University of Ottawa, 120 University Private, Ottawa, ON, Canada.
Laurentian University, 935 Ramsey Lake Rd, Sudbury, ON, Canada.
BMC Public Health. 2024 Oct 10;24(1):2770. doi: 10.1186/s12889-024-20039-1.
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.
促进职场心理健康的策略可以专门针对系统、组织、团队和个人层面，或者相互结合。创建包含这些不同层面的工具包是一种支持在不同部门工作的员工的新兴创新策略。我们的论文描述了两个不同在线工具包的开发、实施和改进：教育工作者的健康专业工作者工具包和卫生工作者倦怠工具包。
知识转化框架在工具包开发的发展和早期干预阶段为团队提供了指导。在 2022 年至 2024 年期间，以研究为目的，以不同形式的反馈，就工具包中针对工作场所干预的有前途的实践的预期用途与利益相关者进行了接触。
反映知识转化框架的不同阶段，我们首先描述了构建工具包所涉及的参与，然后描述了它们的利用。我们的工具包旨在包含不同的资源，旨在赋予工人、团队和雇主权力，提供创新的想法来解决心理健康-休假和重返工作岗位周期的问题，在另一种情况下则解决不同形式和后果的倦怠问题。纳入标准是通过与一系列利益相关者和其他预期的工具包用户（包括经理、主管、高管、人力资源专家、员工以及医疗保健和教育组织和环境中的其他人）进行的持续研究而告知的。在实施阶段，一些合作伙伴和个别工人认为每个工具包中可用资源的数量之多令人不知所措。能力、参与度、时间和变革准备度是影响组织是否与每个工具包互动以及他们花费多少时间探索提供的资源的重要因素。
将工具包建立在工作场所心理健康的经验证据基础上，以及将这些证据与对应工作场所关注的干预措施联系起来至关重要。组织准备采用和调整资源并实施变革是一个关键考虑因素。最终，用户参与使这些工具包得以实现。
