225 Training for supervisors to guide employees with a work disability is available on the long-term effects of such trainings among supervisors. Furthermore, our training did not render any effects on intention to adopt and applied behaviors. The training is relatively short (i.e. 5 meetings over 5 weeks) which could be insufficient to change these behavioral outcomes. Moreover, some trainings took place online which could hamper the effectiveness of the training, as it may be more difficult for the trainers to notice non-verbal signals or to adequately respond to the needs of supervisors. A lack of effect on intention to adopt and applied behaviors may also be because changes in behaviors for the guidance of employees with a work disability are difficult to measure. We based the items of the questionnaire on the theoretical handbook of ‘Mentorwijs’ (2). However, the training also leaves plenty of room to respond to the needs of supervisors and to share experiences from practice. The latter were not measured in our questionnaire. Furthermore, supervisors already scored relatively high on (intention to) behaviors at baseline, and therefore placing a limitation on the potential improvement of these outcome measures. Alternatively, supervisors self-reported behaviors may reflect social desirability, resulting in more favorable reporting in the intention to adopt or applied behaviors. Interpretation of findings regarding implementation process of ‘Mentorwijs’ (aim 4) Next to the methodological explanations described above, the extent to which supervisors can implement the training largely depends on contextual factors. The path from a training being perceived as helpful by a supervisor, to the ability and opportunity to implement their newly acquired knowledge, attitudes, and skills in daily work settings, to employees noticing these changes, and also to measure changes among supervisors and employees is rather complex and difficult to intervene upon (27). Contextual factors (such as support from managers, sufficient time and resources and organization’s climate and culture) may form barriers or facilitators along this pathway and also may have played a role in the lack of significant effects on employment outcome among employees. Researchers have argued that the organizational conditions or work environment are highly important to understand effects of a training in organizations (28, 29). During the intervention and evaluation period organizational changes may have occurred that could impact the transfer of the supervisor training at the workplace. This type of information, such as the impact of the measures for covid19, was not captured, and therefore remains uncertain. By using an intervention and matched control group for the effect evaluation among employees we could not match, or sufficiently control for, organizational changes in our statistical analyses. Such changes, and other relevant confounding factors may play a role in the implementation of ‘Mentorwijs’ and should therefore be considered in future research. Furthermore, the extent to which the implementation of a training is embedded in organizational policies is also important. Organizational 7
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