Examining Strategies among Veterans Affairs Outpatient Social Workers to Facilitate Job Retention and Emotional Well-Being during the COVID-19 Pandemic.

The social work profession is dealing with an increased rate of turnover, due largely in part to the pandemic. A recent study showed that U.S. Department of Veterans Affairs (VA) inpatient social workers utilized strategies of "emotional preparedness" to retain their job during the pandemic. The aim of this current study is to explore if outpatient social workers utilized similar strategies for their own job retention. There may be differences in the strategies utilized because outpatient and inpatient social workers tend to work in different environments. In this qualitative study, authors conducted interviews with (N = 13) outpatient social workers from a VA site in the Southwestern region of the United States. Findings were analyzed thematically. Authors conducted open coding and applied a priori themes/strategies from extant research among VA inpatient social workers. Most of the a priori themes/strategies were prevalent among outpatient social workers, and two emerging themes were (1) acknowledging shared trauma and (2) human connection to overcome isolation. Strategies of emotional preparedness should be implemented on a grander scale to facilitate job retention since there is an expected deficit in the social work workforce until at least 2030.

Applying a Novel Approach to Understanding Social Worker Job Retention during the Pandemic.

The job demands-resources (JD-R) theory explicates factors that facilitated social worker burnout prepandemic. Authors believe the JD-R theory can illustrate how certain factors facilitated social worker job retention in the novel context of the pandemic because a sizable group of social workers resisted burnout-related turnover. Disseminating these factors can benefit the profession. Qualitative cross-sectional data were elicited from a semistructured interview about experiences of U.S. Department of Veterans Affairs (VA) outpatient social workers (N = 13) who provided care during the pandemic. Authors conducted content analysis and coded the text into six themes of factors that facilitated retention: (1) commitment to serving veteran population, (2) job flexibility, (3) supportive colleagues, (4) leadership support, (5) maintaining normal routines, and (6) trusting in scientific/evidence-based practices. Application of the JD-R theory illustrated how social workers utilized specific resources that balanced job demands during the pandemic and facilitated job retention. Future work should apply the JD-R theory among larger samples of VA social workers, as well as non-VA social workers, in the context of the pandemic, for comparative purposes. Authors conclude with policy implications related to the impact of permanently allowing telework options and job flexibility options among social workers.

"The Yo-Yo Effect": U.S. Department of Veterans Affairs Social Workers' Experiences with Job Flexibility during the Pandemic.

Social work turnover from the emotional overload of providing care during the pandemic has created staff shortages and exposed many gaps in service delivery. Those social workers who sustained employment during this pandemic are asked to take on flexible/additional roles to fill in those gaps in services to their most vulnerable clients. This qualitative study (N = 12) of U.S. Department of Veterans Affairs (VA) inpatient social workers at two sites across the country assesses their experiences of taking on additional roles at their respective VA facility. Three research questions were addressed to the participants: (1) Describe your roles and responsibilities during the COVID-19 pandemic? (2) How did those responsibilities change/evolve over time? and (3) Did you receive training for your new roles or tasks? Thematic analysis revealed six themes that would facilitate effectiveness and continuity of care: (1) recognizing insufficient training to handle a pandemic, (2) meeting the demand for care, (3) responding to unexpected aspects of flexibility, (4) adjusting to new roles over time, (5) adaptation and support, and (6) additional resources to simplify efforts. With COVID rates stabilizing across much of the United States, now is the time to implement trainings and education about job flexibility in the future instance of a pandemic.