COVID-19 RTWp Virtual ConferenceJune 16 2020

Tegan Slot RKin MSc PhD CRSP

ENHANCING RETURN TO

THE WORKPLACE WITH A

PSYCHOLOGICAL HEALTH

AND SAFETY PROGRAM

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Psychological Hazards in the Workplace

The impact of COVID-19 on psychological health and safety / job hazards

An Organizational Approach to Hazard Management: PHS Program

Moving forward: supporting workers beyond COVID-19

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OUTLINE

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“In “frontline” community work, we’ve got a lot of words to

describe a very similar phenomenon: secondary trauma,

vicarious trauma, burnout, compassion fatigue. They don’t

have quite the same birthplaces or implications, but frontline

workers use them pretty interchangeably. We are trying to

describe the emotional, physical and mental toll that being

exposed to human suffering and oppressive systems can

cause”

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Psychological Health and Safety:A significant hazard in the Workplace

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Psychological Hazards in the Workplace

Organizational Hazards13 Psychosocial Factors

Job-Specific HazardsJob Factors contributing to WR psychological

injury / illness

Impact of psychological health and

safety in the Workplace

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• 13 psychosocial factors have been

identified that can positively or

negatively impact employees’

psychological health

• Includes the way work is carried out

(deadlines, workload, work methods)

• Includes the context in which work

occurs (relationships and interactions

with others)

Organizational Hazards: 13 Psychosocial Factors

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Job Specific Hazards: Job Factors contributing to risk of Psychological Injury / Illness

6Infographic: Safework Australia

• Increased absenteeism

• Increased STD & LTD claims

• Increased Health Insurance

Claims

• Job turnover

• Litigation

• Increased presenteeism

• Incivility

Impact to Employers

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CCOHS Infographic

• Decreased job satisfaction

• Increased physical illness

• Cancers

• MSDs

• Infections

• Negative impact on sleep

• Negative impact to family life

• General decrease in mental

health

Impact to Individuals

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CCOHS Infographic

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The Impact of COVID-19 on Psychological Health and Safety in the Workplace

Work-Related

Non Work-Related

Impact of COVID-19 in the Workplace

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• Increased exposure to

workplace hazards (biological)

• Change in work hours (increase

/ decrease)

• Possible work outside of scope

• Change in work environment

• Decreased communication

(remote work)

• Unclear leadership expectations

• Increase / decreased workload

• Blurred lines between work and

home life

• Multiple demands on working

parents

• Increased cognitive demands /

mental load

• Reduced access to child-care

• Struggle with social isolation

• Decreased MH support

• Anxiety over uncertainty

• Unable to access or care for

loved ones (elder care)

• Exposure to domestic violence

• Increased risk of chronic mental

stress

Personal FactorsWork Factors

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Return on Investment

• Yearly ROI $1.62 < 3 yrs

• Yearly ROI $2.68 > 3 yrs

Positive Impact of a Psychologically safe workplace

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Culture and Climate

Fostering a safe and supportive work environment so that organizations can in-

turn support their own clients and provide excellent care for all

Increased Employee Engagement

Increased service delivery and quality of work

Increased creativity and innovation

Increased employee recruitment and retention

CCOHS Infographic

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Organizational Approach to Hazard Management:

Psychological Health and

Safety Program

Psychological Hazards – Just another Hazard

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• Work hours

• Work load

• Autonomy

• Communication

• Leadership expectations

• Cognitive Demands

• Work environment

• Exposure to emotional

situations

• ….

Contributing Job Factors:

Psychological Hazards

Contributing Job Factors:

MSD Hazards

*image: WSIB chronic mental stress

A Hazard is a Hazard – RACE for Psychological Hazards

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Individual Factors

Recognize situations that affect mental health

Assess individual factors that affect mental health

Implement hierarchy of controls for recognized hazards

Re-assess chosen indices for individual assessment

Organizational Factors

Recognize physical, cognitive & psychological factors that affect mental healthAudit PHSP

Assess organizational physical, cognitive and psychological factors that affect mental health

Implement organizational controls for recognized organizational factors that affect mental health

Review of KPI’s and organization metrics

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Risk Management: Job Specific Psychological Risk Assessment

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Hazard

Working time

Workload

High levels of Cognitive Demands

Clear Leadership Expectations

Work environment

Working alone

Exposure to Workplace Violence and/or workplace harassment

Exposure to Chronic mental stress

Exposure to Traumatic mental stress

Exposure to Vicarious Trauma or Secondary Traumatic Stress

Adequate knowledge, skills, training, and ability to complete the job task

Working outside scope of practice

High effort/low reward job

Autonomy at work

Communication

Working with vulnerable populations

Physical Safety of the worker

Adequate job resources provided

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Hazard Risk Controls (WHAT) Potential Solution (HOW) Comments

Working time -Work hours

-shift work -unpredictable work hours -rigid (lack of flexibility) scheduling

-Work-life balance -inability to maintain work-life blend -required mandatory overtime -no advanced notice on overtime

☐High

☐Moderate

☐Low

☐Very Low

☐N/A

1. Flexible work arrangements

2. Provide appropriate support for shift workers

3. Encourage use of allocated time off

4. Develop parameters around working during off hours

1. Flexible Work Arrangements a. Work from home b. Compressed work schedules c. Virtual conferencing d. Part time Work e. Job Sharing

2. Support for Shift Work

a. limit split shifts b. provide advance notice of shift

changes c. permit trading of shifts

3. Use of allocated time off

a. No accumulation of lieu time beyond 48 hours

4. Parameters around working on off hours

a. communication, availability and technology use (e.g., email, phone) during off-work periods and have leaders model this approach

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Prevention – JHSC Inspection Checklist

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1. GENERAL PSYCHOLOGICAL HEALTH AND

SAFETY POLICIES, PROCEDURES and

PROGRAM

Yes,

No

N/A

Risk:

High

Medium

Low

Hazard

Identified

Recommended

Corrective Action

Date Action

Completed

Is there a psychological health and safety policy

posted and reviewed annually?

Is senior management committed to the

psychological health and safety program?

In staff meetings, is psychological health and safety

an agenda item?

Are employees encouraged to participate in

psychological health and safety initiatives?

Are all psychological incidents & hazards reported,

recorded and investigated?

Is there specific psychological supports in the Early

and Safe Return To Work program?

Facility/Section/Area:

Name of Person Conducting Inspection:

Date of Inspection:

Date of Next Inspection:

**Checklist continues for Job-Specific Hazards

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Prevention, Intervention and Recovery in the Context of COVID-19

Psychological Health and

Safety Program

PHS Program impact on COVID-19 related Job Factors

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• Increased exposure to

workplace hazards (biological)

• Change in work hours (increase

/ decrease)

• Possible work outside of scope

• Change in work environment

• Decreased communication

(remote work)

• Unclear leadership expectations

• Increase / decreased workload

• Blurred lines between work and

home life

Work Factors

Safety ManagementOrganizational Commitment

Policies – PHS, PHSC

Emergency Plan

Recognition program for PHS

JHSC

Risk ManagementHazard Recognition, Assessment and Control for

organizational and job-specific PHS Hazards

PHS Hazard Communication to workers

Procedures and Safe work plans

JHSC Inspections

Training and EducationGeneral MH Awareness Training

PHS training for New Workers

Advanced Mental Health training for workers and

supervisors

Hazard-specific MH training

Job-specific MH training

Peer Support

Peer support program for formalized

internal support and debriefing for

workplaces with higher rates of

psychological hazard exposure

PHS Program impact on COVID-19 related Job Factors

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• Multiple demands on working

parents

• Increased cognitive demands /

mental load

• Reduced access to child-care

• Struggle with social isolation

• Decreased MH support

• Anxiety over uncertainty

• Unable to access or care for

loved ones (elder care)

• Exposure to domestic violence

Personal Factors

Incident ResponseResponse process and procedures to

psychological incidents including Bullying,

Harassment and Violence

Worker SupportsCommunity supports and treatment Employer and

Family Assistance Program

Psychological Benefits

Specialized internal support response to psychological

hazards

Supervisor ResponseSupervisor response process to worker

signs and symptoms of mental ill health:

Workplace and Job-Specific

Peer SupportPeer support program for formalized internal support

and debriefing for workplaces with higher rates of

psychological hazard exposure

RTW post-injurySupport for workers after MH injury:

Job matching considerations for cognitive and

psychological job demands and functional

abilities

Engagement of peer support

Specialized on-site support during RTW or SAW

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Moving Forward

Supporting workers beyond

COVID-19

Psychological Health and Safety Program: Continual Improvement

Safety Management

Organizational

Commitment

Policies – PHS, PHSC

Emergency Plan

Recognition program for

PHS

JHSC

01

02

01

02

01

02

Incident Reporting and

Investigation

Psychological incidents

included in incident reporting

system

Fully functioning incident

reporting and investigation

process for psychological

incidents

03

Risk Management

Hazard Recognition, Assessment and

Control for organizational and job-

specific PHS Hazards

PHS Hazard Communication to workers

Procedures and Safe work plans

JHSC Inspections

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Training and Education

General MH Awareness Training

PHS training for New Workers

Advanced Mental Health training

for workers and supervisors

Hazard-specific MH training

Job-specific MH training

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Incident Response

Response process and

procedures to

psychological incidents

including Bullying,

Harassment and Violence

Worker Supports

Community supports and treatment

Employer and Family Assistance

Program

Psychological Benefits

Specialized internal support

response to psychological hazards

Supervisor Response

Supervisor response process

to worker signs and

symptoms of mental ill

health:

Workplace and Job-Specific

Peer Support

Peer support program for

formalized internal support and

debriefing for workplaces with

higher rates of psychological

hazard exposure

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RTW Training

Supervisor RTW roles and

responsibilities

MH-specific RTW training

General worker RTW roles

and responsibilities

Worker RTW for MH

absences

Post-Incident Response

Formal Incident debriefing process:

Online screening tools

PTSD exposure screening

EFAP resources

On-site debrief process in place

Peer Support initiated

RTW post-injury

Support for workers after MH

injury:

Job matching considerations

for cognitive and psychological

job demands and functional

abilities

Engagement of peer support

Specialized on-site support

during RTW or SAW

Program Audit:

Evaluation and

Continual

Improvement

CSA Z1003 Audit Tool

Prevention Intervention Recovery

Psychological Health and Safety Framework

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@PSHSA.ca

Public Services Health and

Safety Association on LinkedIn

Connect with us:

Phone: 416.250.2131

Toll free: 1.877.250.7444

YouTube.com/PSHSA

Instragram.com/PSHSA

Thank You!

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Tegan Slot, R.Kin MSc PhD CRSP Health and Safety Consultant

Public Services Health & Safety Association Mobile: 613.299.2924 Email: tslot@pshsa.ca