Even the most dedicated nursery team reaches its limits when individual children need very high levels of support or the whole group becomes overwhelmed. This article explains how to recognise strain early, take preventive action and safeguard everyone—without abandoning the ideal of inclusion.
1 | Taking warning signs seriously
Research on burnout among early-childhood staff cites frequent triggers: constant noise, continual interruptions and relentless emotional labour. link.springer.com Rising sick leave, irritability or withdrawal inside the team are early alarm bells. An open culture of error-sharing and feedback helps address them sooner.
2 | Legal Framework and Staff-to-Child Ratio
Each canton sets minimum staffing ratios (e.g., 1 professional plus an assistant for 5 infants, 1:8 for children from 18 months) – sgfbern.ch. These benchmarks are minimum standards, not guarantees of quality. If a child requires a very close support setting, one-on-one care can be funded through HPF, IV assistance, or cantonal support programs – hpdienst.ch / szh.ch. Important: The daycare center does not make diagnoses; it documents the need and supports parents in submitting the application.
3 | Practical relief strategies
Plan staff resources.
Rotating inclusion tandems: one practitioner steps out of the group for focused work with the child while colleagues cover the space.
Quiet islands: fixed slots in the timetable when volume is lowered, lights dimmed and small-group activities offered.
Involving External Specialists
Special education professionals, occupational or speech therapists should – if possible – work in the group room. This way, all children benefit, and the team learns “on the job.” UNICEF and UNESCO recommend this co-teaching model because it brings expertise directly into everyday practice and reduces strain – unicef.org.
Supervision and Self-Care
Regular supervision sessions or peer case discussions help prevent emotional exhaustion. Studies show that structured reflection formats can reduce burnout rates by up to 25% – link.springer.com.
4 | When one-to-one care is necessary
Indicators include ongoing physical support needs (e.g., suctioning or tube feeding), frequent self- or other-injury despite adaptation, or prolonged stress reactions such as panic or biting.
Process
Observe and log in detail: who, when, what, for how long.
Meet parents in a calm setting; clarify existing or needed diagnoses.
Contact cantonal services (HPF, IV advice) to arrange assessment and funding.
Draft a transition plan: until approval, the team offers time-limited one-to-one phases and a protected retreat area.
5 | Talking with parents during crises
Stating frankly what is possible and where limits lie builds trust. Facts help more than blame: “We currently need a second practitioner for feeding; without that the group cannot be safe.”
6 | Long-Term Quality Assurance
Inclusion without overload is possible when quality instruments like QualiKita are regularly evaluated and further developed – kibesuisse.ch. An annual internal "stress audit" (staff-to-child ratio, sick days, supervision hours) makes developments visible.
Conclusion: Inclusion doesn't stop when one-on-one care becomes necessary – it merely changes the form of organization. Those who document early, involve external partners, and protect the team ensure the well-being of everyone – children, parents, and staff alike.
Sources Overview
All statements in the text are based on current studies, Swiss guidelines, and international recommendations:
These references offer readers deeper insight into the legal foundations, quality benchmarks and research evidence underpinning inclusive practice and staff protection.
