JMIR Publications

ABSTRACT

Background:

Line managers (LM) have a key role in the primary prevention of poor mental health but need the right skills and knowledge to effectively fulfil this role. Existing interventions aimed at LMs focus on increasing their mental health awareness, rather than providing these skills. The evidence-based Managing Minds at Work (MMW) web-based training intervention was developed to address this gap and increase LM’s confidence and competencies to prevent poor mental health among those they manage.

Objective:

This study aimed to pilot and feasibility test the MMW intervention. The objectives were to assess: (i) the potential for uptake within small, medium, and large companies; (ii) the perceived suitability and effectiveness of the intervention; and (iii) the feasibility of the data collection methods for outcome measures.

Methods:

We conducted a two-armed pilot and feasibility cluster randomised controlled trial testing a self-guided, web-based training intervention for line managers. Twenty-four organisations were randomly allocated to either the MMW intervention or a 3-month wait-list. 224 LMs were recruited and completed baseline measures (n=141 in intervention arm; n= 83 in control group) as well as 112 of their direct reports: (n= 74 intervention; n=38 control). Follow-up measures were taken at 3 and 6-months. Semi-structured interviews were carried out with LMs and stakeholders (n=20) to explore their experience of the study and intervention. Thematic analysis was used to analyse qualitative data. LMs also completed feedback forms after completing each of the five MMW modules.

Results:

The recruitment of organisations and LMs exceeded targets and retention rates of LMs were good at three months (71.9%), but not at six-month follow-up (24.6%). Feedback on the intervention was very positive, indicating that line managers and organisational stakeholders found the intervention acceptable, usable, and useful. Significant improvements with large to moderate effect sizes occurred for all trial outcomes for LMs in the intervention arm from baseline to 3 months follow-up. LMs reported increased confidence in creating a mentally healthy workplace (Int MΔ =3.8, Cnt MΔ =.6), mental health knowledge (Int MΔ =1.9, Cnt MΔ =.2), psychological wellbeing (Int MΔ =3.6, Cnt MΔ =-.7), and mental health at work literacy (Int MΔ = 11.8, Cnt MΔ =.8). Collecting data from direct reports in both study arms was challenging with results inconclusive of intervention effect. Time constraints and workload were commonly cited barriers to completion of the intervention.

Conclusions:

This feasibility pilot study provides strong evidence of the usability and acceptability of MMW digital training to line managers, and acceptability of the research design and process. MMW has the potential to improve LM confidence and competencies to promote better mental health among those they manage. The study highlighted some key considerations to inform the future delivery and evaluation of MMW in a large-scale definitive trial. Clinical Trial: ClinicalTrials.gov Identifier: NCT05154019