ian m. f. arnold
DESCRIPTION
OEMAC 29 th Annual Conference Niagara on the Lake. Psychological Health and Safety – Catalyzing Workforce and Workplace Change. Ian M. F. Arnold MD, MSc, DOHS,FRCPC, FCBOM, CSPQ, CRSP, CEA OEMAC, October 03, 2011. - PowerPoint PPT PresentationTRANSCRIPT
Ian M. F. Arnold MD, MSc, DOHS,FRCPC, FCBOM, CSPQ, CRSP, CEA
OEMAC, October 03, 2011
Psychological Health and Safety –
Catalyzing Workforce and Workplace Change
OEMAC 29th Annual ConferenceNiagara on the Lake
Learning Objectives
1. Review the work underway to catalyze change in workplace psychological health and safety;
2. Understand the reasons for development of a workplace standard on psychological health and safety;
3. 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;
4. Learn about the current status of the standard and the needs and timetable for completion of the standard development.
Six 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.
The “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 ‘12
Four 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.
An 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; now Ultimate deliverable of value to
OHPs - “PSYCHOLOGICAL HEALTH &
SAFETY: AN ACTION GUIDE FOR EMPLOYERS”
An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS
POLICY
Commitment by organizational leadership to enhance
psychological health and safety through workplace interventions
PLANNING
Determination of key mental health indicators across the organization,
selection of actions, and specification of objectives
PROMOTION
Actions taken to promote the general psychological health
of the workforce
PREVENTION
Actions taken to prevent the occurrence of significant psychological problems or mental disorders -- may
occur at the primary, secondary or tertiary level
PROCESS
Evaluation of implementation and results of actions taken to enhance psychological health
and safety
PERSISTENCE
Sustainment of effective actions in a process of
continuous improvement
An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS
PREFACE INTRODUCTIONTHE P6 MODEL AND ISO POLICY PLANNING PROMOTION PREVENTION – Primary, Secondary, Tertiary
Secondary Prevention Provide self-care tools Provide manager training Provide early intervention through EFAP PROCESS PERSISTENCE PH&S IN SMALL BUSINESS PSYCHOLOGICAL HEALTH AND SAFETY OF MANAGERS: A CRITICAL ISSUE INTEGRATING MENTAL HEALTH CARE AND THE WORKPLACE CLOSING COMMENTS
Table of Contents
An Integrated Approach PSYCHOLOGICAL HEALTH & SAFETY: AN ACTION GUIDE FOR EMPLOYERS
Provide manager training It is critical to give managers the knowledge and skills - - - -Why it matters Employees with patterns of declining or inconsistent job performance, interpersonal difficulties or other uncharacteristic behaviours may - - - - -How it is done Some larger organizations have developed manager training programs specific to their business or sector-- this may be useful if - - - - Useful tools• Managing Mental Health Matters, Great West Life Centre for Mental
Health in the Workplace: http://www.gwlcentreformentalhealth.com/mmhm/eng/main.html
• What you need to know about mental health: a tool for managers, The Conference Board of Canada: http://www.conferenceboard.ca/documents.aspx?did=1433
• A practical guide to managing and supporting people with mental health problems in the workplace: http://shift.org.uk/files/employers/lmr2009_web.pdf
There is a spectrum in management styles – not everyone has to like everyone – a manager can be tough without being disrespectful.Labour Lawyer
The 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.
Immediate 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.
Peer Project - Strategic Outcomes
PEER PROJECT
STANDARDS of PRACTICEACCREDITATION
BODY – Sustainable
approachEvaluation framework
EVIDENCE BASE
Consumer / Survivor engagementNote 1: Outreach to 600 peer support workers and agencies across Canada. 281 currently / actively engaged in helping shape the future of peer support through this project;
The 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.
Targeted segment of the peer support continuum
Professional Friendship Peer Support
Formal InformalPeer PeerSupport Support
Future certified peer support
workers
Examples of types of peer support include:Forensic inpatient servicesAcute inpatient services Community based NGOsRespite services and alternatives to acute inpatient stays Peer operated “warmlines”Primary mental health carePeer led trainingWorkplace peer support programsOthers as appropriate
What are standards of practice?
Standards of practice establish the knowledge, competencies, training/education, experience and values of a given function
The Canadian standards of practice for Peer Support will allow the voluntary certification of peer support workers. This credential will be transportable from coast to coast
The 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
Research based project
The gathering of evidence-based data is required to promote the expanded use of peer support
A reliably consistent standard methodology (standards of practice) is required to allow the gathering of empirical data based on project evaluation results
Underpinned 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)
Standardsof
Practice (SoP)
Code of Conduct
Competencies
Experience
Knowledge Syllabus & ManualBCSS Vic Branch
Assessment Tools Baynton & Ass
Certification Services
Policy / Process / Infrastructure
SoP Manual
Healthy Brains – Healthy Business
Code of conduct
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 Initiative
Workplace & MH System Demonstration site
Promising sites: Private SectorPublic SectorLaw Enforcement & First RespondersMH System
Evaluate
Evaluate
Phase IConsultation2010 / 2011
Phase IIDevelopment2011 / 2012
Phase IIIImplement / Evaluate & Adapt
2012 / 2014
Organisational Qualities
Readiness Assessment
CMHA
Principle of Practice
Values
Practicum
Evaluation Methods
& Outcomes
Evaluation StrategyCDC – Deloitte – Ott U
– CAMH - Queens
Plan
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.
Driving Change in the Workplace
Mental 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.
The Business Case is Clear for improving Workplace Psychological
Health and Safety
1. Corporate Social Responsibility Includes employees as well as external stakeholders
2. Cost Effectiveness In productivity as well as cost trend management
3. Recruitment and Retention The competition for talent
4. Risk Management OH&S, Human Rights, Disability Legislation
The 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).
“A psychologically safe workplace is no longer a “nice to do”. It is now a “must do”
“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.”
Dr. Martin Shain said...
• 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;
December 2009 - 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;
The Path to the present: A Standard for Psychological Health and Safety in
the Workplace
The 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.
The 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 18000 and CSA Z1000 and Z1002, and the BNQ Healthy Enterprises standard;
Standard to follow the ISO framework.
Factors impacting Workplace Psychological Health and Safety
Workplace and Workforce
Psychological Health and Safety
Social Factors
Physical Factors
Individual Factors
Environmental Factors
The Path to the present: The Technical committee
Code Min Max Actual Description
EI 3 4 3 Employee Interest e.g CAW, CLC
GI 5 6 6 General Interest - Samra, Shain
OI 5 6 6 Organizational Interest e.g. AC
RP 4 6 5 Regulatory/Policy/Underwriter
Interest e.g. HC, HRSDCSP 3 4 4 Professional Services, e.g CMHA
Key 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, Balance Psychological protection Positive physical environment
The 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;Planning Implementation;Evaluation and Corrective Action;Management Review and Continual Improvement.
The process respects the HIRARC principles – Hazard Identification, Risk Assessment Risk Control
The 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
Conclusions
A 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
A selection of Canadian resources available on-line
The MHCC Leadership Initiative: http://www.mhccleadership.ca/
The Peer Support Project: http://www.mentalhealthcommission.ca/English/Pages/PeerProject.aspx
The Shain Reports:http://www.mentalhealthcommission.ca/SiteCollectionDocuments/Key_Documents/en/2009/Stress%20at%20Work%20MHCC%20V%203%20Feb%202009.pdf
Guarding Minds at Work: http://www.guardingmindsatwork.ca/
The Great West Life Centre for Mental Health:http://www.gwlcentreformentalhealth.com/english/index.asp
Working Through It – Stories of People dealing with workplace mental health issues:http://www.gwlcentreformentalhealth.com/english/display.asp?l1=2&l2=17&l3=173&d=173
The Mental Health Commission of Canada (MHCC): http://www.mentalhealthcommission.ca/
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 Healthhttp://workplacestrategiesformentalhealth.com/display.asp?l1=7&l2=187&d=187