The return to work discussion: A qualitative study of the line manager conversation about return to work and the development of an educational programme

Cohen, Debbie L.; Allen, Joanna; Rhydderch, Melody; Aylward, Mansel

doi:10.2340/16501977-0996

Cited by 11 publications

(7 citation statements)

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“…As previously observed, there are organizational limits related to delivering services [18], the duration of the support [19,30], and lack of organizational latitude to provide modified duties [21,30]. Employer's productionoriented perspective of RTW has been observed in previous studies [16]. Lemieux et al [17] described how managers in their study felt as though they received a ''doublebarreled message'' from the management: one stressing the importance of employee health, the other focused on respecting productivity objectives.…”

Section: Keep the Machinery Runningmentioning

confidence: 84%

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Manager Experiences with the Return to Work Process in a Large, Publically Funded, Hospital Setting: Walking a Fine Line

et al. 2015

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Section: Keep the Machinery Runningmentioning

confidence: 84%

“…There is a growing body of literature focusing on managers' perspectives on RTW [11,13,[16][17][18][19][20][21]. In addition to the importance of a good manager-employee relationship, managers have identified influences in the RTW process that may carry more weight.…”

Section: Introductionmentioning

confidence: 99%

Manager Experiences with the Return to Work Process in a Large, Publically Funded, Hospital Setting: Walking a Fine Line

et al. 2015

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“…Although line managers often control employees' ability to access work adjustments, they often have limited knowledge on what adjustments can be made and how to implement them (Arends, Bültmann et al, 2014;Yarker, Munir, Donaldson-Feilder, & Hicks, 2010). Line managers also find it difficult to know how to approach conversations surrounding RTW or CMDs sensitively and effectively (Cohen, Allen, Rhydderch, & Aylward, 2012). This research echoes a concern that despite being a vital component to the RTW process, line managers are ill-equipped to manage the complexities of RTW for employees returning with CMDs (Business in the Community, 2016; Munir et al, 2012).…”

Section: Line Manager Resources At Playmentioning

confidence: 97%

IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders

et al. 2018

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Current research on return to work (RTW) for employees with common mental disorders suffers from two limitations. First, research mostly focuses on the influence of resources during the absence period ignoring the resources which may facilitate sustainable RTW, i.e. employees continuing to work and thrive at work post-return. Second, research tends to view the work and non-work domains separately and fails to consider the interaction of resources at the individual, group, leader and organisational levels, once back at work. In the present position paper, we present an integrated framework and a preliminary definition of sustainable RTW. Based on current occupational health psychology theory and existing research on RTW, we develop ten propositions for the resources in and outside work, which may promote sustainable RTW. In addition to the individual, group, leader, and organisational levels, we also argue for the importance of the overarching context, i.e. the societal context and the culture and legislation that may promote sustainable RTW. Our framework raises new questions that need to be addressed to enhance our understanding of how key stakeholders can support employees with common mental health disorders staying and thriving at work.

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“…In addition, the employers reported lacking knowledge on how to support their employees’ RTW and requested more knowledge about how chronic pain might affect work status and the needs and challenges their employees with chronic pain might experience [ 7 ]. For a successful RTW, employers need to effectively collaborate, communicate, and negotiate with their employees, all interactions that require good listening skills [ 8 , 9 ]. In general, barriers to RTW for persons with chronic pain include lack of workplace support, lack of relationships with supervisors and coworkers, and inability to find the right fit between a person’s physical abilities and job tasks [ 10 , 11 ].…”

Section: Introductionmentioning

confidence: 99%

Development of a Digital Support Application With Evidence-Based Content for Sustainable Return to Work for Persons With Chronic Pain and Their Employers: User-Centered Agile Design Approach

Turesson¹,

Liedberg²,

Björk³

2022

JMIR Hum Factors

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Background Persons with chronic pain experience a lack of support after completing rehabilitation and the responsibility for the return-to-work (RTW) process is taken over by the employer. In addition, employers describe not knowing how to support their employees. Smartphone apps have been increasingly used for self-management, but there is a lack of available eHealth apps with evidence-based content providing digital support for persons with chronic pain and their employers when they return to work. Objective This study aims to describe the development of a digital support application with evidence-based content that includes a biopsychosocial perspective on chronic pain for sustainable RTW for persons with chronic pain and their employers (SWEPPE [Sustainable Worker Digital Support for Persons With Chronic Pain and Their Employers]). Methods A user-centered agile design approach was applied. The multidisciplinary project team consisted of health care researchers, a user representative, and a software team. A total of 2 reference groups of 7 persons with chronic pain and 4 employers participated in the development process and usability testing. Mixed methods were used for data collection. The design was revised using feedback from the reference groups. The content of SWEPPE was developed based on existing evidence and input from the reference groups. Results The reference groups identified the following as important characteristics to include in SWEPPE: keeping users motivated, tracking health status and work situation, and following progress. SWEPPE was developed as a smartphone app for the persons with chronic pain and as a web application for their employers. SWEPPE consists of six modules: the action plan, daily self-rating, self-monitoring graphs, the coach, the library, and shared information with the employer. The employers found the following functions in SWEPPE to be the most useful: employees’ goals related to RTW, barriers to RTW, support wanted from the employer, and the ability to follow employees’ progress. The persons with chronic pain found the following functions in SWEPPE to be the most useful: setting a goal related to RTW, identifying barriers and strategies, and self-monitoring. Usability testing revealed that SWEPPE was safe, useful (ie, provided relevant information), logical, and easy to use with an appealing interface. Conclusions This study reports the development of a digital support application for persons with chronic pain and their employers. SWEPPE fulfilled the need of support after an interdisciplinary pain rehabilitation program with useful functions such as setting a goal related to RTW, identification of barriers and strategies for RTW, self-monitoring, and sharing information between the employee and the employer. The user-centered agile design approach contributed to creating SWEPPE as a relevant and easy-to-use eHealth intervention. Further studies are needed to examine the effectiveness of SWEPPE in a clinical setting.

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The return to work discussion: A qualitative study of the line manager conversation about return to work and the development of an educational programme

Abstract: The content and flow of the return to work discussion is of high importance and influences employee behaviour and return to work outcomes.

Cited by 11 publications

References 0 publications

Manager Experiences with the Return to Work Process in a Large, Publically Funded, Hospital Setting: Walking a Fine Line

Manager Experiences with the Return to Work Process in a Large, Publically Funded, Hospital Setting: Walking a Fine Line

IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders

Development of a Digital Support Application With Evidence-Based Content for Sustainable Return to Work for Persons With Chronic Pain and Their Employers: User-Centered Agile Design Approach

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