Perceptions of work stress, burnout, and burnout management strategies among oncologists.

Abstract

e21003 Background: Often characterized as exhaustion of physical or emotional strength due to prolonged stress or frustration, physician burnout has become a worsening phenomenon in oncology, especially post the COVID-19 pandemic and with a rising demand for oncology services. This study surveyed oncologists on their current perceptions of burnout, sources of stress, and any burnout management strategies implemented in their practice. Methods: In June 2024, US-based hematologists/oncologists convened at a live meeting to discuss healthcare trends in oncology, including physician burnout. An online premeeting survey was used to collect participants’ demographics. Participants’ experiences and management strategies surrounding burnout were captured via an audience response system during the live meeting. Responses were aggregated and analyzed using descriptive statistics. Results: Among 59 participants, 68% are community providers, see a median of 18 patients on clinic days, and have a median of 20 years in practice. The majority (71%) of participants are now seeing moderately to significantly more patients than 5 years ago; increased cancer incidence (42%), provider turnover/departure (32%), and increased patient quota (28%) are the main factors contributing to increased patient load. Participants indicated various types and sources contributing to work-related stress, with mandatory EHR entries/documentation (77%), notifying patients of treatment outcomes (66%), patients having constant access to providers via EMR portals (64%), and high patient volume (60%) being the most prevalent. Nearly three-fourths of participants feel burned out because of their work and nearly two-thirds feel their work is making them more cynical. Approximately three-fourths feel slightly or significantly more burnout compared to 5 years ago. Over half (52%) indicated that burnout assessments are not done in their practice and when assessment is performed, it most commonly occurs only once per year. The personal-level strategy most often employed by participants to combat burnout is to take time off from work (81%). Further, participants indicated that decreased work hours (46%) and additional support staff (45%) were the top institution-level strategies that would help combat burnout. Conclusions: Over the past 5 years, oncologists have experienced a significant increase in patient load, expanded EHR documentation, and constant accessibility to patients. These stressors and others have led to heightened levels of burnout. While taking time off is a commonly referenced strategy for mitigating burnout, participants suggested that reducing work hours and hiring additional staff could further alleviate stress. Future research should explore the effectiveness of regular burnout assessments and their potential to inform strategies aimed at reducing burnout and improving oncologists’ overall well-being.