workplace psychological health and safety a px for success · workplace psychological health and...

Workplace Psychological Health and Safety

A Px for Success

St. John’s, Newfoundland and Labrador,

June 2017

Ian M. F. Arnold M.D., MSc, DOHS, CSPQ, FRCPC, FCBOM, CEA, CRSP

Consultant in Workplace Health and Safety

Note – DRAFT - subject to change prior to presentation

My apologies for standing between you and your lunch break –

LEARNING OBJECTIVES - Following this presentation,

participants will:

• Gain an understanding of the background and main tenants of

the Canadian National Standard on Psychological Health and

Safety in the Workplace;

• Learn about what works and what doesn’t from the results of a

case study of 40 Canadian companies that were early adopters

of the Standard;

• Understand how occupational health practitioners can facilitate

return to work and staying at work for workers with mental

health concerns;

• Know more about the role of Workplace Peer Support in

assisting workers in the workplace.


participants will:

• Gain an understanding of the background and main

tenants of the Canadian National Standard on

Psychological Health and Safety in the Workplace;


case study of 40 Canadian companies that were early adopters of

the Standard;


return to work and staying at work for workers with mental health

concerns;

• Know more about the role of Workplace Peer Support in assisting

workers in the workplace.

Hearts

Content

Cable

Station,

Trinity Bay

1906

Hearts Content

Cable Station:

The outbreak of

World War 1 led

to a shortage of

male recruits;

hiring practices

changed.

- Harassment

risks ?

Many Factors impact Psychological Health and Safety

Workplace and Workforce

Psychological Health and Safety

Social Factors

Physical Factors

Individual Factors

Environmental Factors

Psychological

Support

Organizational Culture

Clear Leadership &

Expectations

Civility & Respect

Psychological

Demands

Growth &

Development

Recognition &

Reward

Involvement &

Influence

Workload

Management

Engagement

Balance

Psychological

Protection

Supportive

Physical

Environment

Validated Factors that Impact our Mental Health at Work

Think of a time when you were most stressed at work – Why?

What was going on with your:

boss

co-workers

role or tasks

Which of these Factors were at play?

Psychological Support


Clear Leadership & Expectations

Civility & Respect

Psychological Competencies &

Requirements

Growth & Development

Recognition & Reward

Involvement & Influence

Workload Management

Engagement Balance Psychological

Protection

Protection of Physical Safety

Other Chronic Stressors

Think of a time when you were most energized at work – Why?

What was going on with your:

boss

co-workers

role or tasks

Which of these Factors were at play?

Psychological Support


Clear Leadership & Expectations

Civility & Respect

Psychological Competencies &

Requirements

Growth & Development

Recognition & Reward

Involvement & Influence

Workload Management

Engagement Balance Psychological

Protection

Protection of Physical Safety

Other Chronic Stressors

A framework to:

• Identify factors (hazards) that impact psychological health and safety;

• Assess risks related to the identified factors;

• Take steps to eliminate or reduce risk to workers;

• Put in place preventive and protective measures;

• Evaluate results and continually address concerns.

What is a PH and S Standard ?

Purpose of the PH and S Standard

Prevent psychological harm from conditions in the

workplace.

The mentally

healthy workplace The “toxic work-place”

A sustainable

workplace –

psychologically and

physically healthy,

safe, and productive

An unsustainable

workplace – poor worker

health and safety

experience, and tumbling

productivity

Measured

Workplace

status

Promote psychological

health in the workplace.

Aligned with existing standards and tools: ISO 14000,

OHSAS 18000, CSA Z1000, BNQ 9700-800/2008

National Standard of Canada on Psychological Health and Safety in the Workplace

• Published January 16, 2013;

• Developed by 33 Technical Committee volunteers with diverse interests – OH docs included: Ian Arnold, David Brown, Niels Koehncke, Mario Messier, OHNs were Louise Roy, Judy Nielsen, and Drew Sousa

• Available free worldwide until 2018;

French version is also available from CSA’s French website

CSA BNQ

www.csa.ca/z1003

English : www.bnq.qc.ca/can-csaz1003-bnq9700-803/en French: www.bnq.qc.ca/can-csaz1003-bnq9700-803/fr

http://www.csa.ca/z1003

http://www.csa.ca/z1003

http://www.bnq.qc.ca/can-csaz1003-bnq9700-803/en







http://www.bnq.qc.ca/can-csaz1003-bnq9700-803/fr







PHS Management System - Basic approach

4.1 General, “Plan-Do-Check-Act”:

Establish, document, implement, maintain, and continually improve a Psychological Health and Safety Management System (PHSMS);

5 steps to follow: Commitment, Leadership, and Participation; Planning; Implementation; Evaluation and Corrective Action; Management Review and Continual Improvement;

Several informative annexes - including case studies and a sample audit guide.

Implementation – A Journey - Key Learnings to date:

Results are staggering:

• Now over 38,000 downloads of the Standard – especially Health Care; Government / Judicial / Policing; and Education sectors!

• CSA’s guidelines - “Assembling the Pieces” – almost 9,000 copies;

Recent Paper – “Workplace mental health: An international review of

guidelines” by Kate Memish et al* – Preventive Medicine – in press;

• 20 guidelines for employers to detect, prevent, and manage mental health problems in the workplace were reviewed;

• In the summary of Quality assessment across each domain of the included guidelines, the Canadian Standard ranked # 1/20.

* https://www.ncbi.nlm.nih.gov/pubmed/28347696


participants will:

• Gain an understanding of the background and main tenants of the

Canadian National Standard on Psychological Health and Safety

in the Workplace;

• Learn about what works and what doesn’t from the

results of a case study of 40 Canadian companies that

were early adopters of the Standard;



concerns;



National Case Study Project * on Implementing the Standard

(Feb 2014 - March 2017)

Study Purposes:

• Break down barriers to implementation and identify gaps and

challenges;

• Determine promising practices;

• Build a strong business case for implementation;

• Inform future revisions to the Standard;

• Identify tools/resources to help with implementation;

• Create a blueprint for future organizations that wish to implement

the Standard.

* Case Study funded and coordinated by the MHCC, some presentation content courtesy of MHCC

Case Study Project (Feb 2014 - March 2017)

Researchers:

Dr. Merv Gilbert, Dr. Dan Bilsker, Dr. Elliot Goldner, Caroline Biron,

Kevin Kelloway PhD, Mike Teed, PhD, Lindsay Vine, Rebecca Zappelli

Expert Panel:

Dr. Ian Arnold, Mary Ann Baynton, Claudine Ducharme, François Legault

Dr. Martin Shain

Steering Committee: Charles Bruce, Jill Collins, Sarika Gundu, François Campeau, Dr. Mario

Messier, Shane Rhodes, Mike Schwartz

Participating Organizations

Define a business case

Ensure commitment throughout

the organization

Communicate widely and

effectively

Build a psychological health and

safety culture

Ensure adequate resources for

implementation

Select the best actions for

your organization

Consider psychological

health and safety in times

of change

Measure the impact of

implementing the Standard

Sustain implementation

efforts

Nine Promising Practices Identified

Three key lessons learned

Ensure commitment throughout the organization:

Commitment includes:

• Transformational leadership;

• Employee engagement at all levels of the

organization;

• Clarity of implementation objectives;

• Resources.

Communicate widely and effectively:

Effective communication includes:

• Ongoing dissemination of information about psychological

health and safety initiatives;

• Use of psychological health and safety language;

• Assessment of employee awareness (and trust).

Select actions that fit your organizational needs:

Successful and sustained implementation occurs

when actions are:

• Based on commitment and planning;

• Supported by evidence of effectiveness;

• Customized to fit the organization;

• Evaluated and communicated.

Implementation Progress

60% 61% 68%

40% 42%

55%

68% 71%

66%

47% 48%

65%

75% 78%

74%

58% 59%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Commitment,leadership andparticipation

Planning Implementation Evaluation andcorrective action

Managementreview

OverallAd

her

ence

Sco

res

in %

Elements of Implementation

Participating Organizations' Achievement Scores (aggregate) on the Implementation Phases of the Standard

Baseline Interim Final

Tools and Resources

• Implementation guide, Assembling the Pieces (CSA -

http://www.csagroup.org/documents/codes-and-standards/publications/SPE-Z1003-Guidebook.pdf );

• Illustrated videos on the workplace factors impacting mental health

(http://www.mentalhealthcommission.ca/English/13-factors-addressing-mental-health-workplace );

• Audit tool for the National Standard

(https://www.workplacestrategiesformentalhealth.com/pdf/Sample_Audit_Tool_English.pdf )

• Employer toolkit in development;

• Employee orientation tool in development;

http://www.csagroup.org/documents/codes-and-standards/publications/SPE-Z1003-Guidebook.pdf










http://www.mentalhealthcommission.ca/English/13-factors-addressing-mental-health-workplace












https://www.workplacestrategiesformentalhealth.com/pdf/Sample_Audit_Tool_English.pdf

• A structure exists to help guide your workplace mental health

strategy;

• Research shows it can be effectively implemented;

• You have already started on your journey;

• There are lots of existing tools and resources to help you

move forward.

Key Takeaways from the National Standard Case Study

In Summary

• The workplace is not always part of the problem, but it can always be part of the solution - Everyone needs to support and adopt the Standard;

• A positive approach to workplace PH and S is a positive value proposition – workplaces/workers with good psychological health do better in all performance parameters – health, safety, environment, financial return;

• The Standard is voluntary – good practice for organizations and leaders seeking solid guidance;

• The Standard provides necessary guidance to establish and maintain an effective PHS system – doing the planning means effective action;

• Implementation will be a journey;

• Numerous resources are available to help.


participants will:



in the Workplace;



the Standard;

• Understand how occupational health practitioners can

facilitate return to work and staying at work for workers

with mental health concerns;



Supporting Employee Success

Developed by four occupational health professionals at the request of the Great West Life Centre for Mental Health in the Workplace:

• Dr. Ian Arnold,

• Suzanne Arnold, PhD,

• Dr. David Brown;

• Dr. David Posen

21,000 printed copies distributed + > 6,000 downloads; 92.5% in

English, 7.5% in French


Three basic tenets are necessary for success:

• Employer is committed to accommodating the employee through an ongoing collaborative process;

• The employee wants to stay at work/return to work and will strive to do the job with accommodations;

• Job expectations and requirements of the job are clearly understood.


Supporting Employee Success is a process that:

• Involves the employee, the employer, and the health care professional in a thoughtful approach to finding accommodations that may best support success for the employee;

• Helps assess work-related triggers for emotional or cognitive issues;

• Considers specific workplace factors that can have an impact on the psychological well-being of the employee;

• Fully explores job and task expectations of the individual employee;


Cont’d - Supporting Employee Success is a process that:

• Facilitates the employee’s well-being while meeting the requirement for a safe and productive workplace;

• Can be used by itself or within an existing process;

• Follows a sequence of events to gather information using a set of fillable .pdf forms that are filled in;

• Passes forms back and forth from employer to employee and health care professional.


What’s different from just getting the Doctor’s Note?

• The health care professional is provided with more relevant

information about workplace requirements that may impact

psychological health;

• The focus is on capabilities and competencies related to

workplace function rather than on diagnosis or symptoms;

• Provides constructive suggestions to facilitate a successful

return to work – the final decision for RTW is made by the

employer based on the outcome of the process.


Other ideas on using SES:

• Use specific expectations to deal with performance issues, even

when mental health is not a factor;

• Use it as prevention of disability by solving work issues before

they become insurmountable;

• Send the employer part to the manager to complete and the

employee part to the employee. Bring them together for the

occupational health professional to do the final piece;

• Introducing the resource to all employees as part of

orientation/training so that they are aware of it before it is

necessary to use it.


Check it out

All resources are free

Use them to help make a difference

www.workplacestrategiesformentalhealth.com

http://www.workplacestrategiesformentalhealth.com/


participants will:



in the Workplace;



the Standard;



concerns;

• Know more about the role of Workplace Peer Support in

assisting workers in the workplace.

Peer supporters:

• People with lived experience of mental health conditions, who may or may not have ongoing symptoms;

• Family members/loved ones of those with personal lived experience;

• Role is to provide support to others facing similar difficulties;

Peer Support – A New Workplace Option

Peer support offers:

• Emotional support

• Social support

• Information

• Hope


“Peer support works because people who have experience with mental

health problems and illnesses can offer support, encouragement, and

hope to each other when facing similar situations. Peer support can be

offered wherever people need it – at peer-run organizations, workplaces,

schools or health care settings.”

(Mental Health Commission of Canada, Changing directions, changing lives: The mental health strategy for Canada, 2012,

Priority 3.4, p. 70)

CAHO report “Implementing the Transitional Discharge Model (TDM)”

• Study run by Dr. Cheryl Forchuk;

• Provides strong evidence for the value of Peer Support as part of TDM;

• Savings per site approximately $ 2.9 million with an implementation

cost per site of ~ $ 80 thousand;

• If TDM implemented Ontario wide: > $ 632 million potential savings in

hospitalization.

Peer Support – Update

• Health Care – peer supporters being embedded as full members of mental health care teams in some provinces – several are certified peer supporters;

• Peer supporters now involved in workplace Peer Support including: NavCanada, Durham Regional Police Services; Canadian Food Inspection Agency; Many other workplaces also in the process of instituting Peer Supporter processes;

• Two biannual conferences have been held (2014 – Halifax; 2016 – Toronto) – both sold out with over 400 participants at each conference;

• Peer Support Canada has certified 35 peer supporters (43*) and 6 peer support mentors (6*) (* additional in process).


Peer Support Accreditation and Certification (Canada) [PSACC]

• Now known as Peer Support Canada – a registered charity;

• Charitable organization providing national certification and accreditation services based on with nationally endorsed standards of practice for mental health peer supporters;

• Mandate includes undertaking research and evaluation;

• Despite evident success and many words of encouragement from industry, politicians, and the general public, core funding has been increasingly difficult to obtain.

• Have a look - https://psac-canada.com/

https://psac-canada.com/




Thank you for your participation –

enjoy your lunch!

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