When an employee/worker with a common mental disorder (CMD) returns to work after a period of absence, his or her continued employment – or sustainable return to work (SRTW) – is an important issue at both the individual and organizational levels. A comprehensive understanding of the various concerns relating to CMDs and the conditions which positively impact a return to work are fundamental to the achievement of a SRTW.
To meet this goal, we analyzed the Nielsen et al. study published in 2018. The study’s authors describe a SRTW and provide a framework to facilitate the return to work after an absence for employees/workers with a CMD. The authors identify five levels of resources that can impact a SRTW. They approach these different levels holistically; they consider both workplace resources and those available outside the workplace in a non-occupational, non-professional setting or context.
Legend : Recommendation of our expert
Expert adviser:
- MARIE-MICHELLE GOUIN, Assistant Professor, Human Resources Management, Université de Sherbrooke
Authors:
- RACHÈLE HÉBERT, Researcher, Université de Sherbrooke
JOSÉE CHARBONNEAU, Research assistant, Université de Sherbrooke
PATRICE DANEAU, Research assistant, Université de Sherbrooke
This initiative was made possible through a collaboration with the Université de Sherbrooke.
WHAT DO WE MEAN BY:
Common mental disorder
Common mental disorder (CMD) is synonymous with transient mental disorder. It is normally used to refer to individuals with anxiety, depression or adjustment disorders – some of the most common mental health disorders found in the workforce. In the work place, CMD is generally referred to when affected individuals have an “employment relationship”, such as that of employee/worker, with an organization. Upon their return to work, these individuals can usually go back to their previous job.
Return to work
An employee/worker is considered ‘back to work’ (RTW) when he or she returns to work following an absence from it due to an injury or common mental disorder. The longer the absence from work, the more difficult the return to work can be.
Resources
In the article analyzed, resources are defined as “any element perceived by the individual as likely to help him achieve his objectives”[1]
An individual may recognize and identify available resources but not necessarily use them. This implies that the value or usefulness of a resource can only be determined by the individual who is in a position to use it. It is the individual who chooses to mobilize available resources or not.
In the work place, resources can be used by employees to undertake their tasks and achieve objectives. The availability and use of resources can affect both their productivity and health.
Method
Theoretical and conceptual framework for return to work
1. Theoretical framework for resource conservation
Inspired by resource conservation theory (Hobfoll, 1989)[2]
- The accumulation and conservation of resources is a natural incentive for achieving an objective.
- A lack of resources to cope with work demands will compel employees to exhaust their own resources, and can lead to a relapse among employees with CMD.
2. Conceptual framework based on occupational health psychology
The pre-existing IGLOO model defines practical interventions to promote the health and well-being of employees/workers (Nielsen et al., 2017)[3]
The authors made two adjustments to the IGLOO model:
a) Inclusion of the non-professional context that enables access to different resources.
b) Consideration of an organization’s overall scope and environment.
WHAT DO THE RESULTS OF THE STUDY TELL US?
Five levels of resources for a sustainable return to work
The proposed framework, which is designed to facilitate a SRTW, outlines the integration of resources on five levels: 1) Individual, 2) Group, 3) Leadership, 4) Organisation and 5) Overarching context. It is from these five levels that the acronym IGLOO is formed.
The identification of resources favourable to a SRTW can make it easier for SRTW stakeholders to mobilize resources.
The IGLOO framework can be used to:
- Support and assist employees/workers with CMD.
- Encourage discussion between organizational stakeholders, such as employees/workers, collaborators, managers/administrators and directors, and with healthcare professionals.
- Facilitate collaboration between interested stakeholders.
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