PSYCHOLOGICAL HEALTH & SAFETY

PSYCHOLOGICAL HEALTH & SAFETY

AN ACTION GUIDE FOR EMPLOYERS

January 2012

Acknowledgements

The MHCC would like to acknowledge the authors of this report: Merv Gilbert PhD and Dan Bilsker PhD

from the Centre for Applied Research in Mental Health and Addiction Simon Fraser University

The views represented herein solely represent the views of the Mental Health Commission of Canada. Production of this document is made possible through a financial contribution from Health Canada. ? 2012 by the Mental Health Commission of Canada and the Centre for Applied Research in Mental Health & Addiction. All rights reserved.

Table of Contents

01

Preface

02

Introduction

03

About the Guide

04

The P6 Framework and ISO Format

06

Policy

07

Obtain Endorsement from Organizational Leaders

08

Build the Action Team

09

Communicate the Policy

11

Planning

12

Gather the Facts

13

Survey Your Employees

14

Measure Readiness to Change

15

Promotion

16

Build Employee Resilience

17

Create a Respectful Workplace

18

Enhance Mental Health Knowledge

20

Prevention

21

Primary Prevention

22

Use a Ph&S Lens for Job Design and Employee Selection

23

Provide Stress Management Training

24

Support Work-Home Balance

26

Secondary Prevention

27

Provide Self-Care Tools

28

Provide Manager Training

29

Provide Early Intervention Through EFAP

31

Tertiary Prevention

32

Support Staying at Work

33

Ensure Access to Psychological Treatment

34

Provide Coordinated Disability Management

36

Process

37

Plan Your Evaluation

38

Measure the Implementation Process

39

Measure Short - and Longer - Term Outcomes

41

Persistence

42

Support Champions and Communities of Practice

43

Create a Culture of Psychological Safety

44

Conduct PDCACycles

46

PH&S in Small Business

47

Psychological Health and Safety of Managers: A Critical Issue

48

Integrating Mental Health Care and the Workplace

50

Closing Comments

Psychological Health & Safety An action guide for employers | Preface

Preface

Mental health problems have a powerful and expanding impact in the workplace. As their burden on the public and private sectors in Canada increases, the management of workplace mental health issues will be of increasing importance. Yet, strategies for the assessment, prevention and treatment of mental health problems in the workplace are underdeveloped and underused. The gap between the need for and use of effective models can be partially explained by limited access to relevant knowledge. While there is considerable literature on the prevalence and nature of mental health problems in the workplace, practical solutions to these problems are harder to identify. To foster a pragmatic integrated approach to workplace mental health in Canada, the Workforce Advisory Committee (WAC) of the Mental Health Commission of Canada (MHCC) collaborated with the Centre for Applied Research in Mental Health and Addiction (CARMHA) at Simon Fraser University to examine the relevant scientific and `grey' literature on approaches to improving the mental health of employees. On the basis of this review, CARMHA has issued four companion documents: ? A technical report that provides an overview of the search strategies, results and categorization process used in reviewing the existing

peer-reviewed and grey literature with respect to workplace mental health ? A report reviewing select models for improving workplace mental health and providing recommendations for an integrated approach ? An employer's guide to improving mental health care in the workplace ? A plan for knowledge exchange to maximize dissemination and utilization of the findings and reports

01

Psychological Health & Safety An action guide for employers | Introduction

Introduction

This Action Guide is based on the idea of protecting employees' psychological health and safety. We are all familiar with the need to protect physical health and safety in the workplace; it is enshrined in Occupational Health and Safety (OH&S) regulations, legislation and business practice. Enormous progress has been made over the last 100 years in decreasing rates of accidents and illness related to risks posed by workplace conditions or worker behaviours.

But a new realization has dawned: the protection of workers also includes attending to their psychological (mental) health and safety (PH&S) in the workplace. Just as employers have worked with human resources professionals, occupational health experts and organized labour representatives to reduce workplace risks to physical health, many organizations are now similarly committed to identifying and reducing workplace risks of psychological injury or illness, for the same reasons: ? high rates of illness or injury leading to possible loss of skilled employees ? regulatory or legal sanctions for failing to recognize and make reasonable efforts to avert work-related injuries or incidents ? escalating costs related to increased benefits utilization, lost productivity, recruitment and replacement expenses, and insurance premiums ? negative impact on employee morale and engagement, customer and client relations, and organizational reputation

This has created the awareness that PH&S is a critical aspect of occupational health and safety. The aim is to create a psychologically healthy workplace, one that supports the psychological health of employees in a manner that also furthers the goals of the organization. Promoting psychological health for the entire workforce is an excellent strategy for reducing the risk of psychological harm. A psychologically healthy workplace helps keep workers safe, engaged and productive. Addressing psychological health and safety is critically important.

A good PH&S strategy benefits employers, affecting workforce stability, productivity, insurance costs, risk of legal or regulatory sanctions, and the financial bottom line. It also benefits employees, with an enormous impact upon their health, morale, worklife quality and ability to perform at their highest capacity. And, it is important to Canada, a country dependent on psychologically healthy workers and workplaces.

By accessing and using this guide, you demonstrate your commitment to protecting PH&S in your workplace. Whether your organization is in the early stages of planning a PH&S initiative or is building on existing programs, yours is amongst the forward-thinking Canadian workplaces that understand the connection between psychological health and productivity, sustainability and profitability. In times of rising workplace pressures (increased competitiveness, a faster pace and tighter economy), creating an environment where workers flourish benefits both the overall organization and the bottom line. Your organization's capacity to respond effectively to changing markets and new ways of doing business will be significantly enhanced if managers and staff are not hampered by poor psychological coping skills or mental health problems.

This action guide provides a logical approach to moving forward with PH&S strategies. We are still in an early stage of understanding this complex area, but we are making progress in identifying effective strategies through research and innovative workplace programs. This guide is based on the best and most comprehensive information currently available.

There will soon be a standard for psychological health and safety in the workplace, the National Standard of Canada for Psychological Health and Safety in the Workplace, scheduled for release in late 2012. This standard is based on the ISO standards format. The reader is advised to read the section of this Guide entitled "The P6 Framework and the ISO Format" to better understand the close relationship between the ideas discussed in the guidebook and the future Standard. The National Standard will establish a benchmark and ensure that this issue reaches the boardroom table. But the greatest progress will stem from workplaces across Canada taking action and using initiative, creativity and common sense to make a difference in PH&S. To be successful, these efforts will require commitment, collaboration and conversations amongst employees, employers, labour organizations and health care providers.

Your organization's efforts to enhance psychological health and safety will be transformative for employers and employees alike. When PH&S becomes a priority, everyone wins!

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