Presentation on theme: "Psychological Health and Safety –"— Presentation transcript:
1Psychological Health and Safety – OEMAC 29th Annual ConferenceNiagara on the LakePsychological Health and Safety –Catalyzing Workforce and Workplace ChangeIan M. F. ArnoldMD, MSc, DOHS,FRCPC, FCBOM, CSPQ, CRSP, CEA OEMAC, October 03, 20111
2Learning ObjectivesReview the work underway to catalyze change in workplace psychological health and safety;Understand the reasons for development of a workplace standard on psychological health and safety;Recognize the reasons for the use of a consensus based approach and the role of occupational health physicians and other stakeholders in the development of the standard;Learn about the current status of the standard and the needs and timetable for completion of the standard development.
3Six Strategic Initiatives that shape our direction on Workplace Psychological Health and Safety Employment opportunities and/or sustainable income for the Aspiring Workforce (“Aspiring Workforce” project - CAMH);Research project to define existing best practices “Integrated Approach to Workplace Mental Health” - SFU);MHCC peer support certification and accreditation process under the direction of Lt. Col. Stephane Grenier;Leadership Initiative – the business case;Review of the jurisprudence on psychological health and safety in the workplace (Dr. Martin Shain);Development of workplace standards for psychological health and safety.
4The “Aspiring Workforce” Project Understanding how to enhance employment opportunities and a sustainable income for the Aspiring Workforce;Led by the Centre for Addiction and Mental Health with U of T and Queens University – completion Jan ‘12Four components:Supported employment;Alternative business models (social enterprises);A new model of disability benefits;Mental health literacy for and about the Aspiring Workforce;Impact on OHPs – improved worker accommodation options, better mechanisms for managing disability, enhanced knowledge on psychological H and S.
5An Integrated Approach to Improving Workplace Mental Healthcare in Canada To identify/critically analyse current models and promising practices in workplace mental health;Conducted by Simon Fraser University;A 6P approach:Dissemination plan under development; nowUltimate deliverable of value to OHPs -“PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS”
6An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS POLICYCommitment by organizational leadership to enhance psychological health and safety through workplace interventionsPLANNINGDetermination of key mental health indicators across the organization, selection of actions, and specification of objectivesPROMOTIONActions taken to promote the general psychological health of the workforcePREVENTIONActions taken to prevent the occurrence of significant psychological problems or mental disorders -- may occur at the primary, secondary or tertiary levelPROCESSEvaluation of implementation and results of actions taken to enhance psychological health and safetyPERSISTENCESustainment of effective actions in a process of continuous improvement
7An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS Table of ContentsPREFACEINTRODUCTIONTHE P6 MODEL AND ISOPOLICYPLANNINGPROMOTIONPREVENTION – Primary, Secondary, TertiarySecondary PreventionProvide self-care toolsProvide manager trainingProvide early intervention through EFAPPROCESSPERSISTENCEPH&S IN SMALL BUSINESSPSYCHOLOGICAL HEALTH AND SAFETY OF MANAGERS: A CRITICAL ISSUEINTEGRATING MENTAL HEALTH CARE AND THE WORKPLACECLOSING COMMENTS
8An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS Provide manager training It is critical to give managers the knowledge and skillsWhy it mattersEmployees with patterns of declining or inconsistent job performance, interpersonal difficulties or other uncharacteristic behaviours mayHow it is doneSome larger organizations have developed manager training programs specific to their business or sector-- this may be useful if Useful toolsManaging Mental Health Matters, Great West Life Centre for Mental Health in the Workplace:What you need to know about mental health: a tool for managers, The Conference Board of Canada:A practical guide to managing and supporting people with mental health problems in the workplace:There is a spectrum in management styles – not everyone has to like everyone – a manager can be tough without being disrespectful.Labour Lawyer
9The Peer Project – Two 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.Defining the word peer:Peer is defined as a person of equal standing. In the context of providing peer support, the word peer is used in a broader sense to refer to people who share in common a mutual lived experience. However, in the field of mental health education it is necessary to define peer in a stricter sense as someone who is either a co-worker or a person who works in a similar organizational background, or someone of the same generation or cultural background who has suffered the effects of mental illness. The reason for this more precise definition is in relation to a concept referred to as “power differential.” Social power is the ability to influence others. There are natural power differentials in many (but not all) relationships, including those between parent and child, teacher and student, employer and employee, and health care practitioner and client. In theory and in ethical practice, the power differential is beneficial to the relationship, however when providing mental health education this power differential may prove, in many cases, to work against achieving the emotional resonance required to successfully transmit the understanding that people suffering from mental illnesses are “just like you and me”.
10Immediate focus on Peer Support 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.Defining the word peer:Peer is defined as a person of equal standing. In the context of providing peer support, the word peer is used in a broader sense to refer to people who share in common a mutual lived experience. However, in the field of mental health education it is necessary to define peer in a stricter sense as someone who is either a co-worker or a person who works in a similar organizational background, or someone of the same generation or cultural background who has suffered the effects of mental illness. The reason for this more precise definition is in relation to a concept referred to as “power differential.” Social power is the ability to influence others. There are natural power differentials in many (but not all) relationships, including those between parent and child, teacher and student, employer and employee, and health care practitioner and client. In theory and in ethical practice, the power differential is beneficial to the relationship, however when providing mental health education this power differential may prove, in many cases, to work against achieving the emotional resonance required to successfully transmit the understanding that people suffering from mental illnesses are “just like you and me”.
11Peer Project - Strategic Outcomes STANDARDS of PRACTICEACCREDITATION BODY –Sustainable approachEvaluation frameworkEVIDENCE BASEConsumer / Survivor engagementNote 1: Outreach to 600 peer support workers and agencies across Canada currently / actively engaged in helping shape the future of peer support through this project;
12The Intent of the Peer Project Create the conditions required to 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 help address the growing mental health needs;Value to the OHP – a new resource to help employees enhance their personal resiliency and better manage workplace psychological health and safety challenges.
13Targeted segment of the peer support continuum Examples of types of peer support include:Forensic inpatient servicesAcute inpatient servicesCommunity based NGOsRespite services and alternatives to acute inpatient stays Peer operated “warmlines”Primary mental health carePeer led trainingWorkplace peer support programsOthers as appropriateFuture certified peer support workersProfessionalFriendshipPeer SupportFormal InformalPeer PeerSupport Support
14What are standards of practice? Standards of practice establish the knowledge, competencies, training/education, experience and values of a given functionThe Canadian standards of practice for Peer Support will allow the voluntary certification of peer support workers. This credential will be transportable from coast to coastThe Canadian Peer Support standards of practice are being established based on a nationwide, comprehensive consultation process tapping into the wealth of knowledge and experience in this field
15Research based project The gathering of evidence-based data is required to promote the expanded use of peer supportA reliably consistent standard methodology (standards of practice) is required to allow the gathering of empirical data based on project evaluation resultsUnderpinned from the outset with outcomes based performance measurement and evaluation strategies(Ottawa U, Queens, Centre for Addiction and Mental Health, Centres for Disease Control and Prevention (CDC) Atlanta Georgia)
16Plan Phase I Phase II Phase III Standards of Practice (SoP) Consultation2010 / 2011Phase IIDevelopment2011 / 2012Phase IIIImplement / Evaluate & Adapt2012 / 2014Certification ServicesPolicy / Process / InfrastructureStandardsofPractice (SoP)Certification ValidationVolunteer community based peer support organisations such as the Nova Scotia Research Foundation; Manitoba Schizophrenia Association; BC Schizophrenia Association Vic.; Association Quebecoise en Readaptation Psycosociale;Ontario Peer Development InitiativeValuesSoP ManualHealthy Brains – Healthy BusinessPrinciple of PracticeCode of ConductCode of conductEvaluateExperiencePracticumCompetenciesAssessment Tools Baynton & AssWorkplace & MH System Demonstration sitePromising sites:Private SectorPublic SectorLaw Enforcement & First RespondersMH SystemKnowledgeSyllabus & ManualBCSS Vic BranchOrganisational QualitiesReadiness AssessmentCMHAEvaluation Methods& OutcomesEvaluation StrategyCDC – Deloitte – Ott U – CAMH - QueensEvaluate
17Driving Change in the Workplace The Aspiring Workforce Project The Integrated Approach – Guideline The Peer Project The MHCC Leadership Initiative;Developing the Business Case;Risk Management – the Shain Reports;The National Standard for Workplace Psychological Health and Safety.THESE TWO APPROACHES COMPLEMENT EACH OTHERIt is not a question of one or the other but rather one complementing the other.Both are of equal value to each other. The therapy is a session with a professional that helps you focus on the need and find ways to deal with the issue. The peer will help support the individual outside of that setting by helping the individual process the information and possibly support the individual on a daily basis whereas the therapist cannot provide that level of accessibility.There are many ways to approach an issue, EAP is one form of help, peer support is another, just as there are different types of learners and therefore different types of education methods, there are different types of support for people with Mental Health issues.EAP’s generally have a utilization rate between 5 to 10%, meaning that there are many people with Mental Health issues that are not accessing the services for a variety of reasons. Peer support is another form of support for employees with MH issues.Mental Health issues are on the rise and employers need to find innovative ways of dealing with these issues that complement more traditional methods of care. Organizations need to focus on multiple methods of offering support to employees to ensure integrated and comprehensive approaches for employees and managers.Significantly contributes to the well-being of the organization and fostering healthy workplaces.Ensures a more systemic approach to supporting employees.Peer support in this context is offered in situations of Mental Illness whereas EAP addresses a much broader spectrum of services than Mental Illness.
18Mental Health Leadership Initiative – Moving forward – A Work in Progress 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 Mental Health Leadership Initiative is a key strategic tool to drive acceptance of the next steps in improving workplace mental health and psychological safety;The Value to the OHP –Provides downloadable videos from senior labour, workplace, and organizational leaders and information on steps to take to move forward. Key point – the organization needs leadership support and a champion.
191. Corporate Social Responsibility 2. Cost Effectiveness The Business Case is Clear for improving Workplace Psychological Health and Safety1. Corporate Social ResponsibilityIncludes employees as well as external stakeholders2. Cost EffectivenessIn productivity as well as cost trend management3. Recruitment and RetentionThe competition for talent4. Risk ManagementOH&S, Human Rights, Disability Legislation19
20The Shain Reports - 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).
21Dr. Martin Shain said...“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.”“A psychologically safe workplace is no longer a “nice to do”. It is now a “must do”There is a rising tide of liability for employers who fail to provide a psychologically safe work environment;Employers lack the tools to assess and address workplace risks to psychological health and safety;21
22The Path to the present: A Standard for Psychological Health and Safety in the Workplace December MHCC/WAC, with Great West Life, held a 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, discussions 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;
23The Path to the present: A Standard for Psychological Health and Safety in the Workplace Funding for standard development – HRSDC is the lead with support from Health Canada and the Public Health Agency of Canada (PHAC) – January 2011;Support for MHCC specifically for this project also provided by Bell Canada – January 2011;The Standard development process is on a fast track -agreement with BNQ/CSA finalized in February 2011;4 of 5 Technical Committee meetings already held;Draft for 60 day public comment mid fall, 2011;Final draft March 2012;Release – June/July, 2012.
24The Path to the present: A Standard for Psychological Health and Safety in the Workplace Objective: to provide a methodology that will lead to measurable and sustainable improvements in psychological health and safety;Stand alone, voluntary standard;Will align with other international efforts - British Standards Institute Performance Standard (PAS 1010), OHSAS and CSA Z1000 and Z1002, and the BNQ Healthy Enterprises standard;Standard to follow the ISO framework.
25Factors impacting Workplace Psychological Health and Safety Physical FactorsSocial FactorsWorkplace and Workforce Psychological Health and SafetyIndividual FactorsEnvironmental Factors
26The Path to the present: The Technical committee Code Min Max Actual DescriptionEI Employee Interest e.g CAW, CLCGI General Interest - Samra, ShainOI Organizational Interest e.g. ACRP Regulatory/Policy/UnderwriterInterest e.g. HC, HRSDCSP Professional Services, e.g CMHA
27Key Areas Impacting Workplace Psychological Health and Safety Psychological Support,Organizational Culture,Clear leadership & expectations,Civility and respect,Psychological job fit,Growth and development,Recognition and reward,Involvement and influence,Workload management,Engagement,BalancePsychological protectionPositive physical environment
28The Path to the present: A Standard for Psychological Health and Safety in the Workplace – Features (DRAFT)The Standard will include a preface, an introduction, scope, normative references and definitions, the standard process, and several annexes;The process follows the ISO format;Commitment, Leadership, Participation;PlanningImplementation;Evaluation and Corrective Action;Management Review and Continual Improvement.The process respects the HIRARC principles – Hazard Identification, Risk Assessment Risk Control
29The Path to the present: A Standard for Psychological Health and Safety in the Workplace – Features (DRAFT)Five annexes are also included to help users:Annex A – Supplemental background informationAnnex B – Resource compendiumAnnex C – Sample audit toolAnnex D – A discussion of relevant legislation or regulation as of 2011Annex E - Related Standards and GuidesAnnex F - Annotated Bibliography
30Positive workforce and workplace change is on the way ConclusionsA systematic and sustainable approach for psychological health and safety, on a parallel with how physical health and safety is managed, is becoming a business and social imperative;The MHCC’s WAC is working with various partners to develop tools that will assist employees and employers to improve workplace mental health;These tools will provide Occupational Health Practitioners with new methods to deal with Psychological Health and Safety challenges in the modern workplace.Positive workforce and workplace change is on the way
31A selection of Canadian resources available on-line The MHCC Leadership Initiative:The Peer Support Project:The Shain Reports:Guarding Minds at Work:The Great West Life Centre for Mental Health:Working Through It – Stories of People dealing with workplace mental health issues:The Mental Health Commission of Canada (MHCC):The Service System Advisory Committee’s “Making the Case for Peer Support” (http://www.mentalhealthcommission.ca/SiteCollectionDocuments/peer/Service%20Systems%20AC%20-%20Peer%20support%20report%20EN.pdf )Workplace Strategies for Mental Health