Pharmacy prevalence of second victim syndrome in a comprehensive cancer center.

Abstract

In an effort to expedite the publication of articles, AJHP is posting manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time. The results of a survey to determine the pharmacy prevalence of second victim syndrome (SVS) at a comprehensive cancer center are presented. The division of pharmacy was surveyed using a 47-item online Qualtrics-platform questionnaire to help determine the prevalence of SVS. The questionnaire included demographic questions, questions about self-perceived SVS, and the validated Second Victim Experience and Support Tool (SVEST). The questionnaire was distributed electronically through senior leadership. The response rate was 95%, with self-perceived SVS reported in 37% of all respondents. Overall, 53% of pharmacists and 15% of pharmacy technicians reported having experienced SVS in their lifetime. Self-perceived time needed to recover from the most pronounced event was either less than a week or less than a month for 60% of respondents, with 10% never fully recovering. The SVEST score, which helped assess SVS impact, was neutral with a mean (SD) of 2.79 (0.51). The psychological distress and professional self-efficiency dimensions of SVEST each had a mean score of 3.5 or higher, suggesting prevalence of SVS symptoms. The resources most desired to help individuals recover from SVS were a peer support program, a specified peaceful location, time away from the unit, and an employee assistance program. The pharmacy division at a comprehensive cancer center is experiencing SVS. Programs targeting SVS should be considered for a pharmacy department or division at a comprehensive cancer center to help improve their employees' well-being and job performance. Multiple avenues of support resources are needed to meet everyone's needs.