Preventing mental health issues at work is key, but which prevention strategies are supported by research evidence?

Prevention of mental health issues for employees is broadly split into organisational-level interventions and individual level interventions. Individual level interventions include things like stress management training, mental health awareness training, counselling and wellness programs. A recent paper reviewed 22 separate studies on organisational-level interventions, asking the question: which interventions are most effective according to the combined results?

About The Study

The studies were conducted with healthcare workers in SME organisations so bear that in mind when thinking about the findings below. Strong evidence indicates that multiple high-quality studies consistently show that an intervention achieves its outcomes. Moderate evidence suggests that the intervention was effective in some studies, but the results are not as consistent or the studies are not of the highest quality. Mixed evidence means that some studies might show positive effects, while others show no effect or even negative effects.

Job and Task Modifications

This type of intervention involves changes to the actual tasks performed by healthcare workers or the way these tasks are structured. The review found strong evidence supporting the effectiveness of job and task modifications in improving mental health outcomes, particularly in reducing burnout. Examples include redesigning job roles, providing additional training, and implementing team-based care approaches.

Flexible Work and Scheduling

Adjustments to work schedules and allowing more flexibility in work hours also showed moderate evidence of effectiveness. These changes aim to reduce burnout and stress by giving workers more control over their work-life balance. For instance, allowing more breaks or more flexible shift patterns can help reduce fatigue and stress.

Changes in the Physical Work Environment

Interventions that involved altering the physical aspects of the workplace, such as improving lighting, providing relaxation spaces, or enhancing the overall ergonomics of the work environment, also showed moderate evidence of improving mental health outcomes. These changes can help create a more supportive and less stressful work environment.

Participatory and Enabling Workplace Change

These interventions engage workers in the process of identifying and implementing changes. This approach can increase workers' control over their work environment and processes, potentially leading to improved mental health outcomes. However, the evidence was mixed, suggesting that the success of these interventions may depend heavily on how they are implemented and the workplace context.

Relational and Team Dynamic Initiatives

Focusing on improving communication and relationships among team members, these interventions aim to reduce workplace conflicts and enhance support among coworkers. Like participatory interventions, the evidence here was mixed, indicating that the effectiveness can vary based on specific workplace dynamics and the implementation process.

Improvement of Employees’ Mental Health Through Changes in Work Processes

This category includes interventions that modify the way work is done to reduce stress and improve mental health, such as implementing electronic health records to reduce paperwork or redesigning patient care processes. The review found insufficient evidence to assess the effectiveness of these interventions, suggesting a need for more research in this area.

Key Takeaways

The study found that workplace changes that involve actual modifications, such as adjusting job roles, flexible scheduling, and improving the physical work environment, tend to have a positive impact on the mental health and wellbeing of healthcare workers. On the other hand, interventions that require active participation from employees and supervisors to develop and implement workplace changes showed mixed results. These participatory interventions can improve mental health by increasing control and improving working conditions. However, they often face challenges such as lack of leadership support or insufficient resources, which can hinder their success.

References

Aust, B., Leduc, C., Cresswell-Smith, J., O’Brien, C., Rugulies, R., Leduc, M., Dhalaigh, D. N., Dushaj, A., Fanaj, N., Guinart, D., Maxwell, M., Reich, H., Ross, V., Sadath, A., Schnitzspahn, K., Tóth, M. D., van Audenhove, C., van Weeghel, J., Wahlbeck, K., … Orchard, W. (2024). The effects of different types of organisational workplace mental health interventions on mental health and wellbeing in healthcare workers: a systematic review. International Archives of Occupational and Environmental Health, 97(5), 485–522. https://doi.org/10.1007/s00420-024-02065-z