# Reducing Physician Burnout Through Workflow Redesign: A Quality-Improvement Initiative

## TL;DR

This paper shows how redesigning a specific paperwork task reduced physician burnout and improved workflow efficiency at a hospital.

## Contribution

The study demonstrates a practical workflow redesign approach to reduce physician burnout through interdisciplinary collaboration and targeted administrative task redistribution.

## Key findings

- 76% of hospitalists reported reduced workload after removing the 3122 form from their tasks.
- The intervention improved efficiency and reduced transcription errors by using EMR-generated materials.
- Interdisciplinary collaboration was key to designing a sustainable solution for clinician well-being.

## Abstract

Introduction

Staff well-being is a critical element in any healthcare organization’s framework. Improving provider and staff well-being is increasingly recognized as essential to high-quality care. Burnout among healthcare workers is often driven by excessive administrative demands, inefficient workflows, and time-consuming clerical tasks. These burdens take time away from meaningful patient interactions and clinical decision-making.

At Huntington Hospital, clerical workload, especially tasks related to electronic health records (EHRs) and manual documentation, was identified as a key source of stress. To better understand the contributors to burnout, the hospital administered the Maslach Burnout Inventory (MBI) to all hospitalists. The MBI evaluates emotional exhaustion, depersonalization, and reduced personal accomplishment, offering a comprehensive assessment of professional well-being.

Method

To address this issue, a multi-disciplinary wellness learning community was formed to identify and implement evidence-based strategies to support staff well-being. The hospitalist group unanimously chose to focus on improving the workflow for the 3122 form, a handwritten discharge document required for patients transitioning to assisted living facilities. This form included evaluations of Activities of Daily Living (ADLs), therapy needs, home care requirements, and a medication list-all of which had to be completed manually by physicians.

After multiple discussions with social work, case management, and peer institutions, it was decided that social workers would complete the sections of the form within their scope, such as ADLs and support needs. Medication lists were printed directly from the electronic medical record (EMR) and attached to the form to improve accuracy and efficiency. Hospitalists reviewed the completed form before it was submitted. This new workflow was piloted on one unit, with interest quickly spreading to other teams.

Results

With an 83% response rate to the MBI among hospitalists (33 out of 40 hospitalists), results revealed that workload was the primary driver of burnout. Following the workflow redesign, a two-question survey was conducted with hospitalists to assess the impact of the intervention. The survey asked physicians whether removing the 3122 form as a physician task had decreased their workload and whether they supported further collaborations with the Wellness Learning Community.

76% of respondents (n=21) agreed or strongly agreed that the change reduced their workload. An equal percentage supported ongoing efforts with the Wellness Learning Community to develop future process improvements and well-being initiatives.

Conclusion

This project highlights how small, targeted workflow changes can have a meaningful impact on clinician well-being. By reducing administrative burden and aligning task responsibility with appropriate team members, physicians were able to redirect time and energy toward patient care. The shift from handwritten documentation to EMR-generated materials also improved efficiency and reduced the risk of transcription errors.

Interdisciplinary collaboration played a key role in the project’s success. By engaging social work, case management, and frontline providers in the process, the hospital was able to design a more sustainable and effective solution. Focusing on staff well-being through operational redesign promotes a more resilient, satisfied, and safer healthcare workforce.