Physician Burnout in 2023: Current situation 

Physician Burnout in 2023: Current Situation

What is Physician Burnout?

Physician burnout is a long-lasting reaction to stress that can manifest in several ways, including:

• Emotional exhaustion.
• Depersonalization, which involves feelings of apathy or negative attitudes toward patients.
• A sense of diminished personal achievement.

Burnout adversely affects not only the well-being of physicians but also the quality of patient care and the overall healthcare system. Clinicians who continue to work despite experiencing burnout may find themselves less effective, more fatigued, and delivering inadequate care compared to earlier in their careers.

The State of Physician Burnout in 2023

As of now, many physicians report feeling more exhausted than they did prior to the crisis. A 2023 Medscape survey revealed that 53% of physicians are feeling stressed, up from 42% in 2018.

Medscape publishes yearly reports on physician burnout and grief. The following points summarize the findings from the 2023 survey, which included 9,175 clinicians from the United States and analyzed 29 key areas.

1. Only 13% of physicians have sought professional help:

Despite the high levels of exhaustion, only 13% of physicians have reached out for professional support related to their well-being. Many believe they can manage their stress on their own and don’t see the value in seeking additional help.

2. Burnout levels vary by workplace:

The highest rates of burnout, at 57%, are found among those working in hospitals and tertiary care settings, closely followed by those in short-term clinics at 55%. In contrast, only 43% of clinicians in private practice report feeling burned out. Many doctors in office-based settings appreciate having more control and autonomy, while those in hospital roles often feel constrained.

3. 23% of physicians report experiencing depression:

The prevalence of depression among physicians has risen since 2018, when only 15% reported such conditions.

4. Physicians spend almost 10 hours a week on EHR paperwork:

While electronic health records (EHRs) are not the sole cause of physician burnout, the paperwork associated with them certainly contributes significantly. Many physicians feel that managing EHRs takes up considerable time that could otherwise be spent on patient care.

One in four medical professionals reports feelings of depression, and 24% express feelings of anxiety and hopelessness that persist beyond typical episodes of sadness. This indicates a serious degree of demotivation and burnout among the workforce.

Ways to Reduce Physician Burnout

Addressing physician burnout requires efforts at both individual and organizational levels. It’s crucial to help physicians find sustainable ways to cope with their burdens and to seek out solutions to the systemic issues that contribute to burnout. According to the American Medical Association, employing a mix of individual and organizational strategies is one of the most effective ways to combat burnout.

• Reduce administrative burdens:

The complex landscape of medical regulations and administrative requirements in the U.S. contributes significantly to burnout. Organizations should aim to identify and eliminate unnecessary procedural burdens to enhance the quality of care.

Engaging physicians and patients in the development of medical policies can help pinpoint elements that do not contribute meaningfully to patient care.

• Offer flexible scheduling:

Long hours are a core issue contributing to physician burnout. While reducing shifts may seem like a solution, it can actually create pressure to complete the same workload in less time. Organizations should explore more flexible scheduling practices, such as a time-banking system that allows staff to earn “credits” for extra duties, which can then be exchanged for benefits that support a better work-life balance.

• Provide resources for personalized coping:

While structural changes are essential, it is equally important for physicians to adopt effective strategies for managing their stress and prioritizing their health. This can include peer support programs, training focused on mental health, and group discussions about well-being. Such initiatives should complement broader organizational policies and not serve as standalone solutions.

• Reduce the burden of non-clinical activities:

With value-based payment models, there is an increasing need for care coordination, which often falls on clinical staff. Utilizing non-clinical personnel for these tasks can free up healthcare providers to focus on clinical care and reduce their overall workload.

• Invest in leadership training:

The quality of leadership within an organization can significantly affect physician stress levels, job satisfaction, and burnout rates. Research from the Mayo Clinic shows that even a modest improvement in a physician’s supervisor’s leadership score can lead to a 3.3% decrease in burnout risk and a 9% increase in job satisfaction. Organizations should prioritize hiring engaged and supportive leaders who foster a positive environment and recognize the motivational drivers of their teams.