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Creating Psychologically Safe Workplaces 10:40 – 11:30 Weds Mar 20, 2013 Occupational Health & Safety: Latest Strategies for Promoting Employee and Workplace Wellness, Infonex Conference Calgary Chris Hylton, MA CG Hylton Inc. 1

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Page 1: Creating Psychologically Safe Workplaces

CG Hylton Inc. 1

Creating Psychologically Safe

Workplaces10:40 – 11:30 Weds Mar 20, 2013

Occupational Health & Safety: Latest Strategies for Promoting Employee and Workplace Wellness,

Infonex Conference Calgary

Chris Hylton, MA

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Introduction

• Chris - benefit and HR consultant• EAP network with counsellors across Canada• Volunteer with many organizations including

Employee Assistance Society of North America and the Aboriginal Friendship Centre of Calgary

• Offers free workshops, lunch and learns

CG Hylton 2

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Agenda– Dealing with productivity loss from presenteeism,

absenteeism, and the toxic workplace– The National Standard of Canada for

Psychological Health and Safety in the Workplace– Wellness programs that work, at work– Overview of the successful Screening, Brief

Intervention, and Referral to Treatment (SBIRT) substance abuse model

– Breaking the cycle of workplace lateral violence– Becoming an employer of choice and helping

employees build high self- esteem

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Why would I call this the butterfly presentation?

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This is Your Show• What would like to know from today’s session?

• What are your big workplace issues we can deal with please?

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Dealing with productivity loss from presenteeism, absenteeism,

and the toxic workplace

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Days lost, per worker, in 2011

ON

MB

SK

AB

BC

Montréal

Toronto

Calgary

Edmonton

Vancouver

0 2 4 6 8 10 12

Personal or family respIllness / disabilityTotal

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Absenteeism• 8.1% of full-time employees are absent for

all or part of the week for personal reasons: 5.9% due to their own illness or disability and 2.2% due to personal or family responsibilities.

• On average, in 2011, full-time employees lost 3.7% of their work time each week due to absenteeism

Source Stats Can 2011 Labour Force Data

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Presenteeism• Absenteeism’s lesser known cousin, is lesser

known and stats are more difficult to find.• US data shows presenteeism is 7 - 9 times the

rate of absenteeism (7 x 8.1% = 57%, 9 x 8.1% = 73%)

• Presenteeism occurs when employees who are physically present are, due to a physical or emotional issues, distracted to the point of reduced productivity. Using a sports analogy they are the walking wounded or playing hurt

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Why bother deal with these issues?

Direct Costs• Replacement of absent worker• Loss of productivity• Sick leave with pay and benefitsIndirect Costs• Reduced service to clients• Damage to morale of other employees• Time spent managing employee and/or claim

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How to deal with Presenteeism and Absenteeism?

Any ideas?

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Presenteeism• Performance objectives

• Performance appraisal

• Job description with Performance Objectives built in, signed off, amended annually by ee and er

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Solution:• Absenteeism Management Plan

• Does anyone have one of these?

• Care to share any comments?

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Case Study: CLS’ Absenteeism Management

Program (AMP)• Implemented May 2005• Revisions July 2008• Four Step Program• Target 3.5% absenteeism (9 days/year)

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CLS ISSUES

• People working when sick• Concern about singling people out• Concern about Supervisor abuse – “I’ll be

watching you”• Time required to manage program• Education of staff is key

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CLS AMP Steps

• Step 1: Informal Notification, Initial Concern

– Notification package provided to employee– Contains absence history, AMP process, internal

and external support– Goal is to inform employee and offer education

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Step 2

• Formal Discussion, Continued Concern

– Supervisor and employee meet– Union representation is offered– Purpose is to determine of there are underlying

health issues– A referral to Occupational Health and Wellness

may be made

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Step 3

• Formal Discussion, Advance Concern

– Supervisor and employee meet– Union Representation offered– Attempt to get at underlying issues– Mandatory referral to Occupational Health and

Wellness

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Step 4

• Employment Discussion

– Supervisor and Employee meet– Union Representation required– Focus on continued employment relationship in

serious jeopardy– Employee is placed on a 90 day trial period.

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Case Study: Transat Tours Canada• 300 call centre employees in Toronto & Montreal• 1.3 million calls a year• 12% absenteeism rate was a concern• Target 2-3% reduction year over year for same

period• 4 stage notification process1 – ee and mgr verbal discussion2 – Director and HR are informed

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Case Study

3- Director attends meeting4- HR involved and ee receives written notice that

if behaviour has not changed further action up to suspension may be the result

Results • Barely two years after Transat Tours

implemented its new program, the absenteeism rate at the company’s three call centres in Montreal and Toronto dropped to 3% to 4%.

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Toxic Workplace• Is anyone here from healthcare?• Is there a link between a

workplace and its toxicity and workplace violence?

• Has anyone suggestions in how to deal with a toxic workplace?

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What is the National Standard for Psychological Health & Safety in the Workplace?

• Mental Health Commission• Supports mental health best practices in

the Canadian workplace• The new standard was developed with the

support of health care leaders, government, labour and corporations, including a $250,000 contribution from the Bell Let’s Talk mental health initiative

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Why a Standard?• According to an Ipsos Reid survey released

fall of 2012, • seven in 10 (71 per cent) of Canadian

employees surveyed report some degree of concern with psychological health and safety in their workplace,

• including 14 per cent who disagreed that their workplace is psychologically healthy and safe 

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Why a Standard?• The survey indicated that more people feel

physically safe (20 per cent concerned)

• than psychologically safe (33 per cent concerned) in their workplace. This may be because psychological health and safety has not historically received the attention, profile or resources that physical health

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The National Standard is a Voluntary Program

• Not enshrined in Law• Not a regulation• Provides guidelines and information

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How the Standard Lines up• Aligns with the Plan-Do-Check-Act management

model found in CAN/CSA Z1000, Occupational Health and Safety Management

• Aligns with other key standards and guidelines, including BNQ 9700-800 on Healthy Enterprises, CSA Z1002 on OHS Hazard Identification and Elimination and Risk Assessment and Control, BSA PAS 1010 Guidance on the Management of Psychosocial Risks in the Workplace, and Guarding Minds @ Work.

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Topics Included in the Standard• Establishing commitment, leadership and

participation• Understanding diverse ee needs• Maintaining confidentiality• Policy and planning process to implement the

system• Identifying psych hazards, assessing risks, and

implementing preventive and protective measures• Infrastructure and resources required• Providing education and awareness, and ensuring

key people are trained and competent• Collecting data, monitoring and measuring success

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Training by the CSA

• CSA Group Learning Institute has scheduled web-based training sessions

• Visit CSA.CA training for details

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Bell Let’s Talk• Bell Let’s Talk is a 5-year, $50-million program to

promote Canadian mental health based on 4 action pillars: anti-stigma, care and access, research, and workplace best practices.

• With Bell Let’s Talk Day as its anti-stigma centrepiece, Bell’s initiative is providing significant funding for leading mental health hospitals and grassroots organizations, driving new workplace initiatives across corporate Canada, and supporting new research.

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Let’s Talk Day - Feb 12

• For every text message, long distance call made by Bell / Bell Aliant customers, and every tweet using #BellLetsTalk, and every Facebook share of our Bell Let's Talk message on February 12

• Bell donated 5 cents more to mental health programs. In 2012, 78 million text messages, long distance calls and retweets by 8 million Canadians on Bell Let's Talk Day resulted in

• $3,926,014 in additional funding for mental health.

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Benefits Canada Poll• Has your organization taken steps to

improve psychological health?

• 60% No. We don’t see the need• 14% Yes. We wanted to address existing

issues• 26% We are working on this now

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Benefits Canada Poll

• Does your organization offer mental health services and support for employees?

• 41% Yes, we have a robust program that includes many services

• 26% Yes, but our program is still in progress or only offers minimal services

• 15% No, but we plan to offer such services in the future

• 19% No, we don't offer mental health services

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Benefits Canada Poll• Do you think the new workplace

national standard for psychological health and safety will improve workplaces?

• 46% Yes

• 54% No

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Wellness Programs that Work, at Work

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How will this change with the impact of an aging population, increase in biologic drugs costs and the increase of chronic health conditions?

The Cost of Doing Nothing…..

2009 2010 2011 2012 2013 2014$3,400

$3,800

$4,200

$4,600

$5,000

$3,701$3,891

$4,119

$4,345

$4,584

$4,836

Total Benefit Costs Per Employee - Projected

Act

ual C

osts

$

16.5% Increase

37CG Hylton 37

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Why Wellness• Costs follow health risks• Absenteeism, presenteeism &

productivity tied to health risks• It pays to keep healthy people healthy• Even small increases in physical activity

can produce results • Gains in employee engagement can be

tied to wellness programs• Programs do not have to be expensive

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Costs follow health risksAnnual medical

charges for different ages

and health risk groups

19-34 35-44 45-54 55-64 65-74 75+Low Risk

Non-ParticipantMedium Risk

High Risk

0

2000

4000

6000

8000

Low RiskNon-ParticipantMedium RiskHigh Risk

Source: D. Edington. Emerging Research: A View From One Research Centre

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Absenteeism

University of Michigan study• Workplace health promotion shown to

decrease absenteeism:– 10.5% in first year of implemented program– 14% in second year

• Translates into $1.22 - $1.63 savings per dollar invested

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Rx Drug stats a potential Wellness Tool?

41CG Hylton 41

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Any idea how?

42

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Compare Your Ees Rx Profile

43

• to typical usage profile

• Develop programs to educate ees around major Rx uses

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Common Chronic Disease Risk Factors

High Blood Pressure

Type 2 Diabetes

High Cholesterol

COPDLung

CancerRespiratory

DiseaseCancer of Pancreas, Bladder, Kidney

Colon Cancer Breast

Cancer

ProstateCancer

Cancer of mouth, pharynx,

larynx, esophagus, liver

Heart Diseas

eMental

Disorders

Overweight/ Obesity

TobaccoSmoking

Unhealthy Diet

Physical Inactivity

AlcoholConsumption

Musculoskeletal

Renal Disease

Source: Ontario Ministry of Health and Long-term Care

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Case Study: Xerox Canada: Bwell

1. Assess ee health risks2. Develop initiatives

throughout the year to reduce and contain health risk in supportive environment

3. Measure success

Make participationeasy, non-threatening…and fun!

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Step 1: Health Risk AssessmentBWell Cardiovascular Risk Assessment pilot program

– RN screens participants in a 15-minute appointment– Measures blood pressure, total cholesterol, random

glucose, BMI and body fat– Take away: personal scores and educational info on risk

factors– Participants can be re-assessed each year

LifeWorks / Checkpoint HRA:– Lifestyle – comprehensive risk assessment– Can use the numbers received in the BWell assessment– Access online– Incentive / contest to get it going

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Step 1: Health Risk Assessment

• Risk factors identified year one (three pilot clinics):– Smoking (19%)– Systolic blood pressure (29%)– Diastolic blood pressure (17%)– Cholesterol (17%)– Glucose (9%)

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Surprising Stats• 72% fell into moderate to high risk

category for body composition and/or BMI

• Body composition is % of lean mass to fat mass

• BMI is a weight for height ratio to estimate body fat

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Other Assessment ToolsOther risks EAP & OHS Reports

•#1 reason for STD: Psychological•#1 EAP presenting issue: Stress and work-life balance

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Activity Outcomes 2006 2007

BWell assessment Cardiovascular risk established

Bwell quarterly newsletter

Information for staff and families at their fingertips

Spring fitness challenge Motivation: Create new habits in 30 days

Fall nutrition & wellness chall Motivation: Nutrition Create new habits in 30 days

Weight mgmt nutrition clinics Interactive onsite info session

Stress managementlunch & learn

Manage psychological stress,build resilience

Ergonomics in the office Better posture, less strains & pains

Flu shots Flu prevention, reduced absenteeism

Step 2: Develop programs

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3. Measure successParticipation rates by ees

– Challenges engaged over 40%– Cardio Vasc assessment: 25%– Online assessment: 30% – Lunch & Learn:s 15%– Website: 60% (2288 unique users)

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3. Measure successEmployee engagement• 2007 Best 50 Employers Survey (Hewitt):

38th from 49th previously • Xerox 2007 EES internal survey:

– 83% would recommend Xerox as a good employer

– 86% are proud to work for Xerox

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3. Measure success• 450 repeat participants

– 152 (38%) improved on four or more risk factors• Weight loss

– 209 people (53%) improved– 34 moved into a healthy zone

• 21 stopped smoking

ROI 2:1 after only one year into the program!

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http://www.rogers.bwell.com

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Overview of the successful Screening, Brief Intervention, and

Referral to Treatment (SBIRT) substance abuse model

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Overview from “35,000 Feet”

Alcohol Screening, Brief Intervention and referral to Treatment (SBIRT) is the leading way to help employees and businesses to

reduce the impact of unhealthy alcohol use.

Screenings

Brief Intervention

Referral to Treatment and Follow-Up

SBIRTScreeningUse a valid, brief (5 minutes or less)

standardized questionnaire about quantity,frequency and consequences of alcohol use.

Referral to Treatment and Follow-up Linking your client to specialized

addiction treatment and staying with the client to support sustained success.

Brief Intervention A behavior change strategy focused

on helping your client reduce or stop unhealthy drinking.

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Four Patterns of Alcohol Use

5%

20%

35%

40%

High Risk

Low Risk

Moderate Risk

No Risk

No Risk:Those who never drink alcohol.

Moderate Risk:Those who regularly exceed one of the recommended daily, weekly or occasion limits for alcohol consumption.

Low Risk:Drinkers who never exceed the recommended daily, weekly and occasion limits for alcohol consumption.

High Risk:Those who regularly exceed 2 or more of the recommended daily, weekly or occasion limits for alcohol consumption.

High Risk5%

20%Moderate Risk

35%Low Risk

40%No Risk

*Backgrounder | 2008 | The Case for Low-Risk Drinking Guidelines for BC | www.heretohelp.bc.ca

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Recommended Low-Risk Drinking Guidelines

• Men: 2,14,5 (< age 65) (US) No more than 2 drinks per day, 14 drinks per week, 5 drinks per occasion

• 20 or less drinks per week (CA) to avoid health damage*

• Women (and men 65+): 1,7,4 (US) No more than 1 drink per day, 7 drinks per week, 4 drinks per occasion

• 10 or less drinks per week (CA) to avoid health damage*

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Workplace Intervention• The workplace is a great place to establish

education, prevention and brief intervention programs to impact one of the top three avoidable killers today – unhealthy and dependent alcohol use

• Few businesses use the simple, fast, inexpensive and effective workplace programs described in this training.

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Stats• Nearly 80% of adults who have diagnosable

alcohol use disorders are employed.• 40% of the B.C. population drinks too much at

least occasionally (e.g., hazardous use, binge drinking)

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Costs to U.S. Employers• Unhealthy drinkers are responsible for 60% of

alcohol-related missed work, poor work quality and other work limitations.

• Unhealthy drinkers & dependent drinkers may cause up to 40% of industrial fatalities and 47% of industrial injuries.

• 20% of employees report being injured, forced to cover for a co-worker or required to work harder because of a colleague’s drinking.

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SBI IN WELLNESS PROGRAMS• Alcohol screening can be included in

wellness programs. • Employees can receive a stand-alone

screening or screening can be part of a more comprehensive health risk assessment that investigates a range of health concerns including depression, smoking, diabetes, hypertension and obesity.

• When screening indicates that participants may have alcohol problems, they can be encouraged to contact an EAP or counselor.

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SBIRT Materials• All free, All online• All can be adapted for your use

• http://bigsbirteducation.webs.com/sbirttraining.htm

• www.rockymountainresearch.us 

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Test• How much more presenteeism is there in the

workplace compared to absenteeism?

• How many drinks per week can you have to be safe (Canada)?

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Breaking the cycle of workplace lateral violence

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Confucius would be proud

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synonyms interpersonal abuse, lateral violence, horizontal

violence, workplace violence, interpersonal conflict, bullying, anger management

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How does lateral violence differ from bullying?

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Causes of Lateral Violence• Aboriginal Communities

• Healthcare

• What do they have in common?

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What do Healthcare and Aboriginal Communities have in Common?

• Tribal setting• Close close bonds between workers,

families• Long history with co workers• Crab in a bucket syndrome• Feeling of stress, hopelessness, fear

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Causes of Lateral Violence

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• Research finds a clear link between abuse for patients/residents and the workplace environment. There are higher rates of violence in work areas with short staffing, under-staffing, lack of support from management, and poor teamwork among health care disciplines.

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What employees want

Surveys of Best Practices tell us what employees want in the workplace:1. Respect2. Healthy and Safe work environment3. Trustworthy Leadership4. Work / Life Balance5. Sense of Pride and Accomplishment

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If you are an employer where LV is occurring, what do you do, any ideas?

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Policies and Training

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• Policies should have strong opening statements regarding the company’s attitude to harassment in the workplace

• Awareness training among staff is a key strategy in addressing harassment

• Zero tolerance approach

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Shunning Cuts Both ways• Recent Research from University of

Rochester• Giving someone the cold shoulder is as

painful to you as it is to them• Shunning someone is just as painful for the

perpetrator as for the victim• Excluding someone makes a person feel

guilty and shameful

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Becoming an employer of choice and helping employees build high self- esteem

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What is an “Employer of Choice”?

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What is an “Employer of Choice”?

• Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be there

• Employees choose to work for your organization… even when presented with other employment opportunities

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Becoming an Employer of Choice

But does it really matter? Yes!

Nearly half of all American workers (49 percent) indicate that their companies' brand, or image, played a key role in their decision to apply for a job at their respective workplace

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• Expectations• Resources• Do what I do

best• Recognition• Care• Development

• Opinions count• Mission• Co-workers• Best Friend• Feedback• Growth

First Break All the Rules12 Good Questions Gallup

Buckingham & Coffman

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IPSOS Top 5 reasons for staying in a job

1. like the work2.  like the co-workers3.  like the company4.  learning a lot5.  salary satisfaction (Yes, this is in order of

preference) 

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Conduct Discovery InterviewsWhat?

• Informal meetings, separate from performance reviews.

Why?

• To emphasize each employee’s value.

• To understand his/her top motivators, job satisfaction and any termination risk—so that you can proactively address any issues and focus on what really matters.

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Discovery Interview QuestionsJob Satisfaction

What makes you want to come to work each day?Job Content

Which particular projects/clients/assignments are appealing to you?

Recognition How can I make your day?

Manager Relationship How can I be a more effective manager for you?

Retention What is the number one reason you choose to continue

working for us?

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Benefit Plans that Work• When paying employees it is wise to think

of how to maximize their compensation• If you give them dollars, it is all taxable• If you give them a benefit plan it is tax free• If you are an owner or executive of a

company, you should run all your medical and dental expenses thru a benefit plan or health spending account

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Benefit Trends - Flex

• Traditional flex plans are a pain

• Health Spending Account gaining favour

• Tax effective

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Flex work schedule costs the employer nothing

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Alberta Top 100 Employers• Agriculture

Financial Services

• start new ees at 3 weeks paid vacation, increasing by one day every 2 years on the job, to a maximum of six weeks

• considers previous work experience when setting vacation• provides maternity leave top-up payments to new

mothers (to 95% of salary for 17 weeks) with health benefits during their leave as well as the option to extend their leave into an unpaid leave of absence

• head office employees enjoy daily visits from a local "lunch lady", who delivers fresh salads, sandwiches, soups, and fresh fruits and desserts

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Alberta’s Top EmployersAlberta-Pacific Forest Industries Inc.

• as part of the company's health plan, each employee receives an annual $3,800 taxable lifestyle contribution that can be used towards alternative health coverages or even to purchase additional vacation time

• head office features unique onsite amenities including baseball diamonds, golf driving range, beach volleyball court, horseshoe pitch, walking trails and a 40-acre stocked trout pond, fully-equipped fitness facility with free memberships, and employee lounge with outdoor patio and picnic tables

• offers new employees up to four weeks paid vacation, with the option to take the fourth week as time-off or as additional income -- and also maintains a flexible personal time off program with employees averaging 12 personal days off each year

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Test• How is healthcare similar to aboriginal

workplace?

• What is one of the 12 good questions?

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Did we miss anything?

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Thank you!

• Employee benefits• EAP• Human resource programs• Free workshops, lunch and learns

Chris Hylton403 264 5288 [email protected]

92CG Hylton