Supplementary file 1_How leaders in mental health services shape workforce training outcomes: goals, actions, and mechanisms of change.docx

ObjectiveWorkforce training is a widely used implementation strategy to improve care within mental health services, yet evidence for sustained changes in clinical practice remains inconsistent. Managerial actions are likely critical for translating training into practice, but little is known about how leaders conceptualize training objectives or which mechanisms of change they rely on. This study examined which outcomes mental health managers value from clinical staff training and the strategies they use to support effectiveness.
MethodIn-depth interviews were performed with 14 managers from eight Swedish regions, and data were analyzed using two forms of qualitative content analysis: Training objectives were inductively coded into categories, while reported strategies were deductively organized using an operant learning framework to identify behavior-change mechanisms.
ResultsManagers described training as serving multiple purposes organized in two overarching aims: Care Delivery Goals, including clinical impact and service provision, and Work Environment Goals, encompassing staff wellbeing and connectedness among colleagues. Reported strategies aligned with the four predefined categories—Antecedents, Monitoring, Consequences, and Processes & Resources—and one additional category developed during coding: Preparatory strategies. Across strategies, mechanisms essential for sustaining new skills, such as task clarification, outcome monitoring, and performance-contingent feedback, were inconsistently applied.
ConclusionsThis study demonstrates that leaders attribute a wider range of purposes to workforce training than is typically assumed in training and implementation research, encompassing not only clinical or competence-related outcomes but also central work environment and organizational goals. An operant analysis of their strategies clarifies the change mechanisms managers rely on and highlights the importance of intentional, strategic-level actions—including preparatory strategies that shape who is trained, in what, and why. Furthermore, the findings inform practical recommendations that emphasize linking training initiatives to organizational priorities and systematically employing strategies such as monitoring, feedback, and task clarification. Integrating these elements can strengthen the design, implementation, and long-term impact of staff training, ultimately supporting better patient outcomes, improved staff wellbeing, and more effective use of limited resources.