PowerPoint Presentation - Slide 1 - Michael Kors Outlet · PPT file · Web...
Transcript of PowerPoint Presentation - Slide 1 - Michael Kors Outlet · PPT file · Web...
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Building a healthy workplace
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Karla ThorpeDirector
Leadership and Human ResourcesConference Board of Canada
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Christine HildebrandDirector
National Disability Claims ServicesGreat-West Life Assurance Company
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Mary Ann BayntonPrincipal
Mary Ann Baynton & Associates Consulting
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Building a healthy workplace
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Building Mentally Healthy Workplaces: Perspectives of Canadian Workers and
Front-Line Managers
Karla ThorpeDirector
Leadership & Human Resources Research
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The overarching purpose of this project was to:
• Provide organizations with information to manage employee mental health and wellness
• Identify challenges and successes faced by employees with mental health issues
• Provide suggestions to ensure workplaces are supportive, healthy, and high-performing
Project Purpose
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Project Sponsors
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• Morneau Shepell• Public Service Alliance of
Canada• TD Bank Group• Treasury Board• University Health Network• University of Calgary• University of Montreal
• Bell• Canada Post Corporation • Canadian Auto Workers• Canadian Mental Health
Association• Manulife Financial• Mental Health Commission
of Canada• Mood Disorders of Canada
Project Advisory Board
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2. Literature Review
3. National Survey of Employees and Front-Line Managers
4. Interviews with Employees and Front-Line Managers
1. Roundtable Consultation
Project Phases
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Yes, currently12%
Yes, in the past32%No
54%
I prefer not to answer2%
Percentage of respondents; n=1,010Source: The Conference Board of Canada
Prevalence of Mental Health Issues
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• Mental illness affects people of all ages, educational and income levels, and cultures
• Some groups more likely to report mental health issues:– Women– Non-managers– Not-for-profit sector– Unionized employees
Profile
• Some groups less likely to report mental health issues:– Residents of Québec– People 65 years and older– Construction sector
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• Workloads are monitored• “Face time” does not equal better job
performance• Overtime is compensated
Workload
• Flexible work arrangements existWork Scheduling
• Work-life balance is promoted• Employees encouraged to take vacation• Employees not expected to respond to
e-mail 24/7
Work-Life Balance
What is a Mentally Healthy Workplace?
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• People are friendly, empathetic, understanding, and supportive
• Bullying, harassment, and discrimination are not tolerated
• Not a high-stress environment; no hostility or conflict
Work Environment
• Managers are well trained and good people managers
• Managers are not autocratic, authoritarian, controlling, and aggressive
• Employees are not blamed or punished for mistakes
Management Style
• Open communication between management and employees
• Human resource professionals and managers are approachable
• Discussions are kept confidential
Communication
What is a Mentally Healthy Workplace?
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Canadians’ Report Card on Mentally Healthy Organizations
• 46 per cent of respondents agree their employer promotes a mentally healthy work environment
• Perspectives differ by occupational category/level
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Clerical and support
Service, labour, and production
Technicians/skilled tradespersons
Professionals - non-technical roles
Professionals - technical roles
Management
Executives
Senior Executives
0 10 20 30 40 50 60 70 80 90
45
28
40
41
45
46
62
82
Percentage of respondents; n=1,010Source: The Conference Board of Canada
Do Employers Promote a Mentally Healthy Workplace?
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• 81% of managers feel comfortable discussing mental health with their staff members
• 81% feel that they could direct staff to appropriate supports
Supervisors/Managers Have Confidence in Their Knowledge and Abilities
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• 29% believe their manager is knowledgeable about mental health
• 32% would not feel comfortable talking to their manager about a mental health issue
• 26% agree that their supervisor is able to “effectively” manage mental health issues
• 32% feel that their supervisor would not be helpful if they were to approach them about a mental health issue
But Employees Don’t Agree….
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Other
Training on how to have conversations with employees regarding their mental health
Training on how to recognize mental health issues in employees
Procedures or guidelines to follow if a direct report has a mental health issue
Up to date knowledge of external and internal supports and resources available to all employees with mental
health issues
No training or support received
0 5 10 15 20 25 30 35 40 45 50
2
17
18
32
33
44
Percentage of respondents; n=478Source: The Conference Board of Canada
Training Received by Front-Line Managers
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• Recognizing signs and symptoms
• Community supports available
• Medical factors influencing mental health issues
• Strategies for keeping employees functional and successful in the workplace
• Responses to negative reactions
• Insight into legal requirements
• Handling difficult conversations
• Softer skills• Creating an inclusive
work environment
Additional Training Front-Line Managers Want
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Creating Positive Change in Organizations1. Focus on education and communication to
reduce fear, stigma and discrimination
2. Create a culture conducive to good mental health
3. Demonstrate leadership at the top
4. Provide the tools and training to support managers in their role
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www.conferenceboard.ca
Contact Us
Karla ThorpeAssociate Director
Leadership & Human Resources [email protected]
(613) 526-3090 ext. 408
Louise ChénierResearch Associate
Leadership & Human Resources [email protected]
(613) 526-3090 ext. 305
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Building a healthy workplace
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Building a Healthy WorkplaceFocus on Mental Health
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Building a Healthy Workplace – what have we done
Guarding Minds@WorkFocus on workplace values
Leadership Development
Great-West Life Centre for Mental Health in the Workplace
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www.guardingmindsatwork.ca
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A FREE resource to help employers answer:
• Do we have a problem?
• What are the causes of the problem?
• What actions will help address the problem?
• How do I assess the results?Available free at: www.guardingmindsatwork.ca
For more information on this resource: www.workplacestrategiesformentalhealth.com
™Guarding Minds @ Work is a trademark of the Consortium for Organizational Mental Healthcare and is used with permission.
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Includes:
• A management assessment tool• A ‘quick assessment employee survey (6 questions)• A full employee survey (62 questions)• Templates on short-term and longer-term potential actions which
can address specified risk areas• An evaluation guideline
Available free at: www.guardingmindsatwork.ca
For more information on this resource: www.workplacestrategiesformentalhealth.com
™Guarding Minds @ Work is a trademark of the Consortium for Organizational Mental Healthcare and is used with permission.
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What you get:
• A risk scorecard by 12 psychosocial risk factors for each ‘group’ surveyed and aggregated summaries
Psychological Support Recognition & RewardOrganizational Culture Involvement & InfluenceClear Leadership & Expectations Workload ManagementCivility & Respect EngagementPsychological Job Fit BalanceGrowth & Development Psychological Protection
™Guarding Minds @ Work is a trademark of the Consortium for Organizational Mental Healthcare and is used with permission.
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What you get:
• By survey unit – specific counts re # of employees experiencing a mental illness, harassment, etc.
• X% of employees reported experiencing discrimination because of their cultural/ethnic background, disability, sexual orientation, gender or age.
• X% of employees believe they are suffering from a mental illness.• Of these, X% reported being treated unfairly in the workplace due to
their mental illness.
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What Great-West Life did
• As early adopter, worked with researchers from the Consortium for Organizational Mental Healthcare (GM@W designed to minimize need for external support)
• Appointed an internal project manager
• Completed management audit and full employee survey
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Results
• Received detailed results organized by– Organization (e.g. Group Disability)– Office/city
• Overall results were relatively positive– Generally showed moderate or minimal risk levels– A few pockets of significant risk
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Follow Up Process for Great-West Life
• Shared results with employees
• Picked area(s) of concern and held staff focus groups
• Reviewed solutions identified by focus group
• Conducted one-on-one discussions and additional surveys
• Created a Leader’s Guide with references and tips
• Implemented solutions or specific actions to address low frequency but high impact issues – e.g. collecting feedback about leaders
• Action planning has been completed – and is ongoing - at multiple levels
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What Great-West Life learned
• It’s not just the outcomes, it’s the process. This process to assess risk levels and engage in an ongoing dialogue directly between management and staff has many benefits – for the business – and for our people!
• Engaging in dialogue with staff and building a healthy workplace involves significant management time – there is no free ride!
• All of this was done with no change or provision in the expense budget!
• We have a lot of strengths - GWL employees are engaged and customer focused
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What Great-West Life learned• Problem areas were not always where we leaders thought they would
be• Media etc. tend to focus on leadership, workload, and work-life
balance as areas of concern. • Organization culture, civility and respect, and communication are
prevailing areas of opportunity
• Results can vary considerably by ‘unit’. We uncovered some surprises – including extremely positive results in some units and some ‘problem situations’ needing attention
• Employees need to trust leaders if they are to bring forth concerns
• Communication is KEY. We have a strong focus on communication, but needed to engage more in a dialogue with staff.
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What Great-West Life learned
• Leaders need to have a far better understanding of mental health aspects in the workplace
• Our organizational values are aligned with the principles of a psychologically health workplace but our values were not deeply ingrained principles guiding our behavior or actions
• Even with excellent corporate policies and support for employees in the areas of mental health, harassment and discrimination, staff may still not know what services/supports are available. Leaders need to reinforce policies and processes
• Strong leadership is fundamental
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Building trustEnsuring each employee understands their purposeSetting clear expectationsFocusing on the most important prioritiesCreating a circle of accountability Growing and developing their employeesDeveloping Emotional IntelligenceUnderstanding mental health aspects in the workplace
Literature, courses etc…GM@WGWL Centre for Mental Health in the Workplace
Building a Healthy Workplace – Leadership Development
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The Centre works towards preventing and reducing the impacts of mental health issues in workplaces by:
• increasing knowledge and awareness and supporting knowledge exchange
• helping turn knowledge into action.
www.workplacestrategiesformentalhealth.com
• A public service• Resources for employers
• Incubator for innovative new tools
Mandate
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Building a healthy workplace
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One supervisor’s experience
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Accommodating violence?
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Triggers and Emotional Cost
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Who has your back?
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A Call to Action
"When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion."
- Dale Carnegie
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Building a healthy workplace