223 Training for supervisors to guide employees with a work disability 2-4. In these figures, the ‘Mentorwijs’ group outcomes on employment showed a relatively stable tendency over time, as compared to the control group, and thereby prevented early drop-out from work. However, only significant differences between intervention and control group were found 8 months after the end of the training. Employees for whom the training tended to be more effective were employed with a temporary contract, had a social welfare benefit, and a supervisor that guides less than 10 employees with a work disability. In contrast, employees for whom the training tended to be less effective were employed in the governmental sector, sheltered workplaces, larger organizations and had a work disability benefit. On supervisor level ‘Mentorwijs’ significantly improved knowledge and self-efficacy, but no effects were found on intention to adopt and applied behaviors. The process evaluation showed that supervisors were generally satisfied about the training, and most contextual factors that may affect implementation of ‘Mentorwijs’ scored relatively high. Interpretation of findings regarding effects ‘Mentorwijs’ on outcomes sustainable employment (aim 1) In this study we found small effects of ‘Mentorwijs’ on sustainable employment. Significant effects for outcomes on employment were found after 8 months, but attenuated after 12 months. This is in line with another study that also found positive effects of a supervisor training on the short-term among employees (13). Still, effects in this study are small and attenuate after 8 months, which could be explained by factors that lay outside the scope of ‘Mentorwijs’ and could not be adjusted for in this study. For instance, the type of contract could affect the extent to which supervisors apply the training to employees. Supervisors are more often inclined to invest in an employee with a permanent contract and facilitate workplace adjustments or offer training opportunities, as opposed to employees with a temporary contract (20). This is, however, in contrast to our findings that the ‘Mentorwijs’ training was most effective among employees with a temporary contract. An explanation for this could be that more proximal factors within workplaces have a greater impact on sustainable employability than the guidance of supervisors. For example, temporary contracts for employees with a work disability are often not converted into a permanent contract (20). Moreover, at 12 months follow-up there is a high probability that one-year temporary contracts have ended. This may explain the lack of differences between the intervention and control group after 12 months, as a training for supervisors most likely does not have a large influence on changing temporary contracts into permanent contracts. Furthermore, workplaces that are characterized by a very high level of job insecurity may result in feelings of anxiety and financial stress among employees (20). Hence, having a supervisor who is more supportive may not be sufficient to improve employees’ sustainable employability. This is underlined by research showing that factors such as an open and safe organizational climate 7
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