Improved patient care through enhanced well-being of healthcare professionals at Spital Thurgau

Introduction

Spital Thurgau, located picturesque in the valley along the Rhine River in the Canton of Thurgau, Switzerland, operates Clinic St. Katharinental, a facility specializing in rehabilitation for movement disorders and long-term care.

The clinic has 130 beds and employs 331 staff members, who work to provide a wide range of services and care to patients.

Dr. Stefan Goetz, the clinic’s medical director, initiated a project to improve employee well-being. He knows the challenges modern healthcare professionals and clinic staff face.  

The improvement program’s goal was to address turnover, enhance job satisfaction, and create a supportive environment for staff, which would directly benefit patient care.

Challenges

The staff at Spital Thurgau, working at the first front of the demanding field of healthcare, face multiple challenges:

1. Staff turnover: Retaining qualified healthcare professionals has been a consistent issue, leading to disruptions in care and increased workload for remaining staff.

2. Stress management: High-stress levels, particularly among nursing staff and physicians, affected performance and morale. Let’s take a look at the numbers:

   • Stress and Workload: 68.4% of staff reported frequent stressful periods, indicating a need for targeted interventions.

   • Short-Notice Shifts: 73.1% of nursing staff found same-day shift requests overly burdensome, highlighting scheduling challenges.

3. Leadership gaps: Some staff felt they lacked adequate support from management. In the survey, 58.9% admitted that they expect greater help from supervisors during stressful periods.

4. Communication and feedback: Clear, open communication is a crucial field needing improvement to enhance teamwork and reduce workplace strain.

Approach

Dr. Goetz partnered with Screver and Capptoo to create a structured feedback initiative. The project identified and addressed workplace challenges through surveys and collaborative follow-ups.

The process included:

1. Baseline Survey: The initial survey was distributed to 291 employees via email, with two rounds of reminders to encourage participation. The survey achieved a 94.2% completion rate, with 156 staff members opening the survey and 149 completing it. This high response rate ensured a broad representation of staff perspectives. The participation rate of 51% provides a statistically sufficient database.

2. Targeted feedback: Follow-up surveys were created based on the data coming out of the baseline survey. Adjustments to the questions and the logic running through the survey have been made based on the initial results:

   • The team adapted the survey queries to address department-specific concerns. For example, the specialist of Screver examined the stress levels and shift challenges within the nursing staff in greater depth.

   • The specific needs of employees with temporary contracts, who made up a significant portion of the workforce, called for a fine adjustment of the survey approach so the results mirror their particular challenges.

3. Leadership and communication: Workshops and programs to enhance management practices and improve communication between teams and supervisors were the core actionable outcomes of the survey. A follow-up re-design of the questions responded to the outcome of the workshops and the changes introduced.

4. Final webinar: Dr. Goetz and Tanja Palm (Capptoo) hosted a webinar to share findings, discuss progress, and emphasize the importance of personal leadership. Staff were encouraged to take ownership of their roles and responsibilities, fostering collaboration and accountability.

Results

The surveys and resulting initiatives led to several positive outcomes:

• Stress management: 66% of staff felt they could handle pressure effectively, with improvements noted in teamwork and prioritization strategies.

• Team collaboration: Over 70% reported their teams effectively distributed workloads to reduce individual strain.

• Leadership support: Managers trained to provide more responsive support, addressing the concerns of nearly 59% of staff who sought help during stressful times.

• Job Satisfaction: Among certain groups, satisfaction rates were high – for example, physiotherapists and administrative staff reported an 83% satisfaction rate, reflecting the impact of targeted support.

• Retention Outlook: 78% of physiotherapists and other allied health professionals indicated they see themselves continuing at the clinic in two years, showing optimism for the future.

Conclusion

Spital Thurgau successfully used structured feedback and targeted interventions to address staff concerns and improve workplace conditions. By focusing on stress management, leadership development, and communication, the clinic created a healthier and more supportive environment for employees.

These changes not only improved staff satisfaction but also enhanced patient care quality. The project demonstrates how listening to employees and acting on their feedback can create positive, sustainable change in healthcare settings.