1. A NEW ROADMAP TOWARDS PSYCHOLOGICAL HEALTH AND SAFETY FOR ORGANIZATIONS IN CANADA Robin Ward Canadian Mental Health Association – NB Division

2. CMHA in NB A national charity with 60 years in NB, creating solutions with communities and in workplaces Policies and programs anchored in evidence and informed by people’s personal experience We work towards mental health for all 16 staff serving over 100 communities throughout NB

3. Our History as a leader We tackle mental illness as a compelling business issue We continue to address the need for equitable treatment of people with mental illness by providing workplace and general public mental health training sessions and programs to thousands of participants every year

4. What we know… The workplace impacts our mental health A supportive workplace is a healthy and productive workplace Psychological safety at work is a natural extension of physical health and safety This is a cultural shift and a new way of thinking about work

5. Why is such a Standard needed Serious harm is being done to workers that could be prevented or significantly reduced This harm is referred to as “mental injury” Mental injury is a significant but largely ungoverned risk for both workers and employers

6. Preventable workplace mental injury costs in Canada, per annum: Direct employers costs up to $2.75 billion Costs transferred to society up to $8.35 billion Total costs up to $ 11 billion Up to 1/3 of these costs are avoidable!

7. Legal Landscape is changing Emerging legal duty – “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’; merging of various legal rulings in favor of employee who has been mental injured at work Damages awarded for mental health injuries up by 700% in last 5 years Emerging new regulations One in which every practical effort is made to avoid reasonably foreseeable injury to the metal health of employees (Shain 2009) Perfect Legal Storm; merging of various legal ruligs in favor of employee who has been mentall injured at work Damages awarded for Mental Health injuries up by 700% in last 5 years

8. Organizational Challenges and Risks Changing and increasing workplace demands with fewer resources Lack of training for managers to address complex issues Management approaches to interpersonal problems are ineffective High workplace mental health risk factors, low protective factors Systemic stigma and discrimination Lack of disability management

9. Freely available from the Canadian Standards Assn. at www.csa.ca/ Z1003

10. What is the purpose of the Standard? Provides a framework to create and continually improve workplaces, striving to make them psychologically healthy and safe. Provides guidance on putting into place a documented and systematic approach: Establish a psychological health and safety management system (PHS) Establish a management review to measure progress

11. The business case for improving workplace Psychological Health and Safety Risk mitigation Cost effectiveness Recruitment and retention Organizational excellence and sustainability

12. Thirteen psychosocial factors 1. Psychological support 2. Organizational culture 3. Clear leadership & expectations 5. Psychological competencies and requirements 4. Civility & respect 6. Growth & development 7. Recognition and reward 8. Involvement and influence 9. Workload management 10. Engagement 11. Balance 12. Psychological protection 13. Protection of physical safety

13. Contents of National Standard Commitment, leadership and participation Planning Implementation Evaluation and corrective action Management review Annexes

14. Standard Step 1: Commitment, leadership and participation Roles and responsibilities Worker consultation Inclusive policy and process development Confidentiality

15. Standard Step 2: Planning Identify hazards and risks—what are the potential costs of doing nothing? Process and review Data collection Diversity Objectives and targets Managing change

16. Standard Step 3: Implementation Infrastructure and resources Preventive and protective measures Education, awareness, communication Sponsorship, engagement, change management Implementation governance Competence and training Critical event preparedness Reporting and investigations External parties

17. Standard Step 4: Evaluation and Corrective Action Monitoring and measurement Internal audits Preventive and corrective action

18. Standard Step 5: Management review Review process Outcome of the review process Return to Step 1 in continuous improvement process

19. Standard: Annexes A.Additional background information B.Resources for building a Psychological Health and Safety framework C.Sample implementation methods D.Implementation scenarios for small and large enterprises E.Sample audit tool F.Discussion of relevant legislation or regulation G.Related standards and guides

20. What can your organization do? Read the Standard and the annexes Engage senior management and other key leaders from all levels Ensure you have a champion (or a few) Use available tools to assess your current situation (e.g., Guarding Minds @ Work) and existing policies, practices, systems Develop a policy statement around workplace psychological health and safety Implement, review and continuously improve

21. What we know Approx. 1 in 5 of us experiences a mental health issue or addiction every year–and the remaining 4 are involved as family, friends, co-workers, employers, employees Most of us will have episodes between the ages of 18 and 65—during our working years

22. What we know… Mental health problems are driving disability rates (30% as primary cause and 80- 85% as a relevant factor) Central nervous system medications - second highest cost driver for drugs, after cardiovascular drugs. Unlike cardiovascular drugs, they are increasing year over year

23. Early identification and effective treatment of mental health problem = reduction in disability time = reduction in frequency and severity of symptoms And improves probability of return to well-being and high levels of productivity! What we know…

24. Why organizations should care: Performance 66% of companies with highly effective Health and Productivity programs perform better than their competitors Highly effective organizations o Commit to importance of health and its impact on the business in goals and in their values o Establish managers and leaders as role models for healthful lifestyles o Focus on mental as well as physical health

25. Let’s focus on solutions at work At the individual level: o Implementing best practices for prevention of disability and return to health and ability o Employee-centered with goal of helping employee be well, stay well, and be productive at work At the organizational level: o Both prevention of harm (Bill 14) and promotion of health o Understanding and implementing National Standard for Workplace Psychological Health and Safety

26. Why invest in training, workshops and knowledge Disconnect* o 81% of managers feel comfortable discussing mental health issues with staff o 26% of employees think manager is effective 75%* of managers treat sudden change in employee's behaviour as performance management or “wait and see” Only 21%* would discuss issue with employee and direct to resources Managers need and want training* in dealing effectively with mental health issues in the workplace o Prevention of bullying and harassment o Promotion of psychologically healthy worksites o Legal duty to accommodate o Handling difficult conversations o Helping employee to stay productive o Creating inclusive workplaces * Results from Conference Board report, June 2011

27. CMHA helps employers and unions with knowledge, tools, and support Training to help managers and union reps help workers New workshops to ensure workplaces are psychologically safe and free from bullying or harassment Increased knowledge of how to promote mentally healthy workplaces, for the benefit of all who work in them

28. Let’s work together!