“Workplace Mental Health and Psychological Safety – Moving the Agenda Forward "
Ian M. F. ArnoldOEMAC 2010 Scientific Conference
Saskatoon ,Saskatchewan
Learning Objectives
Learning Objectives:
Learn about the MHCC’s national approach to training and certification in Peer Support
Acquire knowledge on the business case for improving workplace management of mental health including Dr. Martin Shain’s new report “Tracking the Perfect Legal Storm”
Understand how a Workplace Standard on Psychological Health and Safety will improve the management of psychological health and safety in the workplace leading to better health for employees and their organizations.
The MHCC - in the beginning:
• Senate Standing Committee on Mental Health – Chaired by Senator Kirby;
• Many studies completed including “Out of the Shadows at Last”;• Public demand for a Commission on Mental Health recognized in
“Out of the Shadows at Last”;• August, 2007 - Prime Minister Harper announced the formation
of the Mental Health Commission of Canada, Chaired by the Honourable Michael Kirby;
• All governments in agreement - the Commission design, structure and mandate is based on an understanding of Canadian constitutional reality – health care is a provincial and territorial responsibility.
What is the MHCC’s mandate?
• Non-profit, at arm’s length from all levels of government, funding from Health Canada.
• Five strategic initiatives: Mental health strategy for Canada; Anti-stigma/discrimination initiative; Knowledge exchange; Homeless research demonstration
projects; Partners for Mental Health.
MHCC Peer Support Project
• MHCC as “catalyst” for mental health system transformation.
The MHCC’s Peer Project - Strategic Intent
• Create the conditions by which we can leverage, on a wide scale, the acquired skills of people who have lived mental health experience;
• Provide a robust enabling framework for organisations and systems to enhance current peer programs or launch new peer initiatives, build capacity and reverse the current trends;
• Develop and Launch Peer Accreditation Canada
Two main components:
1. Peer Support Practitioners: enhance the utilization of peer support through the creation and application of national standards of practice*;
2. Peer Educators: encourage a change in societal attitudes towards mental illnesses through peer based education strategies specifically targeting adults in workplaces and later youth in schools;
* Current focus is on Peer Support standards of practise (SoP)
The Peer Project – What is a “Peer”
End Objectives of the Peer Project
Creation of a standardized national practice for peer-support (certification);
Workplace readiness assessment for introducing peer support systems;
Peer support worker selection, training and professional development;
Peer educator training and development; Custom workplace mental health curriculum
development; A national, web-based peer support community of
practise; Peer Support mentoring and peer support case
management / advice.
Consult
Develop:•Standards of Practise•Certification Process•Research Methodology
20142013201220112010
Develop
Adapt
Performance measurement
Implement pilot projects
Analyse
Analyse: consultation results
Progressive consultation:•7 locations in Canada•comprehensive survey(Note : 569 Agencies and Peer Support Workers across Canada)
Adapt:Assist organizations to develop adapted implementation models
Assess findings
Modify
Expand
Peer Project: Broad Project Timeline
Measurement of outcomes
So many issues…why workplace mental health?
Seven million Canadians will experience a
mental health problem this year – that’s about one
in five of us
If we include addictions, that’s
one in three
Many, many more if we add stress
and burnout
Cost trends due to turnover, disability and absenteeism may be increasing
Injuries are linked to mental healthPhysical well-
being is linked to mental health
Productivity is linked to employee mental healthChanging
demographics may increase competition
for talent
What are the goals?
To have employees who want to come to work each day
To enhance our ability to maximize the potential of each employee
To do no harm to employees
To improve the mental health of our employees
O H P’s can take a leadership role in promoting management of workplace psychological health and safety
Some people feel there is no need to improve workplace mental health !
1. Not a workplace responsibility – it’s personal
2. Costs too much money
3. Not enough time in the work day
4. We have benefits already
5. Our people are fine now
What is the Workforce Advisory Committee Doing?
Six strategic initiatives: Review of the jurisprudence psychological health
and safety in the workplace (Dr. Martin Shain) Research project on employment sustainability for
persons with significant mental health issues (U of T “Aspiring Workforce project”)
Research project to define existing best practices (SFU – “Integrated Approach to Workplace M. H.”)
Leadership Initiative – the business case Development of workplace standards for
psychological health and safety
Initiated development of an MHCC peer support* accreditation and certification process under the direction of Lt. Col. Stephane Grenier.
* Now a major MHCC project separate from the WAC
Mental Health Leadership Initiative – Moving forward – A Work in Progress
The Mental Health Leadership Initiative builds on the pioneering enterprise of the Global Business and Economic Roundtable on Addiction and Mental Health;
In 1998, the Roundtable coined the phrase "mental health in the workplace“ and continues to support the vision that the mental health of working Canadians is both a business and economic asset;
The Mental Health Leadership Initiative includes: Key aspects of the Roundtable’s 2007 “CFO Framework for
Mental Health and Productivity”; Evolving legal requirements; A comprehensive framework approach to manage Mental
Health in the workplace.
The Business Case is Clear
1. Corporate Social Responsibility Includes employees as well as external stakeholders
2. Cost Effectiveness In productivity as well as cost trend management
3. Risk Management OH&S, Human Rights, Disability Legislation
4. Recruitment and Retention The competition for talent
Towards employees, the community, shareholders,
and other stakeholders
1. Corporate Social Responsibility
Whose responsibility is it?
“When it affects my business, it is my responsibility.” And...Bill C45* takes it even further.
*Bill C-45 is federal legislation that became law on March 31, 2004. It established new legal duties for workplace health and safety; imposed serious penalties for violations resulting in injuries or death; and provided new rules for attributing criminal liability to organizations,
including corporations, their representatives and those who direct the work of others.
Mental Health in the Workplace Building Leadership Commitment
~ Don McKinnon
This Video is part of a series of Videos available athttp://www.mhccleadership.ca/
Some indicators that mental health may be a concern…
Employees, including managers, hiding stress until they reach a breaking point or become ill
Failure to achieve targets and meet deadlines Conflict among and between employees Good employees quitting or transferring People taking more time off than seems reasonable Difficulty in returning people to work from disability
Working can be good for mental health
Disability duration is less when:
There is positive mental health (all disabilities)
Good coping strategies for stressors exist
Workplace issues are resolved quickly
Time off and return to work:
The longer someone is off, the less chance there is of a successful return to work
6 months off – 50%, 9 months – 10%
Focus on prevention and early intervention
2. Cost Effectiveness
The biggest single cause of workplace related disability in North America is
associated with mental health conditions
Watson Wyatt Worldwide 2009/2010 Survey*
In Canada, mental health is the leading cause of both Short Term Disability (STD) and Long Term Disability (LTD), in the U. S. it is the 4th greatest cause for STD and the 3rd for LTD
Companies with the most effective health and productivity programs: 11% > revenue per employee < medical trends by 1.2% 1.8 fewer days absent per employee 28% > shareholder returns
* The study involved 282 U. S. and 70 Canadian organizations representing more than 11 million employees in all major industry sectors
http://www.towerswatson.com/research/648
The Cost of Doing Nothing
Negative trends in costs: Absenteeism
Presenteeism/lost productivity/quality
Grievances/complaints /reputation
Disability
Turnover
Serious injuries/illnesses
Annually, related to mental illnesses, the private sector spends between $180 and $300 million on short-term disability benefits and $135 million for long-term disability benefits*.
* Institute of Health Economics, Final Report, June 2010
Mental Health in the Workplace Building Leadership Commitment
~ Rob MacLellan
This Video is part of a series of Videos available athttp://www.mhccleadership.ca/
3. Recruitment and Retention
Engaged employees generate 43% more revenue than disengaged ones*
* Hay Group – “Engage Employees and boost performance 2001”
Recruitment and Retention: Towards sustainable organizations
Prospective employees are looking for the “right culture”
to support their personal and professional
ambitions
Positive workplace mental health enhances organizational sustainability, including employee recruitment and retention.
Attracting employees in a competitive
market is a challenge
Employees today expect organizations to support personal and professional growth – good mental health is one of the keys to success
4. Risk Management
Dr. Martin Shain, in his 2010 report to the MHCC, said...
A psychologically safe workplace is no longer a “nice to do”.
It is now a “must do”.
“We observe seven major trends in the law becoming stronger by the year.
We can characterize these trends as pressures building toward a perfect legal storm, where the whole is far greater than the sum of the parts.”
Remedies available to employees
“For the first time in Canadian history, it appears that real redress for harm to psychological health is within reach of many, if not most workers” (Shain, 2010)
Financial awardsHave been large on occasion and have
increased in size over the past six years by as much as 700%
Systemic, remedial orders to fix conditions of work that contribute to mental injury
Varied across the country
Duty to Provide a Psychologically Safe
Workplace
Labour Relations Law
Employment StandardsLegislation
Employment contract
Law of Torts(negligence)
Human Rights
Legislation
Occupational Health and Safety
Legislation
Workers Compensation
Law
Influences on the Duty to Provide a Psychologically Safe Workplace
Mental injury and psychological safety in the workplace
Mental injury is not the same as mental illness. It is harm to mental health [mental suffering] that significantly affects the ability of employees to function at work and at home.
“A psychologically safe workplace is one in which every practical effort is made to avoid reasonably foreseeable injury to the mental health of employees” (Shain, 2009)
Tracking the Perfect Legal Storm (Shain, 2010)
A perfect legal storm is brewing in the area of mental health protection at work
This storm brings with it a rising tide of liability for employers who fail to provide a psychologically safe work environment
Yet, employers lack the tools to assess and address workplace risks to psychological health
Shain (2009) recommendations for psychological safety at work: Corporate and national policy levels
Corporate level: employers wise to identify, measure, assess and abate threats to psychological health
National policy Population health policy
– zero toleranceNational standards for
measurement and management along with training, education, advice and consultation
December 2009 - MHCC/WAC, with Great West Life, holds consensus meeting in Vancouver – National Standard supported by all attendees, consensus statement issued:
“It is our vision to see the development of a National Standard of Canada on psychological health and safety in the workplace by December 1, 2011, and uptake by employers resulting in a measureable improvement in psychological health and safety within three years of that date.”
Early 2010, discussion held with Canadian Standards Association (CSA) and the Bureau de Normalization du Quebec (BNQ)
02/10 Statement of Understanding agreed to by MHCC, CSA, BNQ
Key WAC Initiative – A National Standard on Psychological Health and
Safety in the Workplace
Psychological Health and Safety in the Workplace – a National Standard for Canada
Objective: to provide employers with a methodology that will lead to measurable and sustainable improvements in psychological health and safety
Stand alone, voluntary standard
To be developed jointly by the Canadian Standards Association and the Bureau de Normalization du Quebec, contracted by MHCC
Will align with other international efforts.
Psychological Health and Safety in the Workplace – Alignment with other Standards
Will be consistent with the British Standards Institutes Guidance document, the OHSAS 18000 and CSA Z 1000 Health and Safety Standards, and the BNQ Healthy Enterprises standard
Standard to follow the ISO framework with 5 key elements: Policy and commitment Planning Implementation and Operation Checking and Corrective Action Management Review
A sustainable approach is needed:
1. Set Policy, demonstrate commitment
2. Plan – assess where you are now and where you want to go – define needs
Financial impact (absenteeism, presenteeism) Employee health impact (HRAs, other data) Structural attributes that promote good mental
health (e.g. Guarding Minds at Work)
3. Implement programs that address your organizations defined needs
4. Evaluate program operation and effectiveness
5. Review, reassess and improve
Action Plan for the Workplace – A Sustainable Approach
Conclusions
Peer support systems will benefit those with mental health challenges and ease the workload for other professionals;
A systematic and sustainable approach for psychological health and safety, on a parallel with how physical health and safety is managed, is becoming a business imperative;
The business case is clear – social responsibility, cost effectiveness, recruitment and retention, and risk management;
Development of a standard on psychological health and safety in the workplace will provide a solid basis for action: leadership commitment, policy, planning, implementation, measurement, and review will ensure continual improvement for employees and employers.
The time to act is now
A selection of resources that are available on-line
The MHCC Leadership Initiative: http://www.mhccleadership.ca/
The Peer Support Project: [email protected]
The Shain Reports:http://www.mentalhealthcommission.ca/SiteCollectionDocuments/Key_Documents/en/2009/Stress%20at%20Work%20MHCC%20V%203%20Feb%202009.pdf
Guarding Minds at Work: http://www.guardingmindsatwork.ca/
The Great West Life Centre for Mental Health:http://www.gwlcentreformentalhealth.com/english/index.asp
Working Through It – Stories of People dealing with workplace mental health issues:http://www.gwlcentreformentalhealth.com/english/display.asp?l1=2&l2=17&l3=173&d=173
The Mental Health Commission of Canada (MHCC):http://www.mentalhealthcommission.ca/
Business in the Community – Business Action on Health (BITC – U. K.), http://www.bitc.org.uk/workplace/health_and_wellbeing/index.html
Mental Health Commission of Canada10301 Southport Lane S.W., Suite 800, Calgary, AB T2W 1S7
For further information, check out our website at www.mentalhealthcommission.ca
or contact us at [email protected]
Thanks for your interest