E-learning: A Temporary ‘By-Product’ of Covid-19 Pandemic or a Contemporary Solution to Workplace Training and Learning?

Mitsakis, Fotios V.; Karageorgakis, Theodosis

doi:10.1007/978-3-030-52410-4_7

Cited by 8 publications

(5 citation statements)

References 44 publications

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“…Online approaches to workplace training allow for greater exibility in learning and increase workplace training capability [69]. The rapid shift to online learning during the coronavirus (COVID-19) pandemic [70] provided an opportunity for a more contemporary approach to the delivery of manager's training.…”

Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop evidence-based toolkits that provide mental wellbeing support to workers and their managers whilst on long-term sick leave and following return-to-work

Varela-Mato

Blake

Yarker

et al. 2023

Preprint

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Background Managing long-term sickness absence is challenging in countries where employers and managers have the main responsibility to provide return to work support, particularly for workers with poor mental health. Whilst long-term sick leave and return to work frameworks and guidance exist for employers, there are currently no structured return to work protocols for employers or for their workers encompassing best practice strategies to support a positive and timely return to work outcome. Purpose To utilise the intervention mapping (IM) protocol as a framework to develop return to work toolkits that are underpinned by relevant behaviour change theory targeting mental health to promote a positive return to work experience for workers on long-term sick leave. Methods This paper provides a worked example of intervention mapping (IM) to develop an intervention through a six-step process to combine theory and evidence in the development of two toolkits – one designed for managers and one to be used by workers on long-term sick leave. As part of this process, collaborative planning techniques were used to develop the intervention. A planning group was set up, through which researchers would work alongside employer, worker, and mental health professional representatives to develop the toolkits. Additionally, feedback on the toolkits were sought from the target populations of workers and managers and from wider employer stakeholders (e.g., human resource specialists). The implementation and evaluation of the toolkits as a workplace intervention were also planned. Results Two toolkits were designed following the six steps of intervention mapping. Feedback from the planning group (n = 5; psychologist, psychiatrist, person with previous experience of poor mental health, employer and charity worker) and participants (n = 14; employers = 3, wellbeing director = 1; human resources = 2, managers = 2, employees with previous experience of poor mental health = 5) target populations indicated that the toolkits were acceptable and much needed. Conclusion Using IM allowed the development of an evidence-based practical intervention, whilst incorporating the views of all the impacted stakeholder groups. The feasibility and acceptability of the toolkits and their supporting intervention components, implementation process and methods of assessment will be evaluated in a feasibility pilot randomised controlled trial.

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Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop evidence-based toolkits that provide mental wellbeing support to workers and their managers whilst on long-term sick leave and following return-to-work

Varela-Mato

Blake

Yarker

et al. 2023

Preprint

View full text Add to dashboard Cite

show abstract

“…Online approaches to workplace training allow for greater flexibility in learning and increase workplace training capability [ 69 ]. The rapid shift to online learning during the coronavirus (COVID-19) pandemic [ 70 ] provided an opportunity for a more contemporary approach to the delivery of manager’s training.…”

Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Varela-Mato,

Blake,

Yarker

et al. 2023

BMC Health Serv Res

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Background Managing long-term sickness absence is challenging in countries where employers and managers have the main responsibility to provide return to work support, particularly for workers with poor mental health. Whilst long-term sick leave and return to work frameworks and guidance exist for employers, there are currently no structured return to work protocols for employers or for their workers encompassing best practice strategies to support a positive and timely return to work outcome. Purpose To utilise the intervention mapping (IM) protocol as a framework to develop return to work toolkits that are underpinned by relevant behaviour change theory targeting mental health to promote a positive return to work experiensce for workers on long-term sick leave. Methods This paper provides a worked example of intervention mapping (IM) to develop an intervention through a six-step process to combine theory and evidence in the development of two toolkits – one designed for managers and one to be used by workers on long-term sick leave. As part of this process, collaborative planning techniques were used to develop the intervention. A planning group was set up, through which researchers would work alongside employer, worker, and mental health professional representatives to develop the toolkits. Additionally, feedback on the toolkits were sought from the target populations of workers and managers and from wider employer stakeholders (e.g., human resource specialists). The implementation and evaluation of the toolkits as a workplace intervention were also planned. Results Two toolkits were designed following the six steps of intervention mapping. Feedback from the planning group (n = 5; psychologist, psychiatrist, person with previous experience of poor mental health, employer and charity worker) and participants (n = 14; employers = 3, wellbeing director = 1; human resources = 2, managers = 2, employees with previous experience of poor mental health = 5) target populations indicated that the toolkits were acceptable and much needed. Conclusions Using IM allowed the development of an evidence-based practical intervention, whilst incorporating the views of all the impacted stakeholder groups. The feasibility and acceptability of the toolkits and their supporting intervention components, implementation process and methods of assessment will be evaluated in a feasibility pilot randomised controlled trial.

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“…We included an element of reflexive and experiential learning within MMW training content as recommended in previous research [24] and opted for online training delivery given the high value placed on online, flexible learning approaches [26][27][28][29][30]-both elements were valued by stakeholders and managers for the ease of access to training and their assistance in supporting learning.…”

Section: Discussionmentioning

confidence: 99%

“…The use of e-learning has increased in recent years, and there is a plethora of platforms available (e.g., Coursera, Skillshare, Udemy, Codecademy, Edx, Pluralsight, Future Learn, Xerte, Moodle, and many more). The use of e-learning is escalating, following the rapid shift to online learning during the coronavirus (COVID-19) pandemic, potentially providing employers with a contemporary solution to increasing flexibility in workplace training and learning [27]. The increasingly competitive environment of modern times has led organizations to focus on how they can establish a sustainable competitive advantage [28].…”

Section: Introductionmentioning

confidence: 99%

Managing Minds at Work: Development of a Digital Line Manager Training Program

Blake

Vaughan

Bartle

et al. 2022

IJERPH

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Mental ill-health is the leading cause of sickness absence, creating a high economic burden. Workplace interventions aimed at supporting employers in the prevention of mental ill-health in the workforce are urgently required. Managing Minds at Work is a digital intervention aimed at supporting line managers in promoting better mental health at work through a preventative approach. This intervention was developed as part of the Mental Health and Productivity Pilot, a wider initiative aimed at supporting employers across the Midlands region of the United Kingdom to improve the future of workplace mental health and wellbeing. The aim of the study is to describe the design and development of the Managing Minds at Work digital training program, prior to feasibility testing. We adopted a collaborative participatory design involving co-design (users as partners) and principles of user-centred design (pilot and usability testing). An agile methodology was used to co-create intervention content with a stakeholder virtual community of practice. Development processes were mapped to core elements of the Medical Research Council (MRC) framework for developing and evaluating complex interventions. The program covers five broad areas: (i) promoting self-care techniques among line managers; (ii) designing work to prevent work-related stress; (iii) management competencies to prevent and reduce stress; (iv) having conversations with employees about mental health; (v) building a psychologically safe work environment. It was considered by stakeholders to be appropriate for any type of organization, irrespective of their size or resources. Pilot and usability testing (n = 37 surveys) aligned with the Technology Acceptance Model (TAM) demonstrated that the program was perceived to be useful, relevant, and easy to use by managers across sectors, organization types, and sizes. We identified positive impacts on manager attitudes and behavioral intentions related to preventing mental ill-health and promoting good mental wellbeing at work. The next step is to explore the feasibility and acceptability of Managing Minds at Work with line managers in diverse employment settings.

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E-learning: A Temporary ‘By-Product’ of Covid-19 Pandemic or a Contemporary Solution to Workplace Training and Learning?

Cited by 8 publications

References 44 publications

Using intervention mapping to develop evidence-based toolkits that provide mental wellbeing support to workers and their managers whilst on long-term sick leave and following return-to-work

Using intervention mapping to develop evidence-based toolkits that provide mental wellbeing support to workers and their managers whilst on long-term sick leave and following return-to-work

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Managing Minds at Work: Development of a Digital Line Manager Training Program

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