1. / 1 Common vs. Promising Practices – So far The following observations (common practices) are anecdotal and come from the organizations involved in the case study project. These should not be considered as data or objective findings. They are meant to give the audience a flavor of the commonly seen practices implemented by case study organizations and how those practices fair against promising practices according to field experts, such as Excellence Canada, Canada’s Safest Employers, Expert Panel etc. MHCC’s official recommendations will come after the end of the case study project (in 2017)

2. / 2 Reasons for Implementing the Standard Be recognized as a leading employer in Canada “It is the right thing to do…” Identified mental health as a top priority within other strategic priorities Increase awareness of psychological safety Decrease the stigma associated with mental illness Increase productivity and decrease absenteeism Respond effectively to staff concerns Assist the organization and staff to deal with changes in the industry Improve patient care as the result of supporting a healthier and more resilient workforce (specific to health care) Enhance the health and safety of employees by expanding on existing occupational health and safety related activities Address gaps and decrease costs associated with mental health issues, e.g. increasing rates of STD/LTD etc. Better understand the workplace challenges faced by employees with mental health problems

3. / 3 Life Cycle of the Standard 4.3. Planning 4.4. Implementation 4.5. Evaluation and Corrective Action 4.2. Commitment, Leadership and Participation Source: The National Standard of Canada for Psychological Health and Safety in the Workplace -Identify hazards and their related risks -Process and review -Identify the impact of psychological health and safety concerns in the workplace -Data collection -Diversity -Objectives and targets -Managing change -Identify hazards and their related risks -Process and review -Identify the impact of psychological health and safety concerns in the workplace -Data collection -Diversity -Objectives and targets -Managing change -Infrastructure and resources -Preventive and protective measures -Education, awareness, communication -Sponsorship, engagement and change management -Implementation governance -Competence and training -Critical event preparedness -Reporting and investigations -External parties -Infrastructure and resources -Preventive and protective measures -Education, awareness, communication -Sponsorship, engagement and change management -Implementation governance -Competence and training -Critical event preparedness -Reporting and investigations -External parties -Monitoring and measurement -Internal audits -Preventive and corrective action -Monitoring and measurement -Internal audits -Preventive and corrective action -Roles and responsibilities -Worker consultation -Inclusive policy and process development -confidentiality -Roles and responsibilities -Worker consultation -Inclusive policy and process development -confidentiality

4. / 4 4.2. Commitment, Leadership and Participation Commonly Seen PracticesPromising Practices Opportunities -Strong support of senior leadership -A cross functional project team such as, Joint Occupational Health and Safety Committee, Mental Health At Work Group, Joint Labour Management Classification Committee, Community of Action group, etc. -Leverage existing workplace policies that promote a psychologically healthy and safe work environment, such as harassment and bullying, code of conduct, workplace harassment and discrimination, violence in the workplace etc. -Alignment of psychological health and safety within organization’s strategic priorities -Full compliance with current Occupational Health & Safety requirements and regulations -Motivated and committed workforce with considerable mental health literacy -Organizational culture values learning, quality improvement, open communication and balance -Dedicated budget for healthy workplace/health promotion programs Challenges -Due to prior initiatives and compliance with Standards, some standard ‘fatigue’ -Significant re-organization -No official support system in small organizations -Strategic alignment of mental health at work: stakeholder engagement and communication strategy (i.e., ‘connect the dots’ for all staff on, priorities, programs and initiatives) -Using existing employee committees, e.g. joint health and safety committee or formation of psychological health and safety management committee with representation from unions, workers, management, and various departments -Build into policies -Indicate that all stakeholders participate/be involved -Provide necessary resources -Align with ethics and values -Continuous learning culture (i.e. learning and development embedded in culture and performance management structures/processes) -Leaders among the organization that support/reinforce commitment this change is supported -Support organizational culture in a positive way -Help to engage workers and their reps where required -Shared responsibility

5. / 5 4.3. Planning Commonly Seen PracticesPromising Practices Opportunities -Ongoing monitoring key indicators, such as: benefits awareness and utilization, relevant policies and processes, short and long term disability, participation rates in training programs, employee engagement, sick and vacation days, return to work and accommodation policies and procedures, information on work related accidents, incidents or injuries -Ongoing Employee input gathering through various instruments, such as Guarding Minds @Work, bullying surveys, employee safety perception surveys, B.E.S.T. survey, Stress Satisfaction Index Survey (SSIX), provincial employee engagement surveys, focus groups, Situational Assessment survey, etc. Challenges -Lack of interface between current data collection platforms -Difficult to confirm whether data, such as attendance records, is related to mental health. -Limited resources -Challenges in providing support for staff working in higher risk communities -Exit interviews are infrequently done -Outdate processes related to gathering complaints and grievances -Multiple work sites, departments, unions etc. -Shift workers -Policies and procedures with regard to psychological health and safety – either absent or imprecisely formulated and confusing -Competing organizational priorities -Ongoing employee input gathering to assess current state on 13 psychological risk factors -National Standard of Canada for Psychological Health and Safety in the Workplace, section 4.3.4. and 4.3.5 lists the various indicators and hazards to consider. -Integrated risk management (i.e., psychological health and safety risk assessment integrated into enterprise health risk assessment/management processes) -Ongoing collection of employee input, e.g. Guarding Minds at Work, SSIX etc. -Health scorecard, including mental heath: mental health dashboard, mental health on strategic scorecard as a major goal, business intelligence portal, people dashboard that includes wellness matrices and benefit indicators -Integrated health planning/model approach (e.g. integration of mental health into governance model, integrated quality and safety plan including psychological health and safety in the workplace, ‘people’ plan, etc.) -Health, Safety and wellness competency – integrating health, safety and wellness, including psychological health and safety into performance expectations/leadership competency

6. / 6 4.4. Implementation Commonly Seen PracticesPromising Practices Opportunities -Wellness initiatives such as gym membership, walking, lunch and learn, stress management training, self-care tools, etc. -Benefits Plans, e.g. prescription drug plan, EFAP, psychological treatment etc. -Staff Charter with respect to sustaining a respectful workplace -Flexible work schedule -Individual/group debriefing and analysis following a ‘critical incident’ at all levels of an impacted team -Timeout opportunities to allow people to “bounce back” -Development and implementation of an Integrated Disability Management Program, a return-to-work program -Employee and management training programs such as Mental Health First Aid, The Working Mind, Mental Health Works, ‘Not Myself Today’ campaign etc. -Undertaking complementary HS initiatives such as Path to Zero and Safety 24/7 -Communication of survey results and action plan to the entire organization -Implementation of conflict management programs -Recruitment and development practices strive to identify and utilize the particular skill set and strengths of employees Challenges -Collecting necessary information in a timely manner -Limited leadership competency related to mental/workplace health -Training: Well recognized mental health trainings. -Enhanced employee health benefits (i.e., psychological services, health leave benefits, wellness and health spending accounts) -Enhanced Return to Work / Recovery program (i.e., investing in ‘Accommodation Lead’/Specialist role, management training in RTW and Accommodation programs), -Diversity Plan (i.e., Disability Advisory committee, Diversity Inclusion index for employee survey, etc.), -Peer support program, procedures or policies -Continued effective communication with workers to enhance ongoing commitment and collaboration -Management awareness and understanding of mental health in the workplace (i.e., primary focus on management training in mental health issues; and purposeful involvement of management in the 13 factors risk assessment, planning, developing priorities and programs and indicators to measure effectiveness of mental health programs/interventions in the workplace)

7. / 7 4.5. Evaluation and Corrective Action Commonly Seen PracticesPromising Practices Opportunities -Measurement and evaluation of program outcomes and adjusting as necessary -Development of action plans in order to measure and achieve program improvements -Determine the extent to which PHSMS policy, objectives and targets are being met -Provide data on PHSMS performance and results “PHS Scorecard” -Determine whether day-to-day arrangements for hazard and risk identification, assessment, mitigation, and elimination or control are in place and operating effectively -Provide the basis for decisions about improvements to PHSMS -National Standard of Canada for Psychological Health and Safety in the Workplace, section 4.3.5 lists the various indicators employers can consider to evaluate current state -National Standard of Canada for Psychological Health and Safety in the Workplace, Annex E – sample audit tool that can be used by organizations to conduct internal audits to highlight those areas that require further work to meet the requirements of the Standard -Monitor and measure results of interventions such as return-to-work programs, policies, procedures, training, change management processes and recovery program etc., baseline assessment of psychological risk factors, leadership engagement with the PHSMS, aggregate data from health risk assessments etc. -Take preventive and corrective action to address PHSMS non-conformances and inadequately controlled hazards and their related risks -Identify newly created hazards resulting from preventive and corrective actions -Implement initiatives to prevent recurrences of hazards -For more information, refer to section 4.5 of the Standard