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Table 3 Factors related to functional collaboration between stakeholders involved in organization of OHS

From: Collaboration between employers and occupational health service providers: a systematic review of key characteristics

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]