Theme | Subtheme | Examples of codes included | Further issues related to the factor/theme |
---|---|---|---|
Time, space and contract requirements for effective collaboration | flexible OHS/contract | specified set of services; dialogue focused more on the needs at the workplace than on what was included or not in the contract; employers appreciate easy access and flexible ways for contacting OHS; problems can be corrected immediately; flexibility, accessibility and activity of OHS; planning of OHS activities for the workplaces’ needs; tailor-made and flexible services | services developed in dialogue with the employer [8]; more complex relation with frequent contact [20]; regular follow-up and evaluation of companies’ satisfaction with the OHS allows problems to be fixed immediately [17] |
geographical/physical proximity | geographic proximity a central factor for developing a close cooperation; physical closeness | geographic proximity is a central factor for developing close cooperation [8]; employers appreciated easy access and flexible ways for contacting OHS [8]; ease of getting in touch [18] | |
long-term collaboration | long-term contracts | provision of OH services is facilitated if the provider has good knowledge of the work conditions and environment in the workplace [8]; collaboration between the companies and the OHS providers develops over time [17] | |
Characteristics of the dialogue in effective collaboration | shared goals/vision of the future | a shared vision of the cooperation between employers and OH service providers; shared goals, norms and values | the organization and OHS formulate together an agreement on the contribution of the services [19]; selection of suitable partners in relation to goals is important [9] |
reciprocity/dialogue | reciprocity; extensive dialogue; joint commitment; good interaction; two-way communication; discussions and stepwise decision-making | two-way communication in co-operation improves networking [9]; confidence and trust built up in the collaborative process and dialogue [17] | |
frequent contact | frequent contact at different organizational levels; continuous dialogue and contact between the company and OHS; active communication; discussions and stepwise decision-making | more complex relation with frequent contact [20]; committed and active focus person [9]; opportunities to follow-up [17] | |
trust | mutual trust; important to feel confidence and trust for OHS personnel and their activity; trust and good personal ‘chemistry’; familiarity, build trust | OHS providers contributing to the company’s internal discussions and documents on the work environment as a basis for collaboration founded on trust and confidence [17]; trust helps the functioning of the network, it saves time and increases convenience in cooperation, but is often adhered to individuals [9] | |
Clear definition of roles | OHS as an expert: OHS has competence, knowledge and skills matching the company’s needs | OHS providers’ insight into conditions in the workplace; good knowledge and understanding of the client; high professional competence of OHS; OHS providers have good knowledge concerning the client workplace; experience, knowledge on and experience with relevant health and safety risks | For the OHS provider it is important to understand the company’s economy and business [17]; OHS needs to transform to meet the demands of more strategic qualities, such as skills in economic, consultative work methods, work organization and profitability [20]; important to ensure high quality training for all OHS experts [18] |
Clear roles preventing overlap and rivalry | HR departments could be considered as rivals when HR services overlapped with the work of OH professionals; clarity about roles were considered important; important to specify and define the role of OHS; organisation formulates its ambitions for OSH-policy including all relevant functions: top management, other managers, internal OSH-staff, employees council | OHS should focus on medical issues [8]; OHS providers need to take a more consultative role in the relationship with their client companies, acting as coaches and assisting the companies to become aware of their own needs and issues [17]; OHS services to work more with prevention as strategic partners, and focusing on “treating the organization”, not the individual [17] |