Even if you build it, they may not come: challenges in the uptake of workplace mental health toolkits.
Burnout
Capacity
Engagement
Health worker
Mental health
Professional worker
Toolkits
Journal
BMC public health
ISSN: 1471-2458
Titre abrégé: BMC Public Health
Pays: England
ID NLM: 100968562
Informations de publication
Date de publication:
10 Oct 2024
10 Oct 2024
Historique:
received:
26
06
2024
accepted:
10
09
2024
medline:
11
10
2024
pubmed:
11
10
2024
entrez:
10
10
2024
Statut:
epublish
Résumé
Strategies to promote workplace mental health can target system, organization, team, and individual levels exclusively or in concert with each other. Creating toolkits that include these different levels is an emerging innovative strategy to support employees working in various sectors. Our paper describes the development, implementation, and refinement of two different online toolkits: the Healthy Professional Worker Toolkit for Education Workers and the Health Worker Burnout Toolkit. The Knowledge to Action Framework guided the team during the development and early interventions phases of toolkit development. Stakeholder engagement regarding the intended use of the toolkit of promising practices for workplace interventions was integrated throughout with different forms of feedback in a research capacity between 2022 and 2024. Reflecting on the different phases of the KTA Framework, we describe first the engagement involved in building the toolkits and then on their utilization. Our toolkits were built to include different resources aimed at empowering workers, teams, and employers offering innovative ideas to address the mental health-leaves of absence and return to work cycle in one case and the different forms and consequences of burnout in the other. Criteria for inclusion were informed by ongoing research with a range of stakeholders and other intended toolkit users including managers, supervisors, executives, human resource specialists, staff, and others in healthcare and educational organizations and settings. In the implementation phase, the volume of resources available in each toolkit considered a strength by some was overwhelming for some partners and individual workers to navigate. Capacity, engagement, time, and readiness for change, are themes that heavily influenced if and when organizations interacted with each toolkit, and how much time they spent exploring the resources provided. It is critical to ground toolkits in the experiential evidence of workplace mental health as is linking these to evidence-informed interventions that correspond to workplace concerns. Organizational readiness to adopt and adapt resources and implement changes is a key consideration. Ultimately, user engagement is what brought these toolkits to life.
Sections du résumé
BACKGROUND
BACKGROUND
Strategies to promote workplace mental health can target system, organization, team, and individual levels exclusively or in concert with each other. Creating toolkits that include these different levels is an emerging innovative strategy to support employees working in various sectors. Our paper describes the development, implementation, and refinement of two different online toolkits: the Healthy Professional Worker Toolkit for Education Workers and the Health Worker Burnout Toolkit.
METHODS
METHODS
The Knowledge to Action Framework guided the team during the development and early interventions phases of toolkit development. Stakeholder engagement regarding the intended use of the toolkit of promising practices for workplace interventions was integrated throughout with different forms of feedback in a research capacity between 2022 and 2024.
RESULTS
RESULTS
Reflecting on the different phases of the KTA Framework, we describe first the engagement involved in building the toolkits and then on their utilization. Our toolkits were built to include different resources aimed at empowering workers, teams, and employers offering innovative ideas to address the mental health-leaves of absence and return to work cycle in one case and the different forms and consequences of burnout in the other. Criteria for inclusion were informed by ongoing research with a range of stakeholders and other intended toolkit users including managers, supervisors, executives, human resource specialists, staff, and others in healthcare and educational organizations and settings. In the implementation phase, the volume of resources available in each toolkit considered a strength by some was overwhelming for some partners and individual workers to navigate. Capacity, engagement, time, and readiness for change, are themes that heavily influenced if and when organizations interacted with each toolkit, and how much time they spent exploring the resources provided.
CONCLUSION
CONCLUSIONS
It is critical to ground toolkits in the experiential evidence of workplace mental health as is linking these to evidence-informed interventions that correspond to workplace concerns. Organizational readiness to adopt and adapt resources and implement changes is a key consideration. Ultimately, user engagement is what brought these toolkits to life.
Identifiants
pubmed: 39390451
doi: 10.1186/s12889-024-20039-1
pii: 10.1186/s12889-024-20039-1
doi:
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Pagination
2770Informations de copyright
© 2024. The Author(s).
Références
Mental Health Commission of Canada. National Standard. 2024. https://mentalhealthcommission.ca/national-standard/ . Accessed 25 June 2024.
Centre of Expertise on Mental Health in the Workplace. 2024. https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/health-wellness-public-servants/mental-health-workplace.html . Accessed 30 May 2024.
Mental Health Commission of Canada. Home. 2024. https://mentalhealthcommission.ca/ . Accessed 30 May 2024.
Department for Work and Pensions, Department of Health and Social Care. GOV.UK. 2024. https://www.gov.uk/government/news/ai-to-help-keep-people-in-work-through-15-million-investment-in-occupational-health . Accessed 28 May 2024.
Robinson M, Tilford S, Branney P, Kinsella K. Championing mental health at work: emerging practice from innovative projects in the UK. Health Promot Int. 2014. https://doi.org/10.1093/heapro/das074 .
doi: 10.1093/heapro/das074
pubmed: 23300189
U.S. Department of Health and Human Services. 2022. https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html . Accessed 28 May 2024.
Corbiere M, Shen J, Rouleau M, Dewa C. A systematic review of preventive interventions regarding mental health issues in organizations. Work. 2009;33:81–116.
doi: 10.3233/WOR-2009-0846
pubmed: 19597288
Akoo C, McMillan K, Price S, Ingraham K, Ayoub A, Rolle Sands S, Shankland M, Bourgeault I. I feel broken": chronicling burnout, mental health, and the limits of individual resilience in nursing. Nurs Inq. 2024. https://doi.org/10.1111/nin.12609 .
doi: 10.1111/nin.12609
pubmed: 37927120
McMillan K, Perron A. Change fatigue in nurses: a qualitative study. J Adv Nurs. 2020. https://doi.org/10.1111/jan.14454 .
doi: 10.1111/jan.14454
pubmed: 32542846
Egan M, Bambra C, Thomas S, Petticrew M, Whitehead M, Thomson H. The psychosocial and health effects of workplace reorganisation: a systematic review of organisational-level interventions that aim to increase employee control. J Epidemiol Commun Health. 2007;61:945–54.
doi: 10.1136/jech.2006.054965
Government of South Australia: Glossary. 2024. https://dhs.sa.gov.au/about-us/open-government/internal-policies/diversity-and-inclusion/diversity-access-and-inclusion-plans/2020-to-2024/2023-Addition/glossary . Accessed 08 Aug 2024.
Lelliott P, Tulloch S, Boardman J, Harvey S, Henderson M, Knapp M. Mental health and work. London: London Royal College of Psychiatrists; 2008.
Healthy Professional Worker Partnership. University of Ottawa. 2024. https://www.healthyprofwork.com/ . Accessed 25 June 2024.
Health Worker Burnout Toolkit. University of Ottawa. 2024. https://www.mhcaretoolkit.ca/burnout-toolkit . Accessed 24 June 2024.
Graham I, Logan J, Harrison MB, Straus SE, Tetroe J, Caswell W, Robinson N. Lost in knowledge translation: time for a map? J Contin Educ Health Prof. 2006. https://doi.org/10.1002/chp.47 .
doi: 10.1002/chp.47
pubmed: 16557515
Tulk C, Ferguson K, Corrente M, Rodger S, Bourgeault I. Healthy professional worker partnership: education workers case study survey findings. Healthy Professional worker partnership. 2024. https://static1.squarespace.com/static/5d7bbcde8eb7a65a6fd614ab/t/6567b523ad74590e8d83352f/1701295396691/HPW+Education+Workers+Report+FINAL.pdf . Accessed 10 Aug 2024.
Bourgeault IL, Atanackovic J, McMillan K, Akuamoah-Boateng H, Simkin S. The pathway from mental health, leaves of absence, and return to work of health professionals: gender and leadership matter. Healthcare Management Forum. 2022: https://doi.org/10.1177/08404704221092953 .
Stanford Medicine. Commensality Groups. 2024. https://wellmd.stanford.edu/innovations-and-progress/commensality-groups.html . Accessed 24 June 2024.
Coopperrider DL, Whitney D. A positive revolution in change. In: Cooperrider DL, Sorenson P, Whitney D, Yeager T, editors. Appreciative inquiry: an emerging direction for organization development. Champaign: Stipes; 2001. p. 9–29.
Kristman VL, Lowey J, Fraser L. A multi-faceted community intervention is associated with knowledge and standards of workplace mental health: the Superior Mental Wellness @ Work study. BMC Public Health. 2019. https://doi.org/10.1186/s12889-019-6976-x .
Wu A, Roemer EC, Kent KB, Ballard DW, Goetzel RZ. Organizational best practices supporting mental health in the workplace. J Occup Environ Med. 2021. https://doi.org/10.1097/JOM.0000000000002407
Gabutti I, Colizzi C, Sanna T. Assessing organizational readiness to change through a framework applied to hospitals. Public Organiz Rev. 2023: https://doi.org/10.1007/s11115-022-00628-7 .
Thoele K, Ferren M, Moffat L. Development and use of a toolkit to facilitate implementation of an evidence-based intervention: a descriptive case study. Implement Sci Commun. 2020. https://doi.org/10.1186/s43058-020-00081-x .
Volpe RL, Mohammed S, Hopkins M, Shapiro D, Dellasega C. The negative impact of organizational cynicism on physicians and nurses. Health Care Manag (Frederick). 2014. https://doi.org/10.1097/HCM.0000000000000026 .
Vaishnavi V, Suresh, M. Assessment of healthcare organizational readiness for change: a fuzzy logic approach. Journal of King Saud University - Engineering Sciences. 2022. https://doi.org/10.1016/j.jksues.2020.09.008 .
Miake-Lye IM, Delevan DM, Ganz DA. Unpacking organizational readiness for change: an updated systematic review and content analysis of assessments. BMC Health Services Research. 2020. https://doi.org/10.1186/s12913-020-4926-z .