/advice-and-support/covid-19/returning-to-the-nhs-....
5. Engagements - Hansard. Hansard.parliament.uk. 2020 [cited 26 May 2020]. Available from: https://hansard.parliament.uk/Commons/2020-05-20/debates/AC290C61-34C0-4....
6. Your options. General Medical Council website. 2020 [cited 26 May 2020]. Available from: https://www.gmc-uk.org/registration-and-licensing/provisional-registrati....
Competing interests: No competing interests
Dear Editor
Greenberg et al have suggested that the impact of the COVID19 pandemic on some health professionals is more closely related to Moral Injury than to mental disorder. This assertion seems to be correct, especially in critical services such as ICU, internal medicine or infectious medicine.
This idea warns us of the inadequacy of the planning efforts conducted by many health systems in Europe to address with the foreseeable consequences for these professionals, which are only based on interventions for mental disorders such as adaptive, affective or anxiety disorders. The emphasis is on the professional (individual) and not on the organization (health system).
In many cases, what we are witnessing is that the cause of psychological distress is related to the lack of resources such as ventilators, the breakdown of pharmacy stock, the lack of sufficiently trained staff, receiving contradictions in instructions, the lack of guidelines, interruption of continuity of care in the majority of non-COVID19 related diseases except in case of an emergency, and witnessing patients die in isolation, and far from their loved ones.
Professionals are not able to provide the level of quality of care to which they were accustomed. Patient safety has been compromised and professionals have been powerless in these situations. An increase in litigation, which will be initiated by family members who have lost a loved one or by patients who might have been infected in health centers, is expected in the coming months. This situation, which affects work morale and personal ethics, may represent a new blow to these professionals.
To this situation we must also add that other healthcare professionals have experienced overload, have been infected, have remained in isolation or have been admitted in ICU for a long periods (like other patients), such as the Spanish case. This fact, according to individual differences and environmental support, may give rise to adaptive, affective or anxiety disorders associated with fear of infecting others or with the lived experience.
In Spain we have used the term second victim of SARS-CoV-2 when describing the impact of COVID19 on professionals. Similar outlook is expected in other countries. The challenge for all of us is to recover health systems and address the effects of the pandemic on our healthcare workforce. Patients need them.
What happens to professionals is directly and closely related to the raison d'être of any health system: the patients. Caring for those who care is an old recipe but not an outdated one. Otherwise, patient safety and quality of care will be compromised.
Thinking about what we can do and, in the light of the available evidence, identifying in which cases it is appropriate to intervene individually and in which not, seems necessary. Although Moral Injury and Post-Traumatic Stress Disorders share symptoms, it does not seem that interventions are equally effective in both cases. Approaching the problem as if it is only a mental disorder seems wrong. This approach will likely be rejected by most professionals.
It is probably time to bet, once and for all, on increasing well-being at work, on granting greater autonomy to clinicians, on strengthening the role and capacity of middle managers, and conceptualizing what happened. It is also the time to provide understanding the suffering of the healthcare professionals’ relatives during this period. Lastly, it is time to identify the problem clearly so as not to miss the solutions.
Competing interests: No competing interests
Dear Editor
Eugene Breen might have been thinking of Macbeth 5.3. Macbeth asks:
‘Canst thou not minister to a mind diseased,
Pluck from the memory a rooted sorrow,
Raze out the written troubles of the brain,
And with some sweet oblivious antidote
Cleanse the stuffed bosom of that perilous stuff
Which weighs upon the heart?’
To which the doctor replies:
‘Therein the patient
Must minister to himself.’
And perhaps nothing has changed in four centuries.
Competing interests: AgeofAutism.com, an on-line daily journal, concerns itself with the potential environmental sources for the proliferation of autism, neurological impairment, immune dysfunction and chronic disease. I receive no payment as UK Editor
Dear Editor,
Neil Greenberg and distinguished colleagues give a great overview of psychological consequences of trauma. The concept of moral injury which has been in the medical literature since the 1990s came originally from military PTSD literature. It now has entered fully into the medical lexicon with the war on Covid and all its military metaphors. Moral injury, however, has been around as long as man has, because once you have a conscience you can get morally injured. Cain suffered moral injury when he killed Abel (unless his conscience was hardened by evil), prisons are full of moral injury, and people with guilt obsessions are pathological cases of the same experience.
As such it is a normal human experience which like pain is there to tell us there is something wrong. In the present setting of the pandemic health professionals are more likely to suffer because something wrong is happening all the time. The overarching positive aspect for these and all health workers is that they set out to serve and help and do good to others. Their intention is good. This can be a saving grace and consolation when harm happens. There is no malice aforethought. The wound can be healed.
The process of healing a wounded heart or conscience begins with acknowledgement that something happened. The grieved person may be so "numbed" (as in PTSD) initially that a comforting supportive non-judgemental presence of another friend or relative or colleague may be all that is possible and appropriate. In due course with thawing of emotions and cognition a clearer impression and picture may appear. A person may then want to talk to a trusted friend or mentor. The acknowledgement of events, the cause of the mistake and the guilt and shame surrounding it is allowed to be ventilated. Empathy and understanding and comforting the grieved person will allow them to see reality and how they possibly were not to blame at all, but in fact were also victims.
If they were culpable due to circumstances, etc, acknowledging the truth can bring closure and healing. They may feel that compensation or making-up to injured parties is required and so be it. In many ongoing situations it is a prolonged war and moral hurt may be heaped upon moral hurt to consolidate a chronic state of guilt and unhappiness. These prolonged episodes require ongoing vigilance and support. The world of general psychiatry is full of moral injury and it usually does resolve as above, provided the person abstains from further morally offensive behaviour and understands how they got into this situation in the first place. Moral injury may get into the DSM 5 as a precipitant to other DSM diagnoses.
Moral injury is more suited to the moral philosophy literature than the medical literature because it has a longer tradition of dealing with it as what could be called a moral evil. World cultures and religions often divide it into culpable and non-culpable and apportion sentences or treatments accordingly. Medical moral injury secondary to Covid has to be predominantly non-culpable because it it is due to circumstances out of the health professionals control. As such comforting, consoling and support should be the mainstay of "treatment."
Competing interests: No competing interests
Dear Editor,
Regarding the recent cutting edge analysis by Greenberg et al, we were absorbed by the elegantly way fundamental issues were underscored.(1) Flawlessly, the authors shed some light on the need for objectively taking steps towards the protection of healthcare workers (HWs) during the pandemic. In this way, we hereby present our own experience regarding the implementation of a Mental Health Service for HWs in a COVID-19 Field Hospital.
Emerging data indicates that frontline HWs are at higher risk of developing anxiety disorders, depressive disorders and trauma and stressor related disorders. (2) Despite growing evidence that HWs should have mental health support, there is still a lack of instructions of how this should be done. (3) To tackle this issue the Department of Public Health of the City of São Paulo, Brazil, implemented a Mental Health Service (MHS) designated exclusively for HWs at Anhembi Field Hospital (AFH).
Considering the incipient knowledge of the impact on mental health of COVID-19 pandemic on HWs we adopted a proactive approach with a interdisciplinary team composed of psychiatrists, psychologists and social workers focused on mental disorders screening, mental health awareness, stress reduction activities and psychiatry and psychology appointments. All interventions are carried out with proper precautions to minimize biohazard risk.
MHS is located at AFH therefore offering easy access for HWs and is open for any HW that is firstly attended to by a psychologist who provides psychological first aid and evaluates the need for further treatment. (4) If needed, a follow up visit or psychiatry appointment is scheduled. We found this strategy to be effective in recognizing the onset of mental suffering and mitigating it with early on interventions.
A key differential of MHS is to also take preventive actions by offering mental health training on protocols for delivering bad news, how to maintain mental health during the pandemic, deconstructing stigma in mental health, and brief 15 minutes stress reduction activities during shifts, including mindfulness meditation, music medicine and focus groups. We found these actions to be motivation boosters for HWs and capable of making the stressful environment slightly lighter. MHS was advertised trough mail list and flyers so that HWs knew there was mental health support at their disposal.
We urge cities around the world to take similar approaches focused on HWs in field hospitals and hope that our strategy may came in hand for public health administrators.
1. Greenberg, N, Docherty, M, Gnanapragasam, S, Wessely, S. Managing mental health challenges faced by healthcare workers during covid-19 pandemic. BMJ. 2020;368:m1211.
2. Huremović, D. Psychiatry of Pandemics A Mental Health Response to Infection Outbreak: A Mental Health Response to Infection Outbreak2019.
3. Chen, Q, Liang, M, Li, Y, Guo, J, Fei, D, Wang, L, et al. Mental health care for medical staff in China during the COVID-19 outbreak. Lancet Psychiatry. 2020;7(4):e15-e6.
4. World Health, O, War Trauma, F, World Vision, I. Psychological first aid: guide for field workers. Geneva: World Health Organization; 2011.
Competing interests: No competing interests
Dear Editor,
In their recent article on moral injury (BMJ 2020; 368:m1211), Neil Greenberg and colleagues defined this as ‘the psychological distress that results from actions, or the lack of them, which violate someone’s moral or ethical code.’ Might the current covid-19 pandemic be creating a special kind of moral injury for staff working in mental health services at this time?
At the current stage of the pandemic its effects are mostly being felt in acute hospital services which are rapidly becoming over-stretched. This leaves those working in mental health services in a difficult position. Feeling part of ‘Team NHS’, there is a desire to be a part of the crisis response. But it seems that the response doesn’t quite need us, yet. There is important work to be done in keeping our patients safe during this incredibly difficult time but we are not in the eye of the storm.
As we see other medical staff across the health service being asked to do more and more, exposing themselves to the heat of the front line in fighting this pandemic, how might our sense of being slightly removed from this affect staff working in mental health? And are mental health trusts being whipped up into an inappropriate response? At times it seems like there has been an attempt to create a crisis in a part of the system where one doesn’t currently exist. With the likelihood that the pandemic will lead to recession and knock on effects on the mental health of the population, it is likely that our time will come but it may not be now. We should be saving our energy, and resources for when it does.
Competing interests: No competing interests
Dear Editor
The Covid19 pandemic continues to challenge and force healthcare workers to think and work in unaccustomed ways. The uncertainty that this health crisis has brought upon the world is incomprehensible and the speed and trajectory of its evolution unpredictable.
Patient centred and holistic care has always been at the core of the profession; however, healthcare workers are now confronted as they face enormous ethical and moral dilemmas when dealing with a potential tsunami of rapidly deteriorating CoVID19 patients. Even with the best case scenario modelling for this pandemic reveals beyond doubt the inadequacy of the current capacity and resources of healthcare systems globally. Healthcare workers across the globe have become despondent and resigned to the fact that there will be an insufficient workforce, not enough ventilators, too few beds, inadequate PPE and resultant poor clinical outcome for many patients that could have otherwise survived.
Junior and senior clinical staff will be at the forefront of the difficult ethical and moral decisions; however, our administrators and political leaders, despite their best intentions will be unable to provide the certainty and reassurance of support and equipment needed to optimally care for our patients. If not injury enough, this contagion carries the further insult of separating us from our patients, peers, and family, if we are to have any remote chance of controlling it.
The future mental strain that Covid19 is yet to bring to our society and to healthcare workers is unimaginable. The support and how we have this provided to our community, staff, family and to ourselves will need to be multifaceted, ongoing and protracted. Fundamentally this pandemic has changed how health systems operate and it is inevitable that the change will be everlasting. The recovery from this pandemic is going to be long and arduous and will require the best of us and all of us.
Competing interests: No competing interests
Greenberg and colleagues highlight the challenges faced by medical students, and the effect on their mental health due to exposure to pre-hospital and emergency care(1). It is hard to differentiate whether the cause of deteriorating mental health is due to moral injury or other factors, however it is imperative this is addressed in the future workforce.
Medical students especially are at an increased risk of deteriorating mental health due to the pressures of the course. A recent survey of more than 4,300 doctors and medical students found that 27% had at some point been diagnosed with a mental health condition, with 90% of respondents stating the reasons for this were significantly or partly due to their work or study environment(2). These worrying statistics, which support the concept of moral injury, are likely to worsen as pressure on the NHS increases.
The following experiences are from the perspective of students at one UK medical school. Students are expected to attend clinical placements daily, simultaneously revise for exams, whilst maintaining a healthy work-life balance. The first point of call for students struggling with their mental health is often the university or the course specific well-being team. This latter service is part of a wider team that includes members of staff overseeing students’ fitness to practice. Although one may argue a student’s deteriorating mental health may eventually effect their competency as a doctor, the joint service discourages students from accessing help.
Many medical students feel that sharing their mental health concerns with course specific well-being services may have a direct impact on their degree. For example, it’s not unheard of for students struggling with the stresses of final year to repeat clinical placements or to be encouraged to sit their exempting exams at a later date. This in turn causes extreme anxiety amongst students already struggling. The same scenario is observed in the context of academic advisors whom are intended to be student’s pastoral support, but also mark the student’s academic portfolio, the passing of which is a mandatory part of the degree. Academic advisors are another potential source of support effectively taken away from the student, as the relationship resembles that of an examiner.
The position of the medical school seems reactive rather than proactive. Students experiencing mental health difficulties are pushed into the same cruel system concerning absences and resits rather than one which should embody support and flexibility.
1. Greenberg N, Docherty M, Gnanapragasam S, Wessely S. Managing mental health challenges faced by healthcare workers during covid-19 pandemic. BMJ [Internet]. 2020 Mar 26 [cited 2020 Apr 4];368:m1211. Available from: http://www.bmj.com/lookup/doi/10.1136/bmj.m1211
2. Sykes C, Borthwick C, Baker E. Mental Health & wellbeing in the medical profession. Br Med Assoc [Internet]. 2019;1–77. Available from: https://archive.bma.org.uk/collective-voice/policy-and-research/educatio...
Competing interests: No competing interests
Dear Editor,
I read with interest the analysis by Neil Greenberg and colleagues [1] summarising the risk of “moral injury” that healthcare workers face during the COVID-19 pandemic. In particular, the authors detail several established sources of psychological distress that arise in military settings and suggest plausible analogues in medicine.
The first scenario predicted, in a long list of potentially injurious events, is that of healthcare colleagues being forced to follow clinical decisions at odds with accepted national guidance. The ongoing disagreement between Public Health England (PHE) and the Resuscitation Council UK (RC-UK), regarding the aerosol generating potential of resuscitation measures during cardiac arrest, has immediately validated this prediction. The conflicting nature of the advice about Personal Protective Equipment (PPE) from these national bodies has the potential to compound the psychological distress experienced by first responders during an in-hospital COVID-19 arrest.
The advice of RC-UK [2] states that Aerosol Generating Procedure (AGP) PPE is the “gold standard” [3] for rescuers attending such an emergency; they cite systematic review evidence and forthcoming international consensus guidelines which identify chest compressions as AGP. In response to RC-UK’s guidance, PHE updated their recommendations to state that: “Chest compressions and defibrillation (as part of resuscitation) are not considered AGPs; first responders can commence chest compressions and defibrillation without the need for AGP PPE while awaiting the arrival of other personnel who will undertake airway manoeuvres” [4]. Responding to this update on their website, RC-UK stated that they were “not involved in the preparation of the PHE guidance” and that whilst awaiting international evidence on the matter, their “current guidance (dated 27 March 2020) remains unchanged” [5].
This ongoing conflict poses a risk to patients from colleague confusion and potential delays in commencement of chest compressions. However, this risk must be balanced with the physical and psychological risks our colleagues face as they attempt to implement incompatible national recommendations on the front line. Confused advice engenders confused behaviour, resulting in an increased likelihood of mistakes in the correct use of PPE and risk of exposure to COVID-19. Chest compressions form part of a bundle of resuscitative measures undertaken during cardiac arrest. These measures include the application of high-flow pressurised oxygen via a facemask or advanced airway device. There is no disagreement that such measures constitute AGP, and that correct PPE must be in place prior to their commencement [2,4].
In-hospital emergency responders are being asked to make an immediate and complex choice: delay chest-compressions until AGP PPE has been donned, recognising that high quality chest compressions are an important determinant of successful resuscitation [6] or; place themselves and others at risk of accidental exposure to COVID-19 if well-intentioned, highly drilled colleagues progress to ventilating patients in the absence of proper protective measures. Neither option is free from moral injury risk, but the danger is compounded in the presence of open disagreement between RC-UK and PHE.
Hypoxia is the likely common pathway leading to arrest in COVID-19 patients; early pressurised oxygen delivery, via a facemask or advanced airway device, is therefore a priority of resuscitation in this cohort [1]. Given there is no argument that such manoeuvres constitute AGP [1,3], it seems pragmatic for the purposes of minimising risk to colleagues, whilst maximising timely delivery of appropriate oxygen to patients, that the RC-UK advice is followed. However, until the Medical Director of the NHS publishes firm, unequivocal guidance to this effect, conflicting national recommendations from PHE and RC-UK pose a significant moral threat to healthcare organisations and our colleagues on the COVID-19 front line.
Yours sincerely,
Edward Miles MA MSci MBChB FRCA
Specialist Trainee in Anaesthetics
Severn School of Anaesthesia
North Bristol NHS Trust
1 Greenberg N, Docherty M, Gnanapragasam S, et al. Managing mental health challenges faced by healthcare workers during covid-19 pandemic. BMJ 2020;368:m1211. doi:10.1136/bmj.m1211
2 Resuscitation Council UK. Statement on COVID-19 in relation to CPR and resuscitation in healthcare settings. London: 2020. Available from https://tinyurl.com/ww29mch (accessed 02 Apr 2020).
3 Resuscitation Council UK. Frequently Asked Questions for doctors, nurses and health care staff re COVID-19 positive patients and resuscitation procedures. London: 2020. Available from https://tinyurl.com/unpk2ga (accessed 02 Apr 2020).
4 Public Health England. COVID-19: Guidance for infection prevention and control in healthcare settings (Version 1.1 27/03/2020). London: 2020. Available from https://tinyurl.com/phe-covid (accessed 02 Apr 2020)
5 Resuscitation Council UK. Statement on PHE PPE Guidance. London: 2020. Available from https://tinyurl.com/qn6wdqx (accessed 02 Apr 2020).
6 Monsieurs KRG, Nolan JP, Bossaert LL, et al. European Resuscitation Council Guidelines for Resuscitation 2015. Section 1. Executive summary. Resuscitation 2015;95:1–80. doi:10.1016/j.resuscitation.2015.07.038
Competing interests: No competing interests
Re: Managing mental health challenges faced by healthcare workers during covid-19 pandemic
Dear Editor,
Professor Neil Greenberg and colleagues have raised a really important issue in this article and highlighted the increasingly pressing need for the NHS as an employer to look after the wellbeing of our staff and to provide adequate support during and in the aftermath of this pandemic.
NHS staff are often under significant pressure in normal times but this pressure has inevitably increased during the current crisis. It is almost impossible to remove stress completely from NHS roles as the work is often highly emotional and can involve very difficult decision making. What we can and must do however, is think more widely about how we can create the most supportive environment possible to foster their wellbeing and minimise the need for personal resilience by, for example, reducing stress in areas of their work where this is possible.
At the National Workforce Skills Development Unit (NWSDU) we have been exploring ways to help organisations to support their staff. We believe that a focus on organisational rather than individual resilience is the most effective way of managing psychological distress and supporting the health of the workforce. [1]
Interventions mentioned in this article such as Schwartz rounds (forums where all staff come together regularly to discuss the emotional and social aspects of working in healthcare) are a good way to address specific issues such as psychological distress due to the demands of making morally challenging decisions or what Greenberg Et al. cite as moral injury. Beyond immediate interventions like this, we also need to think about what else organisations can do to be supportive.
To do this we need to take a step back and take time to reflect with our staff on their experience of the organisation. This includes understanding whether they feel supported and are comfortable enough to speak up about their worries and personal issues that might impact their work. Questions must be asked such as: Are we doing enough to make mundane admin processes as straightforward as possible and not an additional burden to our staff? Does the leadership in our organisation engage with staff, listen to their issues and respond appropriately?
By really thinking about what is going on in our organisations we may find that even small things can make a big difference, particularly in times of heightened stress. For example, the absence of break rooms where staff can switch off and relax may have seemed like an inconvenience to staff pre COVID-19 but it becomes a much bigger issue when time spent on wards or in direct contact with patients is highly pressured.
Taking the time to reflect before we rush to interventions can be difficult. When capacity is under increasing pressure we may not feel justified in committing this time but it’s crucial that we do. We need to listen to our staff, engage with them, ask them what their worries are and what we can do to help. And then we must be proactive in our response.
In addition to measures we take now, we must think about the future mental resilience of our workforce. A crisis like COVID-19 can highlight the weaknesses in a system and we need to learn from this period to have a preventative approach to staff wellbeing in the coming years. Ultimately, for our staff as with our patients, we must move towards prevention rather than treatment and create an environment where we support them as much as possible to undertake their difficult work.
[1] https://www.hee.nhs.uk/news-blogs-events/news/meeting-challenge-reducing...
Competing interests: No competing interests