Mental Health in the Workplace PowerPoint Presentation

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MENTAL HEALTH IN THE WORKPLACE

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What to expect This module is designed to educate engineers about the importance of mental health in the workplace, and its implications on health and safety and the everyday work life of engineers Completing the module will take approximately 90 - 120 minutes

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Learning objectives and outcomes In this module you will learn about mental health in the workplace Upon completion of the module, you will know: What mental health is and why it is important The implications of mental health in the workplace The 13 psychological and social (or Psychosocial) Risk Factors in the workplace Strategies and best practices for managing to achieve good mental health in the workplace

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BUt What about your own mental health? Every individual’s mental health and well-being matters, including your own! Before beginning this module, please note that although it is intended to be an educational tool, some of the topics discussed are sensitive in nature and may cause you to experience unpleasant emotions. If at any time (while completing the module, or at any other time) you feel that your mental health and well-being are suffering, we urge you to reach out for help. Many resources are available to you, some of which have been listed on the next slide. Too many people suffer in silence - It’s ok to get help!

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Some Mental health resources Canadian Association for Suicide Prevention (CASP) http://suicideprevention.ca/need-help/ Mental Health Helpline – 1-866-531-2600 http://www.mentalhealthhelpline.ca/ Student Services at your University (student counselling services exist!) Campus Mental Health http://campusmentalhealth.ca/ Canadian Mental Health Association (CMHA) http://www.cmha.ca/get-involved/find-your-cmha/ Centre for Addiction and Mental Health (CAMH) https://www.camh.ca/en/hospital/Pages/home.aspx  IN CASE OF CRISIS IN CASE OF AN EMERGENCY CALL 911

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Module overview INTRODUCTION IMPACT ON ENGINEERING DESIGN & SUPERVISION LEGISLATION & REGULATORY REQUIREMENTS STRATEGIES AND BEST PRACTICES REVIEW 1 2 3 4 5

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INTRODUCTION 1 In this section: What is mental health? Mental Health in Canada Costs and consequences of poor mental health on the workplace Mental Health in Engineering Current Initiatives

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What is mental health? Mental health is defined as a state of well-being in which every individual realizes his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community (World Health Organization) Examples of mental health problems & disorders include: Depression Anxiety Burnout Sleep disorders Substance abuse Eating disorders Bipolar disorders Schizophrenia and other psychotic disorders

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What is mental health? BUT Mental health is more than the absence of mental disorders Everyone experiences struggles in life that may affect their mental health to different severities and for varying lengths of time. This is a result of the normal ups and downs of life. A person’s mental health may be suffering even if they do not have a diagnosed mental health problem or illness. Things such as death or stress, for example, affect our mental health. Mental health is an integral part of health; indeed, there is no health without mental health Mental health is determined by a range of socioeconomic, biological and environmental factors

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Suicide is a complex issue involving numerous factors and should not be attributed to any one single cause.  Not all people who die by suicide have been diagnosed with a mental illness and not all people with a mental illness attempt to end their lives by suicide HOWEVER Risk for death by suicide is increased if a person suffers from depression alongside schizophrenia, bipolar illness, substance abuse, and anxiety disorders. It is important to get treatment for a mental illness. Mental illness and suicide Source: Canadian Association for Suicide Prevention (CASP)

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On any given day in Canada approximately 11 people will end their lives by suicide approximately 210 others will attempt to end their lives by suicide To learn more about suicide in Canada, go to the Canadian Association for Suicide Prevention (CASP) website by clicking on the logo in the bottom right corner of this slide Suicide in Canada Source: Canadian Association for Suicide Prevention (CASP)

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Mental health in canada In any given year, 1 in 5 people in Canada experiences a mental health problem or illness More than 6.7 million people in Canada are living with a mental health problem or illness today By comparison 2.2 million people in Canada have type 2 diabetes Source: Making the Case for Investing in Mental Health in Canada

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Mental health in canada Mental health problems and illnesses hit early in people’s lives. More than 28% of people aged 20-29 experience a mental illness in a given year By the time people reach 40 years of age, 1 in 2 people in Canada will have had or have a mental illness If we include families and caregivers, mental health problems and illnesses impact almost everyone in some way Source: Making the Case for Investing in Mental Health in Canada

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Mental health in ontario The burden of mental illness and addictions in Ontario is more than 1.5 times that of all cancers, and more than seven times that of all infectious diseases Source: ICES & Public Health Ontario

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Mental health in the workplace The workplace can play an essential part in maintaining positive mental health. Yet it can also be a stressful environment that contributes to the rise of mental health problems and illness. No workplace is immune from these risks and we can’t afford to limit our definition of occupational health and safety to only the physical. Mental health is just as important and must not be overlooked. Source: Mental Health Commission of Canada

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Consequences of poor mental health on the workplace 500,000 Canadians, in any given week, are unable to work due to mental health problems or illnesses 1 in 3 workplace disability claims are related to mental health problems or illnesses 70% of Canadian employees are concerned about the psychological health and safety of their workplace Source: Mental Health Commission of Canada

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Consequences of poor mental health on the workplace Of the $51 billion economic cost each year attributed to mental illness in Canada, a staggering $20 billion stems from workplace losses Source: Mental Health Commission of Canada

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Consequences of poor mental health on the workplace Some consequences of poor mental health in the workplace include: Increased risk of a workplace injury or accident Decreased work performance/productivity Work errors Higher turnover rates

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Effects of good workplace mental health INCREASE DECREASE

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An important challenge : stigma Many Canadians fear judgement due to stigma Stigma is among the primary reasons for which over 60% of people struggling with a mental illness or other mental health problem will not get help Source: Mental Health Commission of Canada *Click here to learn how you can help end stigma

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Mental health in engineering It is important for engineers (and engineering students) to consider the mental health implications of their work daily to ensure effective risk management In order to achieve good mental health in the workplace, engineers must learn to monitor their own mental health, in addition to recognizing when others’ mental health may be suffering, so that risks may be mitigated through effective management

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Current initiatives Here is an example of a current mental health in the workplace initiative in industry (Click on the images to learn more)

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Mental health affects us all Have a look at Hannah’s story, a University of Waterloo Engineering student, and some of the ways in which she is breaking down barriers around mental health in engineering, as well as in post-secondary education more broadly (Click on the image)

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This concludes Section 1 UP NEXT: IMPACT ON ENGINEERING DESIGN & SUPERVISION MANAGEMENT OF OCCUPATIONAL HEALTH AND SAFETY

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Module overview INTRODUCTION IMPACT ON ENGINEERING DESIGN & SUPERVISION LEGISLATION & REGULATORY REQUIREMENTS STRATEGIES AND BEST PRACTICES REVIEW 1 2 3 4 5

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IMPACT ON ENGINEERING DESIGN & SUPERVISION 2 In this section: Management of Occupational Health & Safety: What is Psychological Health & Safety Psychosocial Risk Factors

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Management of occupational health & safety What is Psychological Health and Safety? Let’s have a look! Click the image below to watch a short introduction video

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Test your knowledge... What is psychological health and safety? a b c d e

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Test your knowledge... What is psychological health and safety? a b c d e

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Management of occupational health & safety: Psychosocial Risk Factors Researchers at Simon Fraser University have identified 13 Psychosocial Risk Factors (PSR) These 13 factors impact organizational health, the health of individual employees and the financial bottom line, including the way work is carried out and the context in which work occurs Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Management of occupational health & safety: Psychosocial Risk Factors THE 13 FACTORS ARE: Organizational Culture 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 Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Let’s have a closer look at these... Management of occupational health & safety: Psychosocial Risk Factors

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1. Organizational culture WHAT IS IT? A workplace characterized by trust, honesty and fairness. Organizational culture, in general, are basic assumptions held by a particular group. These assumptions are a mix of values, beliefs, meanings and expectations that group members hold in common and that they use as cues to what is considered acceptable behaviour and how to solve problems. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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1. Organizational culture WHY IS IT IMPORTANT? Organizational trust is essential for any positive and productive social processes within any workplace. Trust is a predictor of cooperative behaviour, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), organizational commitment, and employee loyalty. An organization that has a health-focused culture enhances employee well-being, job satisfaction and organizational commitment, which helps to retain and attract employees. A work culture with social support also enhances employee well-being by providing a positive environment for employees who may be experiencing psychological conditions such as depression and anxiety. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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1. Organizational culture WHAT HAPPENS WHEN IT IS LACKING? Culture "sets the tone" for an organization - a negative culture can undermine the effectiveness of the best programs, policies and services intended to support the workforce. An unhealthy culture creates more stress, which lowers employee well-being. A culture of "profit at all costs" and constant chaotic urgency can create an environment in which burnout is the norm. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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1. Organizational culture Click on the image below to learn more

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2. Psychological support WHAT IS IT? A workplace where co-workers and supervisors are supportive of employees' psychological and mental health concerns, and respond appropriately as needed. For some organizations, the most important aspect of psychological support may be to protect against traumatic stressors at work. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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2. Psychological support WHY IS IT IMPORTANT? Employees that feel they have psychological support have greater job attachment, job commitment, job satisfaction, job involvement, positive work moods, desire to remain with the organization, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), and job performance. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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2. Psychological support WHAT HAPPENS WHEN IT IS LACKING? increased absenteeism withdrawal behaviours conflict strain - which can lead to fatigue, headaches, burnout and anxiety turnover loss of productivity increased costs greater risk of accidents, incidents and injuries Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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2. Psychological support Click on the image below to learn more

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3. Clear Leadership & Expectations WHAT IS IT? A workplace where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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3. Clear Leadership & Expectations WHY IS IT IMPORTANT? Effective leadership increases employee morale, resiliency and trust, and decreases employee frustration and conflict. Good leadership results in employees with higher job well-being, reduced sick leave, and reduced early retirements with disability pensions. A leader who demonstrates a commitment to maintaining his or her own physical and psychological health can influence the health of employees (sickness, presenteeism, absenteeism) as well as the health of the organization as a whole (vigour, vitality, productivity). Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHAT HAPPENS WHEN IT IS LACKING? Leaders who are more "instrumental" in their approach (focusing on producing outcomes, with little attention paid to the "big picture," the psychosocial dynamics within the organization, and the individual employees) are more likely to hear staff health complaints including general feelings of malaise, irritability and nervousness. Similarly, leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff and can undermine the legitimacy of any organizational program, policy and/or service intended to support employees. Middle managers are at greater risk because they must be leaders and be led simultaneously. This role conflict can lead to feelings of powerlessness and stress. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 3. Clear Leadership & Expectations

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Click on the image below to learn more 3. Clear Leadership & Expectations

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4. Civility and Respect WHAT IS IT? A workplace where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public. Civility and respect are based on showing esteem, care and consideration for others, and acknowledging their dignity. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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4. Civility and Respect WHY IS IT IMPORTANT? A civil and respectful workplace is related to greater job satisfaction, greater perceptions of fairness, a more positive attitude, improved morale, better teamwork, greater interest in personal development, engagement in problem resolution, enhanced supervisor-staff relationships, and reduction in sick leave and turnover. Organizations characterized by civility and respect create a positive atmosphere marked by high spirits and work satisfaction. This allows people to enjoy the environment, whether they are staff, clients or customers. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHAT HAPPENS WHEN IT IS LACKING? A workplace that lacks civility and respect can lead to emotional exhaustion amongst staff, greater conflicts, and job withdrawal. A work environment that is uncivil and disrespectful also exposes organizations to the threat of more grievances and legal risks. One example of disrespectful behaviour is bullying. Exposure to workplace bullying is associated with psychological complaints, depression, burnout, anxiety, aggression, psychosomatic complaints and musculoskeletal health complaints. Bullying not only affects those directly involved, but also affects bystanders, as they too experience higher levels of stress. A number of provinces currently have legislation to address such behaviours. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 4. Civility and Respect

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5. Psychological Competencies & Requirements(Or psychological demands) WHAT IS IT? A workplace where there is a good fit between employees' interpersonal and emotional competencies, their job skills and the position they hold. A good fit means that the employees possess the technical skills and knowledge for a particular position as well as the psychological skills and emotional intelligence (self-awareness, impulse control, persistence, self-motivation, empathy and social deftness) to do the job. Note that a subjective job fit (when employees feel they fit their job) can be more important than an objective job fit (when the employee is assessed and matched to the job). Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? A good job fit is associated with: fewer health complaints lower levels of depression greater self-esteem a more positive self-concept enhanced performance job satisfaction employee retention Source: Canadian Centre for Occupational Health and Safety (CCOHS) 5. Psychological demands

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WHAT HAPPENS WHEN IT IS LACKING? When there is a poor job fit, employees can experience job strain, which can be expressed as emotional distress and provocation, excessive dwelling on thoughts, defensiveness, energy depletion and lower mood levels. Organizationally, job misfit is linked to fewer applicants in the recruitment and training process, lack of enjoyment and engagement, poor productivity, conflict, and greater voluntary turnover. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 5. Psychological demands

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6. Growth & Development WHAT IS IT? A workplace where employees receive encouragement and support in the development of their interpersonal, emotional and job skills. This type of workplace provides a range of internal and external opportunities for employees to build their repertoire of competencies. It helps employees with their current jobs as well as prepares them for possible future positions. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? Employee development increases goal commitment, organizational commitment and job satisfaction. Employees feel that organizations care when the organization supports growth and development. Skill acquisition and career development directly enhance employee well-being. It is important to ensure that opportunities go beyond learning specific technical skills, and also include opportunities to learn personal and interpersonal skills that are critical to successfully caring for oneself and relating to others. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 6. Growth & Development

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WHAT HAPPENS WHEN IT IS LACKING? Employees who are not challenged by their work will grow bored, their well-being will suffer, and their performance will drop. When staff do not have opportunities to learn and improve their interpersonal and psychological skills, the result can be conflict, disengagement and distress. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 6. Growth & Development

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7. Recognition and reward WHAT IS IT? A workplace where there is appropriate acknowledgement and appreciation of employees' efforts in a fair and timely manner. This includes appropriate and regular financial compensation as well as employee or team celebrations, recognition of years served, and/or milestones reached. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? motivates employees fuels the desire to excel builds self-esteem encourages employees to exceed expectations enhances team success Employees receiving appropriate recognition and reward have more energy and enthusiasm, a greater sense of pride and participation in their work, and are more likely to treat colleagues and customers with courtesy, respect and understanding. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 7. Recognition and reward

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WHAT HAPPENS WHEN IT IS LACKING? Lack of recognition and reward undermines employee confidence in their work and trust in the organization. Employees may feel demoralized or they may quit. An imbalance between effort and reward is a significant contributor to burnout and emotional distress leading to a range of psychological and physical disorders. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 7. Recognition and reward

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8. Involvement and Influence WHAT IS IT? A workplace where employees are included in discussions about how their work is done and how important decisions are made. Opportunities for involvement can relate to an employee's specific job, the activities of a team or department, or issues involving the organization as a whole. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? When employees feel they have meaningful input into their work they are more likely to be engaged, to have higher morale, and to take pride in their organization. This, in turn, increases the willingness to make extra effort when required. Job involvement is associated with increased psychological well-being, enhanced innovation, and organizational commitment. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 8. Involvement and Influence

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WHAT HAPPENS WHEN IT IS LACKING? If employees do not believe they have a voice in the affairs of the organization, they tend to feel a sense of indifference or helplessness. Job alienation or non-involvement is associated with cynicism and distress, greater turnover, and burnout. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 8. Involvement and Influence

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9. Workload Management WHAT IS IT? A workplace where tasks and responsibilities can be accomplished successfully within the time available. A large workload is often described by employees as being the biggest workplace stressor (i.e., having too much to do and not enough time to do it). It is not only the amount of work that makes a difference but also the extent to which employees have the resources (time, equipment, support) to do the work well. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? Most employees willingly work hard and feel a "good day's work" is fulfilling and rewarding. Workload management is important because there is a unique relationship between job demands, intellectual demands and job satisfaction. Job demands reduce job satisfaction, while intellectual demands or decision-making latitude, increase job satisfaction. Even when there are high demands, if employees also have high decision-making ability, they will be able to thrive. Having high decision-making latitude also allows for positive coping behaviours to be learned and experienced. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 9. Workload Management

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WHAT HAPPENS WHEN IT IS LACKING? Any system subject to excess load without reprieve will break. This is as true for people as it is for equipment. Increased demands, without opportunities for control, result in physical, psychological and emotional fatigue, and increase stress and strain. Emotionally fatigued individuals also have a diminished sense of personal accomplishment and an increased sense of inadequacy. Excessive workload is one of the main reasons employees are negative about their jobs and their employers. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 9. Workload Management

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Click on the image below to learn more 9. Workload Management

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10. engagement WHAT IS IT? Employees enjoy and feel connected to their work and where they feel motivated to do their job well. Employee engagement can be physical (energy exerted), emotional (positive job outlook and passionate about their work) or cognitive (devote more attention to their work and be absorbed in their job). Engaged employees feel connected to their work because they can relate to, and are committed to, the overall success and mission of their company. Engagement is similar to, but should not be mistaken for job satisfaction, job involvement, organizational commitment, psychological empowerment, and intrinsic motivation. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? Engagement is important for individual satisfaction and psychological health, and leads to: increased profitability for company greater customer satisfaction enhanced task performance greater morale greater motivation increased organizational citizenship behaviours (behaviours of personal choice that benefit the organization) Source: Canadian Centre for Occupational Health and Safety (CCOHS) 10. engagement

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WHAT HAPPENS WHEN IT IS LACKING? Organizations that do not promote engagement can see: negative economic impact in productivity losses psychological and medical consequences greater employee turnover workplace deviance (in the form of withholding effort) counterproductive behaviour withdrawal behaviours Source: Canadian Centre for Occupational Health and Safety (CCOHS) 10. engagement

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Click on the image below to learn more 10. engagement

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11. balance WHAT IS IT? Present in a workplace where there is recognition of the need for balance between the demands of work, family and personal life. This factor reflects the fact that everyone has multiple roles employees, parents, partners, etc. These multiple roles can be enriching and allow for fulfillment of individual strengths and responsibilities, but conflicting responsibilities can lead to role conflict or overload. Greater workplace flexibility enables employees to minimize work-life conflict by allowing them to accomplish the tasks necessary in their daily lives. Work-life balance is a state of well-being that allows a person to effectively manage multiple responsibilities at work, at home and in their community. Work-life balance is different for everyone and it supports physical, emotional, family and community health and does so without grief, stress or negative impact. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? Recognizing the need for work-life balance: makes employees feel valued and happier both at work and at home reduces stress and the possibility that home issues will spill over into work, or vice versa allows staff to maintain their concentration, confidence, responsibility, and sense of control at work results in enhanced employee well-being, commitment, job satisfaction, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), job performance and reduced stress Source: Canadian Centre for Occupational Health and Safety (CCOHS) 11. balance

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WHAT HAPPENS WHEN IT IS LACKING? When work-family role conflict occurs (that is, roles within the workplace and outside it are overwhelming to a person or interfering with one another), health and well-being are undermined by accumulating home and job stress. This imbalance can lead to high job stress resulting in dissatisfaction with work and being absent either physically or mentally. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 11. balance

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WHAT HAPPENS WHEN IT IS LACKING? (continued) These effects can then lead to additional stress-related illness, as well as higher cholesterol, depressive symptoms, and overall decreased health. The impact on the organization can include increased costs due to benefit payouts, absenteeism, disability, and turnover. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 11. balance

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Click on the image below to learn more 11. balance

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12. Psychological Protection WHAT IS IT? Workplace psychological safety is demonstrated when employees feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career. A psychologically safe and healthy workplace actively promotes emotional well-being among employees while taking all reasonable steps to minimize threats to employee mental health. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? When employees are psychologically protected they demonstrate greater job satisfaction, enhanced team learning behaviour and improved performance. Employees are more likely to speak up and become involved. They show increased morale and engagement and are less likely to experience stress-related illness. Psychologically protected workplaces also experience fewer grievances, conflicts and liability risks. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 12. Psychological Protection

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WHAT HAPPENS WHEN IT IS LACKING? When employees are not psychologically safe, they experience demoralization, a sense of threat, disengagement, and strain. They perceive workplace conditions as ambiguous and unpredictable. This can, in turn, undermine shareholder, consumer, and public confidence in the organization. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 12. Psychological Protection

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13. Protection of Physical Safety WHAT IS IT? This factor includes the work environment itself. Steps can be taken by management to protect the physical safety of employees. Examples include policies, training, appropriate response to incidents or situations identified as risks, and a demonstrated concern for employees' physical safety. Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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WHY IS IT IMPORTANT? Employees who work in an environment that is perceived as physically safe will feel more secure and engaged. Higher levels in the confidence of the safety protection at work results in lower rates of psychological distress and mental health issues. Safety is enhanced through minimizing hazards, training, response to incidents, and the opportunity to have meaningful input into the workplace policies and practices. The concept of 'safety climate' is linked to this factor as they both relate to the larger culture or climate of the organization. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 13. Protection of Physical Safety

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WHAT HAPPENS WHEN IT IS LACKING? Failure to protect physical safety results in workplaces that are likely to be more dangerous. Not only could employees be injured or develop illnesses, those who do not see their workplace as physically safe will feel less secure and less engaged. Source: Canadian Centre for Occupational Health and Safety (CCOHS) 13. Protection of Physical Safety

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Click on the image below to learn more 13. Protection of Physical Safety

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This concludes Section 2 UP NEXT: LEGISLATION AND REGULATORY REQUIREMENTS

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Module overview INTRODUCTION IMPACT ON ENGINEERING DESIGN & SUPERVISION LEGISLATION & REGULATORY REQUIREMENTS STRATEGIES AND BEST PRACTICES REVIEW 1 2 3 4 5

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LEGISLATION & REGULATORY REQUIREMENTS 3 In this section: Occupational Health and Safety Legislation In Canada Example from Ontario: Duties and responsibilities of: Employers Supervisors Workers

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Occupational Health and Safety Legislation in canada Various agencies across Canada are responsible for occupational health and safety in the federal, provincial and territorial jurisdictions Each of these jurisdictions have their own OH&S legislation such as the Canada Labour Code (1985) at the federal level If you wish to learn more about OH&S legislation in Canada, click here Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Example from ontario:The occupational health and safety act (1990)

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The occupational health and safety act (1990) In Ontario, workplaces must comply with the Occupational Health and Safety Act (1990) Under this legislation, employers, supervisors and workers all have duties and responsibilities. Although mental health and wellbeing are not explicitly mentioned in the Act, the general duty of care of employers, supervisors, and workers require consideration of Psychosocial Risk Factors in the workplace

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Let’s have a look at some of the duties and responsibilities of: Employers Supervisors Workers The occupational health and safety act (1990)

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1) Duties and responsibilities of employers An employer shall provide information, instruction and supervision to a worker to protect the health or safety of the worker take every precaution reasonable in the circumstances for the protection of a worker prepare and review at least annually a written occupational health and safety policy and develop and maintain a program to implement that policy

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2) Duties and responsibilities of supervisors A supervisor shall ensure that a worker works in the manner and with the protective devices, measures and procedures required by this Act and the regulations; advise a worker of the existence of any potential or actual danger to the health or safety of the worker of which the supervisor is aware; where so prescribed, provide a worker with written instructions as to the measures and procedures to be taken for protection of the worker; and take every precaution reasonable in the circumstances for the protection of a worker

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3) Duties and responsibilities of workers A worker shall work in compliance with the provisions of this Act and the regulations; report to his or her employer or supervisor the absence of or defect in any equipment or protective device of which the worker is aware and which may endanger himself, herself or another worker; and report to his or her employer or supervisor any contravention of this Act or the regulations or the existence of any hazard of which he or she knows.

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This concludes Section 3 UP NEXT: STRATEGIES AND BEST PRACTICES

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Module overview INTRODUCTION IMPACT ON ENGINEERING DESIGN & SUPERVISION LEGISLATION & REGULATORY REQUIREMENTS STRATEGIES AND BEST PRACTICES REVIEW 1 2 3 4 5

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STRATEGIES AND BEST PRACTICES 4 In this section: Strategies and best practices for promoting workplace mental health and wellbeing, and minimizing risk The National Standard of Canada for Psychological Health and Safety in the Workplace What else can employers do?

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Strategies & best practices Many strategies and best practices were presented in the videos about the 13 psychosocial risk factors in section 2, including what workers can do to minimize risk. Other strategies include those that should be adopted by engineers, supervisors, and employers. Some of these will now be presented.

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Strategies & best practices One way to achieve a psychologically safe workplace is to create and implement a Comprehensive Workplace Health and Safety (CWHS) Program. This program is a series of strategies and related activities, initiatives and policies developed by the employer, in consultation with employees, to continually improve or maintain the quality of working life, health, and the well-being of the workforce. These activities are developed as part of a continual improvement process to improve the work environment (physical, psychosocial, organizational, economic), and to increase personal empowerment and personal growth. What can engineers and employers do to support psychological health and safety in the workplace? Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Strategies & best practices Workplaces are encouraged to implement the National Standard of Canada for Psychological Health and Safety in the Workplace Championed by the Mental Health Commission of Canada (MHCC), and developed by the Canadian Standards Association (CSA Group) and the Bureau de normalisation du Québec(BNQ), the Standard is a voluntary set of guidelines, tools and resources focused on promoting employees’ psychological health and preventing psychological harm due to workplace factors Source: Mental Health Commission of Canada (MHCC)

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Strategies & best practices Specifies requirements for a documented and systematic approach to develop and sustain a psychologically healthy and safe workplace Provides a framework to create and continually improve a psychologically healthy and safe workplace, including: the identification and elimination of hazards in the workplace that pose a risk of psychological harm to a worker; the assessment and control of the risks in the workplace associated with hazards that cannot be eliminated; (Note: For example, stressors due to organizational change or reasonable job demands) implementing structures and practices that support and promote psychological health and safety in the workplace; and fostering a culture that promotes psychological health and safety in the workplace. (The Standard also provides complimentary information in Annexes) Purpose of The Standard

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The Standard can be accessed online by clicking on this image. Information about The Standard is also available on the Mental Health Commission of Canada’s website at the following link : http://www.mentalhealthcommission.ca/English/national-standard Strategies & best practices

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Strategies & best practices Encourage active employee participation and decision making Clearly define employees' duties and responsibilities Promote work-life balance Encourage respectful and non-derogatory behaviours Manage workloads Allow continuous learning Have conflict resolution practices in place Recognize employees' contributions effectively What else can employers do? Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Strategies & best practices Develop a policy statement reflecting your organization's commitment to making workplace mental health a priority. A policy demonstrates leadership and commitment. Explicitly include mental health and psychological safety in your occupational health and safety (H&S) committee mandate. Develop policies and practices for workplace harassment, violence and bullying. Review your current policies and procedures and consider how they might be positively or negatively contributing to issues of violence and harassment. What else can employers do? Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Strategies & best practices Provide education and training that ensures managers and employees know how to recognize hazards such as harassment, bullying, and psychologically unhealthy work conditions. This training provides concrete ways for co-workers to recognize and talk about mental health issues in general. Managers can additionally contribute to a positive work environment if they have the skills and knowledge to identify and respond to issues before they escalate. Educate all health and safety (H&S) committee members about the importance of mental health in the workplace. What else can employers do? Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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Strategies & best practices Ask the worker representative(s) on the H&S Committee to bring forward general workplace mental health issues that affect their workforce rather than any individual's particular situation. Require that individual privacy and confidentiality be respected at all times. Develop substance abuse policies (i.e., use of illicit drugs at work, alcohol consumption at work, inappropriate Internet use, etc.) and make sure that all employees are aware of them. What else can employers do? Source: Canadian Centre for Occupational Health and Safety (CCOHS)

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To conclude... It is important for engineers (and engineering students) to consider the mental health implications of their work daily in order to ensure effective risk management. We are all responsible for creating both a physically, and psychologically safe and healthy workplace. The way you design work and work systems will affect the mental health of the workers doing that work.  The needs of the workers must be considered to ensure that you meet your requirements of providing a healthy and safe workplace.

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To conclude... Here is a poster created by the Canadian Centre for Occupational Health and Safety (CCOHS) with some of the key information presented in this module as well as some additional important information. (Click to enlarge)

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This concludes Section 4 UP NEXT: REVIEW – TEST YOUR KNOWLEDGE

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Module overview INTRODUCTION IMPACT ON ENGINEERING DESIGN & SUPERVISION LEGISLATION & REGULATORY REQUIREMENTS STRATEGIES AND BEST PRACTICES REVIEW 1 2 3 4 5

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Review – test your knowledge Mental health is defined as the absence of mental illness.  TRUE  FALSE

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Review – test your knowledge 2. Mental health problems are rare.  TRUE  FALSE

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Review – test your knowledge 3. Which of the following statements is true? a b c d

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Review – test your knowledge Which of the following is NOT a worker’s duty under the Occupational Health and Safety Act (1990)? a b c d

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Review – test your knowledge 5. Implementing the National Standard of Canada for Psychological Health and Safety in the Workplace is mandated in Canada.  TRUE  FALSE

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Review – test your knowledge ORGANIZATIONAL CULTURE RECOGNITION AND REWARD INVOLVEMENT & INFLUENCE ENGAGEMENT Employees enjoy and feel connected to their work and where they feel motivated to do their job well A workplace where there is appropriate acknowledgement and appreciation of employees' efforts in a fair and timely manner. A workplace where employees are included in discussions about how their work is done and how important decisions are made. A workplace characterized by trust, honesty and fairness. 6. Associate the description to the corresponding factor.

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Review – test your knowledge “A workplace where employees receive encouragement and support in the development of their interpersonal, emotional and job skills” describes which of the following factors? a b c d

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Review – test your knowledge “A workplace where there is a good fit between employees' interpersonal and emotional competencies, their job skills and the position they hold” describes which of the following factors? a b c d

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This concludes the mental health in the workplace module CONGRATULATIONS, YOU’RE DONE!

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acknowledgements THANK YOU! MINERVA Safety Management Education Inc. MIRARCO Mining Innovation Centre for Research in Occupational Safety and Health (CROSH) at Laurentian University Vale Canada Camille Quenneville – Canadian Mental Health Association (Ontario)

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REFERences WORLD HEALTH ORGANIZATION http://www.who.int/features/factfiles/mental_health/en/ http://www.who.int/mediacentre/factsheets/fs220/en/   MENTAL HEALTH COMMISSION OF CANADA Making the case for investing in mental health in Canada http://www.mentalhealthcommission.ca/sites/default/files/2016-06/Investing_in_Mental_Health_FINAL_Version_ENG.pdf   http://www.mentalhealthcommission.ca/English/focus-areas/workplace http://www.mentalhealthcommission.ca/English/focus-areas/mental-health-matters http://www.mentalhealthcommission.ca/English/focus-areas/stigma-and-discrimination http://www.mentalhealthcommission.ca/English/national-standard

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REFERences CANADIAN CENTRE FOR OCCUPATIONAL HEALTH AND SAFETY (CCOHS) http://www.ccohs.ca/oshanswers/psychosocial/mentalhealth_work.html http://www.ccohs.ca/oshanswers/psychosocial/mentalhealth_risk.html http://www.ccohs.ca/oshanswers/information/govt.html INSTITUTE FOR CLINICAL EVALUATIVE SCIENCES (ICES) & PUBLIC HEALTH ONTARIO Opening Eyes, Opening Minds http://www.publichealthontario.ca/en/eRepository/Opening_Eyes_Report_En_2012.pdf   THE STANDARD CSA Group & Bureau de Normalisation du Québec. (2013). Psychological health and safety in the workplace - prevention, promotion, and guidance to staged implementation. Retrieved from http://shop.csa.ca/en/canada/occupational-health-and-safety-management/cancsa-z1003-13bnq-9700-8032013/invt/z10032013?utm_source=redirect&utm_medium=vanity&utm_content=folder&utm_campaign=z1003   THE OCCUPATIONAL HEALTH AND SAFETY ACT (1990) https://www.ontario.ca/laws/statute/90o01

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REFERences CANADIAN ASSOCIATION FOR SUICIDE PREVENTION (CASP) http://suicideprevention.ca/understanding/what-is-suicide/ http://suicideprevention.ca/understanding/suicide-in-canada/ VARIOUS SCIENTIFIC ARTICLES Haslam, C., Atkinson, S., Brown, S., & Haslam, R. (2005). Anxiety and depression in the workplace: Effects on the individual and organisation (a focus group investigation). Journal of Affective Disorders, 88(2), 209-215   Hilton, M. F., & Whiteford, H. A. (2010). Associations between psychological distress, workplace accidents, workplace failures and workplace successes. International Archives of Occupational and Environmental Health, 83(8), 923-933.   Suzuki, K., Ohida, T., Kaneita, Y., Yokoyama, E., Miyake, T., Harano, S., . . . Tsutsui, T. (2004). Mental health status, shift work, and occupational accidents among hospital nurses in Japan. Journal of Occupational Health, 46(6), 448-454.

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REFERences BELL LET’S TALK http://letstalk.bell.ca/en/ways-to-help IN THE NEWS https://uwaterloo.ca/engineering/news/engineering-student-breaks-silence-lifelong-struggle http://www.thesudburystar.com/2015/07/24/sudbury-study-to-examine-mental-health-of-miners https://www.northernontariobusiness.com/regional-news/sudbury/research-to-study-mental-health-in-miners-371442 ANOTHER GOOD RESOURCE – The Mental Injury Toolkit (OHCOW) http://www.ohcow.on.ca/mental-injury-toolkit.html

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Created by Caroline Dignard, M.K.H. Student in the Interdisciplinary PhD in Rural and Northern Health program at Laurentian University & Member of the Centre for Research in Occupational Safety and Health (CROSH) December 2016