This study aimed to understand the effectiveness of the Mental Health First Aid (MHFA) training on improving mental health outcomes: mental health knowledge, stigma, and helping behaviours. Results from 18 trials were assessed on their effects at post-training, 6 months following training and over 6 months following training. The findings showed that there were small to moderate effects at post training and 6 months following training, however the effects at 12 months following training were less clear. Specifically, MHFA training improved mental health knowledge and recognition of a mental condition and slightly reduced levels of stigma. Other outcomes such as confidence in helping someone with mental ill-health and intentions to provide first aid were also improved. Small improvements were also noted with the amount of help provided to a person with mental ill-health, although, the quality of helping behaviours given was unclear.

The aim of this study was to consider the evidence of workplace mental health training interventions for managers. 7 face-to-face, 2 online and 1 blended learning intervention were included, with no differential impact on outcomes identified. Across intervention studies, significant improvements were found for managers’ mental health knowledge, non-stigmatising attitudes towards mental health and behaviours in supporting employees with mental ill-health (self-reported). However, for the small number of studies which considered the psychological symptoms of employees, no significant effects were found. Findings highlight the need for further research that examines the impact of manager training on employee outcomes.

This study reviews 8 qualitative studies conducted with UK police officers, teachers and other public sector employees. In reviewing the available qualitative research the authors highlight a number of barriers and facilitators to training. Barriers included: training content (e.g. a lack of focus in line with trainee requirements), training delivery (issues around length, delivery method and training instructors); additional resources (e.g. time required for trainees to complete the course) and organisational factors (e.g. organisational culture and buy-in from staff). Facilitators included: training content (e.g. specific, context relevant content and involvement of stakeholders when developing training content); training delivery (e.g. trainers’ knowledge, skills and experience); staff willingness to engage (e.g. recognising the need to improve their own practice and develop skills) and organisational factors (e.g. incentives for training and supportive culture). Authors also explored the perceived impact of the training including trainees' perceptions of mental health; self-perception; responses to situations involving mental health and the potential of training reducing physical injury or harm when involving mental health. This review highlights important considerations for designing, implementing and evaluating mental health training for non-mental health professionals.

This study aimed to understand the experience of Mental Health First Aid Officers (MHFAOs). Drawing from 5 case studies (16 participants) the study compares findings across medium to large organisations. The findings revealed strong agreement of the benefits and challenges faced by MHFAOs across organisations. Implementation approaches (i.e. the selection, promotion, support and monitoring of MHFAOs) varied across cases. For example, embedded programmes initially selected suitable people for the MHFAO role, whilst established programmes had more formal interview processes. MHFAOs’ experience was improved by the following: provide support and training; wider organisational change (i.e. clarification of the MHFAOs’ role and policies around mental health); improve the design of the role(i.e. more structure) and transparency around selection process; inclusion of senior leaders;  where feedback from  MHFAOs was encouraged and where MHFAOs are signposted alongside the physical first aid officers. The findings highlight the benefits and challenges from the perspective of MHFAOs and offer recommendations for organisations considering implementing such roles.  Interestingly, case studies also included the perspectives of employees involved in the development of the MHFAO role (i.e. HR, people and culture team).

608 Australian public sector workers were randomly assigned to either an e-learning Mental Health First Aid (MHFA) course, a blended learning MHFA course (combining e-learning and face-to-face contact) or a control group (who received the Red Cross e-learning ‘Provide First Aid’). The study found that the both MHFA interventions positively influenced knowledge; beliefs around professional treatment; stigma towards an individual with mental ill-health; and intentions and confidence in helping an individual, when compared with the control group. The authors found minimal, insignificant differences between the improved outcomes across the e-learning and blended MHFA courses however course ratings were higher and attrition was lower in the blended learning condition. Longer-term follow up is required to explore the impact of training on behaviour.

This study considered the effectiveness of the Co-worker Health Awareness Training (CHAT) as a complementary program to the Mental Health Awareness Training (MHAT). Whilst prior research has focused on training leaders and managers, the CHAT focuses on training co-workers. The CHAT is a 2-hour training session with lecture-based modules, interactive discussions and video content. Measure were taken before and after the training (2 months follow up period). The training was found to increase employees' knowledge, self-efficacy, mental health promotion and willingness to use resources. No changes in stigmatising attitudes were found. The findings suggest that the CHAT intervention has a positive impact on several co-worker mental health related outcomes. Authors note some limitations of the study including the small sample size (40 participants) and self-report outcomes. Future research could consider gaining data from the co-workers of the employees who received the CHAT.

This study examined the effect of mental health training on managers’ knowledge, attitudes, confidence and behaviour towards those with mental ill-health and the effect on employee absence. This randomised controlled trial included 128 Australian fire and rescue service managers and involved a four hour face-to-face, knowledge and communication training programme covering: key features of common mental health in the workplace; roles and responsibilities of senior leaders; and development of skills for discussing mental health with staff. Outcomes measure were taken at baseline, immediately after training and at 6 months follow up. At follow up, the mean work-related sick leave decreased by 0.28 percentage points per participant in the intervention group, whilst sick leave increased by 0.28 pp in the control group. This equates to a reduction of 6.45 hours per employee per 6 months and a return on investment of £9.98 for each pound spent on training.

This study aimed to evaluate supervisor mental health training which sought to develop their knowledge and skills around mental health, for both their own health and their employees. The training involved a four-hour session delivered by two psychologists with clinical experience. The authors measured outcomes at three time points: pre training, post training and at 1 month follow up. The findings showed that the training was well received and effective at increasing supervisors’ perceived knowledge, reported personal wellbeing behaviour and supervisor wellbeing support (aimed towards the employee) and reduced negative attitudes towards mental health. Therefore, the mental health training positively influenced personal aspects of wellbeing behaviours and employee targeted wellbeing support. Findings rely on self-assessments of behaviour and future research should examine employee reports of supervisory behaviour to further validate findings.