‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

Byrne, Louise; Roennfeldt, Helena; Wang, Ying; O'Shea, Peri

doi:10.1111/inm.12562

Cited by 27 publications

(31 citation statements)

References 41 publications

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“…These results suggest that strengthening access to quality supervision from a senior peer worker, professional development and opportunities for career progression may support the workplace experiences of consumer peer workers. Results related to lack of opportunities for career progression, lack of connection with other peer workers and difficulties accessing support and supervision highlight the importance of lived experience leadership and of managers having a strong understanding of the role and importance of peer work [10,20,21,24,25]. While further training for leaders, managers and non-peer mental health workers is essential [21,24], expansion of the peer workforce, especially an increase in the numbers of senior peer workers, could go some way towards addressing these issues.…”

Section: Discussionmentioning

confidence: 99%

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Workplace experiences of mental health consumer peer workers in New South Wales, Australia: a survey study exploring job satisfaction, burnout and turnover intention

et al. 2020

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Background: Consumer peer workers are individuals with lived experience of mental health issues and recovery who are employed to use their lived experience to support others. The consumer peer workforce has expanded substantially in recent years. While some research has explored the workplace experiences of peer workers, no previous studies have explored job satisfaction, burnout or turnover intention for this workforce. Methods: Consumer peer workers in New South Wales, Australia were invited to complete a survey designed to explore their workplace experiences. The survey included measures of job satisfaction, burnout, turnover intention, job demands and job resources, and satisfaction with supervision, professional development and opportunities for career progression. Questions also explored positive and negative aspects of positions. Analyses included exploration of the relationships between of job satisfaction, burnout, turnover intention, job demands and job resources as well as tabulation of common positive and negative aspects of positions. Results were also compared with findings from a previous study exploring workplace experiences of other mental health workers. Results: A total of 67 peer workers participated in the study. Overall job satisfaction, burnout (disengagement and exhaustion) and turnover intention for peer workers was not significantly different to other mental health workers. Job satisfaction, disengagement, exhaustion and turnover intention were all significantly interrelated. Job resources of social support, job control, feedback, and rewards and recognition were associated with positive workplace experiences and the job demand of "physical environment" was most substantially associated with poorer workplace experiences. The most common positive aspect of positions was "connecting with consumers" and the most common

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Section: Discussionmentioning

confidence: 99%

“…Finally, peer workers often view their roles as "trail blazing" and being responsible for changing the culture of mental health services [10,16,20,23]. Without sufficient leadership roles for peer workers, this role can be challenging and may not effect change [7,10,20,24,25].…”

Section: Introductionmentioning

confidence: 99%

Workplace experiences of mental health consumer peer workers in New South Wales, Australia: a survey study exploring job satisfaction, burnout and turnover intention

et al. 2020

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“…Management perspectives are considered significant because of managers' positions as leaders within organisations and their influence on the employment of lived experience workers in mental health services. 33 The findings of this study describe challenges for management in articulating an understanding of 'lived experience' required for designated roles. This uncertainty affected the participants' motivation to employ lived experience workers.…”

Section: Discussionmentioning

confidence: 92%

“…Transcripts of interviews were analysed initially using an opencoding method 33 to identify key concepts in the data.…”

Section: Data Collection and Analysismentioning

confidence: 99%

How much 'lived experience' is enough? Understanding mental health lived experience work from a management perspective

Roennfeldt

Byrne

2020

Aust. Health Review

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ObjectiveThe aim of this study was to explore management understanding of the lived experience required for designated lived experience or peer roles within mental health. MethodThis qualitative study used semi-structured interviews and one focus group with 29 participants employed in diverse management roles from the public and not-for-profit health and community sector in Queensland, Australia. ResultsThe findings indicate a lack of consensus in defining ‘lived experience’, including what lived experience is required to be eligible for designated roles. Although some participants were clear on what designated roles added to the workforce, uncertainty and attempts to avoid stigma led to some participants questioning the need for designated roles. ConclusionThis study suggests the ongoing expansion of the lived experience workforce is affected by challenges in defining ‘lived experience’ as a requirement for designated roles and fears regarding stigmatised identities. What is known about the topic?In the mental health sector, opportunities and challenges exist in attempting to effectively incorporate the emerging lived experience or peer workforce. Research has highlighted the need for support from senior management, the need for role clarity and the risk of ‘othering’ for the lived experience workforce. What does this paper add?This paper responds to the gap in existing research on the experiences of management in defining and articulating their understanding of lived experience and potential impact of uncertainty and inconsistency in understanding for the lived experience workforce. What are the implications for practitioners?This study identifies the need to strengthen management understanding of lived experience to facilitate ongoing development of lived experience roles.

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“…2013; Byrne et al . 2019). While this literature does not specifically refer to consumer researchers, it is likely that these issues are entirely germane and should be considered priorities if consumer research is to be strengthened.…”

Section: Discussionmentioning

confidence: 99%

‘It is always worth the extra effort’: Organizational structures and barriers to collaboration with consumers in mental health research: Perspectives of non‐consumer researcher allies

Happell

Gordon

Roper

et al. 2020

Int J Mental Health Nurs

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Consumer collaboration in mental health research has demonstrated significant benefits and reflects both contemporary research practice and policy goals for the expected genuine involvement of consumers in all aspects of mental health service delivery. Notable barriers have been identified as impeding consumer researcher positions that must be better understood and ultimately addressed. The aim of this research was to better understand these barriers from the perspectives of non‐consumer researchers who have worked collegially with consumer researchers. We developed a self‐report survey, Consumers as Researchers in Mental Health (CaRiMH) and administered it to non‐consumer mental health researchers in Australia and New Zealand. Findings suggest a lack of organizational structures to support both consumer research and capacity building of consumer researchers. Most consumer researchers were employed casually with no set hours. Although consumer researchers were typically remunerated, inadequate funding and inflexibility of employment were highlighted as major barriers. There was variation in opinion about token involvement of consumer researchers and some uncertainty about whether these roles, where they existed, were actively resisted. Despite the acknowledged barriers, participants were positive about collaborations with consumer researchers. Overall, findings suggest consumer research is unlikely to proliferate without greater attention to organizational structures. A systematic and strategic approach to advancing mental health consumer research is required, including extra‐organizational policy factors.

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‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

Cited by 27 publications

References 41 publications

Workplace experiences of mental health consumer peer workers in New South Wales, Australia: a survey study exploring job satisfaction, burnout and turnover intention

Workplace experiences of mental health consumer peer workers in New South Wales, Australia: a survey study exploring job satisfaction, burnout and turnover intention

How much 'lived experience' is enough? Understanding mental health lived experience work from a management perspective

‘It is always worth the extra effort’: Organizational structures and barriers to collaboration with consumers in mental health research: Perspectives of non‐consumer researcher allies

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