Wellbeing and workplace dynamics: a feasibility study of individual- and a team-focused pilot interventions among health care workers in Czechia

Healthcare workers (HCWs) experienced substantial mental health strain during the COVID-19 pandemic, yet team- and leader-level interventions remain limited compared to individual-level support. As a part of the HEROES-CZ project, this feasibility study piloted an individual-level and a team-level intervention for HCWs in Czechia, assessing their acceptability and implementation to inform future effectiveness research. Using a convergent mixed-methods design, we piloted two interventions across five hospitals of 13 invited, with participation and format selection being voluntary based on each hospital’s capacity. The individual-level intervention consisted of a single 90-minute workshop (3 institutions, 140 participants). The team-level intervention (3 institutions, 18 departments, 128 participants) began with leadership training for middle managers on emotionally intelligent leadership ( n = 19). A pre-intervention needs assessment (238 respondents) informed the content of subsequent facilitated team sessions. Acceptability and implementation were assessed via follow-up questionnaires, semi-structured interviews ( n = 14), and focus groups ( n = 26), analyzed using a hybrid deductive-inductive qualitative content analysis. Preliminary outcome data on mental health, wellbeing, and workplace factors were collected via online questionnaire at baseline and follow-up and are presented descriptively. Both intervention formats were rated acceptable. In the team intervention, most participants reported the programme improved communication with managers (63%), provided new information (61%), and improved practical skills (51%); managers reported comparable benefits. The pre-intervention needs assessment identified working conditions, communication, and managerial support as priorities, and directly informed team session content. Implementation barriers included scheduling difficulties, an extended delivery timeline (three to five months versus planned two months), and inconsistent attendance. Pooled across groups and timepoints, participants reported considerable psychological distress (19%) and reduced wellbeing (25%); 14.6% considered leaving healthcare work. Both individual- and team-level interventions were feasible and acceptable to HCWs. Qualitative findings highlighted communication, team dynamics, and managerial support as central to HCW wellbeing, and the needs assessment proved a valuable foundation for tailoring team-level content to these priorities. Scheduling, session frequency, and institutional support emerged as key barriers to address before a larger-scale effectiveness evaluation.