Developing a collaborative and sustainable return to work program for employees with common mental disorders: a participatory research with public and private organizations

Corbière, Marc; Mazaniello-Chézol, Maud; Lecomte, Tania; Guay, Stéphane; Panaccio, Alexandra

doi:10.1080/09638288.2021.1931481

Cited by 14 publications

(14 citation statements)

References 44 publications

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“…We identified five types of goal-driven, proactive behaviors aimed at retaining returned workers at work. We extend the work of Corbière et al (2021) and Lemieux et al (2011) who found that good communication and managing workloads were important to SRTW. In addition to managing workloads, line managers engaged in proactive behaviors allowing returned workers flexibility in when and where to work and making adjustments in the long-term to accommodate fluctuations in returned workers' work functioning.…”

Section: Implications For Researchmentioning

confidence: 60%

“…Line managers felt poorly supported by Human Resources (HR) in their efforts to support workers' return. Other studies have confirmed similar issues with HR (Corbière et al, 2021) and senior management (Lemieux et al, 2011;Ladegaard et al, 2017). Only clear stress management and RTW HR policies were perceived to be supportive.…”

Section: Factors Influencing Line Manager's Behaviorsmentioning

confidence: 69%

“…We identified five types of goal-driven, proactive behaviors aimed at retaining returned workers at work. We extend the work of Corbière et al. (2021) and Lemieux et al.…”

Section: Discussionmentioning

confidence: 88%

“…Generally, workers reported receiving limited support from line managers post-return, but this may be due to the time lapsed between return and interview. Interviewing RTW stakeholders, among other three managers, Corbière et al (2021) explored the barriers and facilitators to RTW during the sick leave, re-entry and sustainable phases. Managers reported that a good relationship was key to monitoring returned workers' recovery and work functioning.…”

Section: The Line Managers' Role In Sustaining Workers With Cmds At Workmentioning

confidence: 99%

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What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders

Nielsen

Yarker

2022

JMP

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Purpose Sustainable return to work remains challenging for workers returning after long-term sick leave due to common mental disorders (CMDs): stress, anxiety and depression. Line managers play a significant role in supporting returned workers. Therefore, the purpose of this qualitative study was to examine the supportive behaviors of line managers in supporting returned workers.Design/methodology/approach The authors conducted a longitudinal study with up to three semi-structured interviews with 20 line managers with experience managing returned workers. In these interviews, the authors asked questions about the supportive behaviors line managers enacted to support workers and the role of the context. The authors conducted reflexive thematic analysis.Findings The analyses revealed five key strategies, including managing workload, flexible working time arrangements, location of work, mental health check-ups and long-term support. The interviewed line managers reported their own lived experiences and that being aware of the limitations of their role, together with training and support from senior management and human resources (HR), enabled them to provide appropriate support.Practical implications The five strategies and the barriers and facilitators to implementing these may enable HR to develop policies and procedures to support line managers, including training of line managers.Originality/value This is the first study in the UK on line managers’ behaviors to support workers who have returned to work after a period of long-term sickness absence due to CMDs. The identification of such behaviors is paramount to developing organizational policies and practices. The question, however, remains whether employees see these behaviors as effective.

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Section: Implications For Researchmentioning

confidence: 60%

Section: Factors Influencing Line Manager's Behaviorsmentioning

confidence: 69%

“…We identified five types of goal-driven, proactive behaviors aimed at retaining returned workers at work. We extend the work of Corbière et al. (2021) and Lemieux et al.…”

Section: Discussionmentioning

confidence: 88%

Section: The Line Managers' Role In Sustaining Workers With Cmds At Workmentioning

confidence: 99%

See 2 more Smart Citations

What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders

Nielsen

Yarker

2022

JMP

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“…Grounded in the literature and tailored for large Canadian organisations, both public and private, the Return to Work (RTW) process is structured into three phases with 10 milestones [13]. Phase 1 involves initiating sickness absence management, Phase 2 focuses on treatment rehabilitation and RTW preparation, and Phase 3 encompasses gradual RTW and follow-up.…”

Section: Introductionmentioning

confidence: 99%

Web-Enhanced Return-to-Work Coordination for employees with common mental disorders: Reduction of sick leave duration and relapse

Corbière,

Mazaniello-Chézol,

Lecomte

et al. 2024

Preprint

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Background Common mental disorders (CMDs) are highly prevalent in workplace settings, and have become a significant public health challenge. This study aims to assess the effectiveness of PRATICAdr, a web application facilitated by a Return-to-Work Coordinator (RTW-C), with a focus on reducing sick leave duration and preventing relapse in individuals with CMDs. Methods PRATICAdr, designed to enhance collaboration among Return-to-Work (RTW) stakeholders and provide systematic support throughout the RTW process, was evaluated in a quasi-experimental study. Survival analyses were used to compare sick leave durations and relapses between the experimental group (PRATICAdr with RTW-C), and control groups (RTW-C only). Both conditions had equal distribution of 50% from a large public health organization (n = 35) and 50% from a large private financial organization (n = 35). Mixed linear models were used to observe changes in clinical symptoms over time, especially for the experimental group. Results The experimental group demonstrated significantly shorter sick leave durations and fewer relapses compared to the control group. Notably, the average absence duration was close to 3 months shorter in the experimental group. This difference was found when the RTW-C intervention (rehabilitation care) began 2 months after the onset of sick leave. Relapses occurred only in the control group (13.2%). The absence of relapses in the experimental group is noteworthy, along with the significant decrease in depressive and anxious symptoms over time. Conclusions The findings suggest that incorporating PRATICAdr into RTW-C intervention can lead to substantial cost savings by facilitating coordination among stakeholders and guiding the RTW process with validated tools. Initiation of RTW-C intervention alongside PRATICAdr within the first month of absence is recommended for optimal health and work outcomes.

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Recognition During the Return-to-Work Process in Workers with Common Mental Disorders

2022

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Developing a collaborative and sustainable return to work program for employees with common mental disorders: a participatory research with public and private organizations

Cited by 14 publications

References 44 publications

What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders

What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders

Web-Enhanced Return-to-Work Coordination for employees with common mental disorders: Reduction of sick leave duration and relapse

Recognition During the Return-to-Work Process in Workers with Common Mental Disorders

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