[Telework in a pandemic context: Strategies implemented by teleworkers]. / Télétravail en contexte de pandémie : stratégies mises en place par les télétravailleurs.

Objectives Since the 2000s, telework became common practice with the advent of telecommunication technologies. In the lockdown context linked to the COVID-19 pandemic, telework became the norm. The literature indicates that telework can have positive effects (e.g., reduction of commuting) but can also create challenges in terms of work-life balance, productivity at work and relationships within the work collective. Few studies focused on the elements that allow teleworkers to accomplish their work tasks optimally in the pandemic context. This study aimed to identify workers' best practices in telework by bringing forward the strategies they put into practice. More precisely, this study aimed at surveying teleworkers on their winning strategies in telework in order to 1) promote their work-life balance (and vice-versa) and their productivity in telework; and 2) promote their relationship with their immediate supervisor and their colleagues. Method This study allowed us to survey, using LimeSurvey, 318 teleworks in the general population and 405 teleworkers in a large health centre in Québec. We analysed these strategies using thematic analysis with inter judge agreement. Results Our results generated 72 winning strategies used by many teleworkers, to keep a balance between their professional life and their personal life (and vice versa), and promote their productivity at work. These strategies were grouped into 12 large categories. The questions regarding relationships with the work collective generated 41 strategies grouped into five large categories. Strategies mentioned the most frequently touched on notions of structure/routine, organisation of activities, clear separation between personal life and professional life, physical space dedicated to work, familiarity with communication technologies, and holding regular work meetings. Conclusion This study presents an extensive range of winning strategies used by teleworkers. Results highlight the importance of having guidance and support from colleagues and the immediate supervisor. Also, having access to an adequate home workspace, and the presence of a regular work schedule and a routine allows teleworkers to ensure their productivity and keep a good work-life balance. Telework seems to be a noteworthy work mode and deserves a better structural ground to assure workers' wellbeing and success.

[Issues and Solutions in Mental Health and Work: Managers Perspectives of a Large Health Organization]. / Enjeux et solutions en santé mentale et travail : le point de vue des gestionnaires d'une grande organisation de santé.

Mental health problems in the workplace represent an important issue for public organizations, particularly for people working in the health sector who have been confronted to multiple changes following the recent health system reform in Quebec. Managers need to take into consideration employee mental health within their organization in order to ensure productive and healthy employees. Managers are thus called upon to take on a role that includes prevention (e.g., detection of early warning signs), team management (e.g., working on recognition at work) and coaching employees in their tasks when returning to work following a sick leave due to a common mental disorder (e.g., depression). Although there is an abundant literature on the manager's role in the prevention of mental health problems in the workplace and the work rehabilitation of employees on sick leave due to a common mental disorder, to our knowledge, little research has been conducted on these issues regarding managers' perceptions working in large health organizations. Furthermore, potential solutions have not been explored in this context. Objective The purpose of the study is to document, from the managers' perspective within a large health organization in Quebec, the issues pertaining to mental health and work (from prevention to work rehabilitation), and the solutions to deal with them. Method As part of a participatory research project, researchers and collaborators of a large health organization conducted focus groups with managers on the theme of mental health and work: issues and solutions. A total of 83 managers spread out in 10 focus groups participated in this study. Results From these focus groups, 6 broad categories of issues related to mental health in the workplace emerged: 1) the management framework, 2) human, financial, material and information resource management, 3) management of mental health and tools, 4), stakeholders' collaboration, roles and actions, 5) employees' sense of belonging to the organization and, 6) work-life balance. From these broad conceptual categories, 23 specific issues and associated solutions emerged. Conclusions From this study, the general consensus was the need to have access to a series of tools (e.g., toolbox) in order to assist managers across the different steps, from sick-leave prevention, to rehabilitation and return to work. The results also highlighted the need to better define the roles of each stakeholder in this process. These results bring a new light to the issues and potential solutions perceived by managers dealing with mental health and work issues in a large health organization. These results could eventually be replicated in other settings or large organizations.