Burnout Is a Significant Problem Among European Oncologists

Burnout, a syndrome caused by work overload, is one of the main challenges in the medical profession. Although it is a general problem, certain professionals, such as oncologists, are more affected by this issue. Oncologists face two burdens: The high patient load in a context of healthcare cuts and the emotional burden of working with patients with cancer. Data from various surveys continue to emphasize the importance of this problem. About 38% of European oncologists are considering leaving their profession.

Before the European Society for Medical Oncology (ESMO) congress was held in Barcelona, the Spanish Society of Medical Oncology (SEOM) helped organize a press conference to highlight the causes of burnout and present recommendations for addressing it.

“It is essential to establish dialogue frameworks that allow us first to recognize the problem and its magnitude and then to decide what measures should be taken to help professionals,” said Andrés Cervantes, president of ESMO. He emphasized how measures to combat this issue should be taken from three perspectives.

“First, we need to address individuals themselves, providing them with tools to reinforce their resilience. Second, institutions should create environments where communication is open. And third, scientific societies should include training in managing burnout as part of their strategies,” said Cervantes.

He also emphasized the need to make society aware of the importance of burnout, which can lead to chronic health problems such as heart disease, stroke, obesity, and mental disorders. “All this can ultimately lead to a decrease in professional satisfaction and a lower sense of achievement, ultimately affecting cancer patients themselves.”

Young Oncologists

A 2014 study by ESMO revealed that more than 70% of young oncologists (ie, those aged < 40 years) were already showing signs of professional fatigue. In recent years, especially since the onset of the COVID-19 pandemic, this situation has worsened. Recent surveys have indicated that as much as 57% of European oncologists are affected by burnout, and more than 40% are at risk for impaired psychological well-being.

“The situation in Spain is similar to what has been seen in Europe. After the pandemic began, we conducted a survey at SEOM, and one in four young doctors had considered changing specialties, which is alarming and highlights the need for continuous training and follow-up from undergraduate studies, residency, and throughout one’s professional career,” said Elena Élez, a member of the Resilience Working Groups of ESMO and SEOM. She emphasized how professional fatigue directly affects the quality of patient care.

Élez stressed the importance of identifying burnout in younger professionals, noting that although it is a widespread phenomenon, its manifestations vary. It therefore is crucial to understand how the professional is affected to take appropriate actions. “A positive data point is that despite everything that the COVID-19 pandemic entailed, about 90% of respondents would choose oncology again, showing the high degree of vocation in this discipline.”

Breaking the Taboo

Professionals also emphasized how burnout has often been trivialized, despite its potential to affect various aspects of a professional’s life. “It is also necessary to begin to break taboos and recognize that when things are not going well, we must verbalize it. Resilience is about learning to adapt to external pressures and knowing how to identify them to address them,” said César Serrano, secretary of SEOM.

Serrano pointed out how workplace pressures have sometimes led to the dehumanization of healthcare professionals and patients alike. “Resilience is good, but it is necessary to address the root causes of this burnout to take measures that help sustain the healthcare system. It is essential to implement all possible measures to improve the daily well-being of oncologists, to prevent burnout, and if it unfortunately occurs, have all the necessary resources for the professional’s full recovery.”

Mentors’ Experience

During the congress in Barcelona, the conclusions of a study conducted by the SEOM Resident Tutors Group, which was coordinated by Lara Iglesias, also was presented. “The project seeks to strengthen the resilience of oncology residents through mentoring. By providing experienced mentors, the aim is to improve their well-being, reduce burnout, and promote greater long-term job satisfaction,” she said.

To this end, the investigators conducted a survey among the tutors. They found that more than 80% of respondents work outside of regular working hours, and more than 80% also admit to sleeping less than 7 hours per day or maintaining an inadequate diet. In addition, more than 50% feel undervalued in their work, and about 73% of respondents reported feeling exhausted by the time they took their vacations.

“In addition, 33% have acknowledged experiencing burnout symptoms, although on a positive note, 77% have stated that they believe they have the tools to overcome it,” said Iglesias, emphasizing the importance of recognizing what is happening to take measures to improve it.

ESMO’s Recommendations

Having committed to providing resources and support, as well as advocating for political changes in Europe to mitigate this crisis, ESMO and its Resilience Group have developed 10 recommendations based on a comprehensive analysis of the psychosocial risks affecting oncologists across Europe. The main proposed strategies to reduce burnout and optimize the well-being of oncology professionals are the following:

• Improve organizational communication.
• Provide individualized professional supervision and mentoring.
• Strengthen support in terms of training, development, and job security.
• Promote continued use of virtual strategies and other innovative solutions to improve access to flexible work modalities and professional development opportunities.
• Ensure manageable workloads, including working hours and leaves.
• Provide a pleasant work environment with resources for maintaining well-being.
• Provide resilience training and invest in well-being. Invest in talent retention and attraction.
• Establish tailored support measures to address the needs of various groups.
• Provide support for personal well-being management and resilience.
• Influence policymakers and stakeholders.

This story was translated from El Médico Interactivo, which is part of the Medscape Professional Network, using several editorial tools, including AI, as part of the process. Human editors reviewed this content before publication.