The competency assessment methods are designed to evaluate the practical application of knowledge and skills acquired throughout the module. These activities focus on real-world organisational scenarios, enabling participants to analyze workplace challenges, identify psychosocial risks, and propose evidence-based interventions for burnout prevention.
The pilot sessions simulate common healthcare organisational challenges and support the development of applied competencies in workload management, workflow optimization, and psychosocial risk assessment.
The follow-up activities are designed to reinforce learning over time and support the progressive application of organisational wellbeing principles in practice. These activities encourage reflection, continuous improvement, and the integration of burnout prevention strategies into daily professional practice.
Focus: Identifying Organisational Stressors
Participants are asked to reflect on their current or simulated workplace and identify key organisational factors contributing to stress and burnout.
Tasks include:
● Identifying at least three systemic stressors (e.g., workload, communication, scheduling).
● Classifying each stressor according to its impact on wellbeing.
● Suggesting one potential organisational improvement per stressor.
Focus: Applying Organisational Wellbeing Strategies
Participants analyze a workplace scenario and apply organisational wellbeing frameworks to propose improvements.
Tasks include:
● Reviewing a case scenario involving high workload and staff fatigue.
● Identifying gaps in organisational wellbeing practices.
● Proposing at least two structural or policy-level interventions.
● Linking proposed actions to burnout prevention principles.
Focus: Leadership and Culture Reflection
Participants reflect on the role of leadership and organisational culture in burnout prevention.
Guiding questions:
● How does leadership influence employee wellbeing in your context?
● What cultural factors may contribute to burnout normalisation?
● What changes could strengthen psychological safety and resilience?
Participants submit a short reflective summary based on these questions.
This section outlines how each competency is assessed across different dimensions of learning.
|
Competency Area |
Assessment Method |
Evidence Required |
|
Identification of organisational stressors |
Week 4 Activity |
List and classification of workplace stressors |
|
Application of wellbeing strategies |
Week 5–6 Activity |
Proposed organisational interventions |
|
Reflection on leadership and culture |
Week 6–7 Activity |
Reflective written summary |
|
Practical application of frameworks |
Pilot Exercises |
Case-based solutions and risk mapping |
Participants analyze a healthcare shift scenario characterized by staffing shortages, high patient demand, and excessive overtime.
Tasks include:
● Identifying workload-related stressors.
● Analyzing their impact on staff wellbeing and patient care.
● Proposing workload management and scheduling improvements.
● Linking findings to burnout prevention principles.
Participants evaluate inefficient clinical workflows that contribute to stress and administrative burden.
Tasks include:
● Mapping current workflow inefficiencies.
● Identifying duplication, delays, or unnecessary tasks.
● Proposing workflow optimization strategies.
● Explaining expected impact on staff wellbeing.
Participants conduct a structured analysis of psychosocial risks within a healthcare setting.
Tasks include:
● Identifying psychosocial risk factors (e.g., role ambiguity, poor communication).
● Categorizing risks by severity and frequency.
● Proposing preventive organisational actions.
● Prioritizing risks based on impact on burnout.
Maria is a registered nurse working in a busy acute care hospital unit. Over the past several months, her department has been experiencing increasing staff shortages due to high turnover and difficulties in recruitment. As a result, Maria is frequently required to work double shifts or extend her working hours beyond her scheduled rota.
In addition to increased workload, Maria reports spending a significant amount of her shift completing administrative documentation due to a newly implemented electronic health record system that has not been fully optimized. She often finds herself staying after her shift ends to complete unfinished tasks, resulting in reduced recovery time between shifts.
Communication within the unit has also become inconsistent. Staffing changes are frequently communicated at short notice, and Maria feels that her concerns about workload are not always acknowledged by management. While her team is supportive at an informal level, there are no structured debriefing or wellbeing processes in place.
Recently, Maria has begun to experience persistent fatigue, emotional exhaustion, and reduced motivation. She is still committed to her patients but feels increasingly disengaged from her work. Despite these symptoms, she feels that high workload and stress are “just part of the job” and does not formally report her concerns.
The department has not conducted a recent psychosocial risk assessment, and there are limited structured indicators in place to monitor staff wellbeing or burnout risk.
Based on the scenario, answer the following questions:
Identify at least three organisational factors contributing to Maria’s stress and explain why they are systemic rather than individual issues.
Using the JD-R model, classify the main job demands and job resources present in this case.
Identify the key psychosocial risks present in Maria’s work environment and explain their potential impact on burnout development.
Propose at least three organisational-level interventions that could reduce Maria’s workload and improve wellbeing in her unit.
Your answer should include:
● One workload management strategy
● One workflow or system improvement
● One scheduling or recovery-focused intervention
5. Leadership and Culture Analysis
Analyze how leadership practices and organisational culture may be contributing to or mitigating burnout risk in this case.
Suggest how the organisation could integrate wellbeing indicators or resilience strategies to prevent similar cases in the future.
