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Abstract Background : Mental illnesses have increased significantly in the past years and have a significant impact on individuals and work. Return-to-work (RTW) processes facilitate employees' return to work, help them regain workability, and prevent early retirement and long-term incapacity for work. However, the current state of evidence regarding RTW in the context of mental illness is not sufficient. The study aimed to identify (1) promoters and inhibitors of vocational rehabilitation from the patient's perspective, (2) potential differences in respondents' perceptions of various contextual factors, and (3) the relevance of professional, social, or economic influences on RTW acceptance. Methods : The qualitative design used semi-standardized interviews. In total, eight people affected by mental illness were interviewed, of which seven were included in the thematic analysis. The interviews were conducted by the same person, either in person or by telephone. We used MaxQDA to develop a coding scheme in iterative revisions. Two additional independent individuals checked the final coding tree and data analysis. Results : We identified, among other aspects, relationships with coworkers and supervisors, open communication about illness, or contact with peers as promotors of successful RTW. Inhibitors were triggers at the workplace, conflicts with supervisors, performance pressure, and a lack of understanding. Social support through family and daily routines were considered critical contextual factors. The constant justification of the illness or financial worries, e.g., were perceived as onerous. The exchange with peers and the role of stakeholders were revealed to be critical for a positive perception of the RTW process. Conclusion : Our study showed that the return to work after or during a mental illness is a complex part of therapy. Work itself is an essential part of recovery after mental illness that can provide stability for those affected and minimize risk factors and remissions. This, in turn, assigns workplaces the role of a support system, including team members, supervisors, and daily routines and tasks. Our results underline that there is a collective responsibility for all stakeholders.
Braunwarth et al. (Tue,) studied this question.