Background: Burnout, moral distress, compassion fatigue, and posttraumatic stress disorder are concerns for health-care staff. Due to the high mental, physical, and emotional demands of the pediatric hematology/oncology profession, workplace supports should be in place to address the needs of the staff. A nurse-led support program is one strategy to enhance staff well-being. Methods: The Hematology/Oncology/Stem Cell Transplant Advancing Resiliency Team (HART) is a nurse-led peer-to-peer on-site support program for multidisciplinary staff caring for hematology/oncology patients. HART coaches, working 8-hour shifts, covering both day and night shift hours, are present 3 days a week on the unit. HART offers a confidential space for one on one or group interactions, educational sessions, assistance with work related, patient-care based, or personal concerns, and various forms of integrative therapies. Results: There have been over 1,100 coach consults and 98 HART shifts worked. The most commonly reported changes since HART began include staff feeling more supported by leadership and staff making time for breaks during the work shift. A 25.6% increase in staff reporting to be extremely satisfied with unit support was found. Discussion: Cultivating a culture of staff support is important. Due to COVID-19, physical HART coach presence was put on hold for 4 weeks and virtual interventions were trialed. Since its return, coach consult numbers have been steadily rising. Having a support program led by coaches with direct experience understanding the emotional toll of caring for the pediatric hematology/oncology patient population was found to be well utilized, feasible through donor funding, and measurable via staff report.

背景：职业倦怠、道德困扰、同情疲劳和创伤后应激障碍是卫生保健人员关注的问题。由于儿科血液学/肿瘤学专业对精神、身体和情感的需求很高，因此应提供工作场所支持来满足员工的需求。护士主导的支持计划是提高员工福利的一种策略。方法：血液学/肿瘤学/干细胞移植提高复原力团队 (HART) 是一个由护士领导的点对点现场支持计划，适用于照顾血液学/肿瘤学患者的多学科工作人员。HART 教练，每班 8 小时，包括白班和夜班，每周 3 天在该单位出勤。HART 为一对一或小组互动、教育会议、与工作相关、基于患者护理或个人问题的协助以及各种形式的综合疗法提供保密空间。结果：已经有超过 1,100 次教练咨询和 98 次 HART 轮班工作。自 HART 开始以来，最常报告的变化包括员工感觉得到了领导的更多支持，以及员工在轮班期间腾出时间休息。报告工作人员增加 25.6%发现单位支持非常满意。讨论：培养员工支持的文化很重要。由于 COVID-19，物理 HART 教练的存在被搁置了 4 周，并尝试了虚拟干预。自回归以来，教练咨询人数一直在稳步上升。由具有直接经验的教练领导的支持计划被发现可以很好地利用，通过捐助者的资金是可行的，并且可以通过工作人员报告进行衡量。