Transcript Slide 1

Fostering Mentally Healthy Workplaces
and Mental Health First Aid
EASNA Institute 2014. Plenary 2, 2-3:30 pm
April 24, 2014
Presented by:
Sjors Reijers, Manager of Program Promotions, MHFA Canada+, Mental Health Commission of Canada
Sapna Mahajan, Director, Prevention and Promotions, Mental Health Commission of Canada
Who is in the room?
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Today
1. Overview of the Mental Health Commission of
Canada (MHCC)
2. Why should you care?
3. What can you do? – Practical approaches
4. Case Study
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World Health Organization definition of Health:
Health is “a state of (complete) physical, mental
and social well-being and not merely the absence
of disease or infirmity.”
/4
Public Health Agency of Canada
Definition of Mental Health:
Mental Health is “the capacity of each and all of
us to feel, think, and act in ways that enhance
our ability to enjoy life and deal with the
challenges we face. It is a positive sense of
emotional and spiritual well-being that respects
the importance of culture, equity, social justice,
interconnections and personal dignity.”
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What is a Mental Disorder?
A mental disorder causes major changes in a person’s thinking,
emotional state and behaviour, and disrupts the person’s ability
to work and carry out their usual personal relationships.
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What are Mental Health Problems?
A mental health problem is broader term that includes both
mental disorders and symptoms of mental disorders which may
not be severe enough to warrant a diagnosis of a mental
disorder.
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Myths and Facts about Mental Health Problems
MYTH Mental health problems are rare
FACT One in five people will experience a mental health
problem in the course of a year
MYTH People with mental health problems never recover
FACT With the right support most people with mental health
problems get better
MYTH People with depression could just “snap out of it” if they
wanted to
FACT People with depression have serious symptoms which
aren’t in their control
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The Mental Health Commission
of Canada
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MHCC Mandate
The MHCC is funded by Health Canada and has a 10-year mandate (20072017). Among its initiatives, the MHCC has just developed the country’s
first mental health strategy, is working to reduce stigma, strengthening
knowledge exchange capacity in mental health, and examining how best
to help people who are homeless and living with mental health problems.
Three Strategic Priorities:
To Be a Catalyst - MHCC is a catalyst for system and social change that leads to improved
health for Canadians.
To Collaborate - The MHCC collaborates and partners with people and organizations that
have a role to play in transforming the mental health system to accelerate change.
To Ensure Sustainability - Financial, Organizational, Social
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mental
The Mental Health Strategy for Canada and
Canadian Workplaces
The Strategy calls for the
creation of mentally
healthy workplaces,
including the broad-based
adoption of standards for
psychological health and
safety.
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Why should you care?
The Issue
2006: Senate Committee publishes
Out of the Shadows at Last – first
and largest national study on mental
health, mental illness and addictions
EMPLOYEES have a stake in
mental health
2007: The MHCC is created by the
Government of Canada
…in the workplace
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Serious harm is being done to workers that
could
be
prevented
or
significantly
2006: Senate Committee publishes
reduced
Out of the Shadows at Last – first
and largest national study on mental
health, mental illness and addictions
This harm is referred to as “mental injury”
2007: The MHCC is created by the
Government of Canada
Mental injury is a significant but largely
ungoverned risk for organizations
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Why Focus on Psychological Health and Safety in the
Workplace?
• By age 40, about 50% of
Canadians will have had
experience with a mental
illness/mental health problem
• Adults in their prime working
years are among the hardest
hit
• Psychologically unsafe
workplaces can contribute to
mental illness
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Impact During Prime Working Years
• One person in five in Canada will experience a mental health
problem or illness in a given year;
• People in their early working years are most affected.
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2006: Senate Committee publishes
Out of the Shadows at Last – first
and largest national study on mental
health, mental illness and addictions
EMPLOYERS have a stake in
mental health
2007: The MHCC is created by the
Government of Canada
…in the workplace
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Converging legal pressures to provide a psychologically safe work
environment – 7 major Trends
Employment
Standards
Legislation
Labour
Relations Law
Duty to Provide a
Psychologically Safe
Workplace
Employment
contract
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Occupational
Health and
Safety
Legislation
Human
Rights
Legislation
Law of
Torts
(negligence
)
Workers
Compensation
Law
Risk Management: Dr. Martin Shain said...
A Changing legal climate - • 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.
• A psychologically safe workplace is no longer a
“nice to do”. It is now a “must do”
• 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;
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Impacts on Absenteeism
In Canada, mental health is the
leading cause of both STD and LTD,
in the U. S. it is the 4th greatest
cause for STD and the 3rd for LTD
Companies with the most effective
health and productivity programs:
 11% > revenue per employee
 < medical trends by 1.2%
 1.8 fewer days absent per
employee
 28% > shareholder returns
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Recruitment and Retention
Employees today expect organizations to support personal and
professional growth – good mental health is one of the keys to success
Attracting
employees in a
competitive
market is a
challenge
Prospective
employees are
looking for the “right
culture” to support
their personal and
professional
ambitions
Positive workplace mental health enhances organizational
sustainability, including employee recruitment and retention;
Engaged employees generate 43% more revenue than disengaged
ones; (Hay Group – “Engage Employees and boost performance 2001”).
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Standards or Regulations ?
Standards or Regulations?
• Standards are voluntary:
• unless adopted or referenced in legislation;
• General duty clause may imply compliance with
standards;
• Many areas of law already addressing PHS in the
workplace;
• Mandatory and informative clauses in standard;
• Care taken to specify that standard is intended to be
voluntary.
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The Business Case
The Business Case
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.
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2006: Senate Committee publishes
Out of the Shadows at Last – first
and largest national study on mental
health, mental illness and addictions
CANADA has a stake in mental
health
2007: The MHCC is created by the
Government of Canada
…in the workplace
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The Economic Cost
$50 billion annual loss
to Canadian economy
30% of disability claims
70% of total disability costs
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Working - is it good for mental health?
Time off and return to work:
The longer someone is off, the less chance there is of a
successful return to work
6 months off – 50%, 9 months – 10%
Focus on prevention and early intervention
Disability duration is less when:
There is positive mental health (all disabilities)
Good coping strategies for stressors exist
Workplace issues are resolved quickly
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Activity: Penny Draw
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Activity: Penny Draw
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What can you do?
Practical Approaches
Mental health is a shared responsibility
• All responsible for own mental health;
• 2/3 of Canadians are at work 60% of their
life time;
• The workplace is not always part of the
problem, but it can always be part of the
solution;
TED Talks: Dan Ariely:
http://www.ted.com/talks/dan_ariely_what_makes_us_fe
el_good_about_our_work.html
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Employee – Front and Centre
•PEOPLE LIVING WITH MENTAL
ILLNESSES OFTEN SAY THAT THE
STIGMA THEY ENCOUNTER IS
WORSE THAN THE ILLNESS ITSELF
•PROMOTE GOOD MENTAL
HEALTH AND PREVENT
PSYCHOLOGICAL HARM FOR
EVERY EMPLOYEE IN YOUR
ORGANIZATION
•Reduce stigma and discrimination
related to mental illness
•Create an environment that is
respectful and inclusive of mental
health disabilities
•Implement organization-wide
policies and procedures to foster a
mentally healthy and safety
environment for your employees
•National Standard
•SUPPORT THOSE WITH LIVED
EXPERIENCE TO GET BACK TO
WORK AND PURSUE PRODUCTIVE
LIVES
•Provide services for those who
/ 31want to work
•Accommodation
Reduce Stigma
Change The
Culture Of Your
Organization
Support Those
With Lived
Experience
Understand
Mental Health
and Illness
•PSYCHOLOGICAL FIRST AID IS
JUST AS IMPORTANT AS PHYSICAL
FIRST AID
•Improve your organization's
mental health literacy
Educate, Educate, Educate
Understand
Mental
Health and
Illness
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Aims of First Aid
Preserve life
Prevent deterioration of injury or illness
Promote healing
Provide comfort to the ill or injured
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Aims of Mental Health First Aid
Preserve life where a person may be a danger to themselves or
others
Provide help to prevent the mental health problem from becoming
more serious
Promote the recovery of good mental health
Provide comfort to a person experiencing a mental health problem
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Why Mental Health First Aid?
• Mental health problems are common
• Professional help is not always on hand
• Members of the general public often do not know how to
respond
• There is stigma associated with mental health problems
• Not everyone with a mental health problem seeks
treatment
• People may lack the insight to realize that they need help or
that help is available
• Many people are not well informed
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Evidence Based Outcomes
Significantly greater recognition of the most common
mental health disorders
Decreased social distance from people with mental
disorders
Increased confidence in providing help to others
Demonstrated increase in help actually provided
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The Course
Basic Adult: 12 hours / 2 days / 4 sessions
Adults who work with Youth: 14 hours / 2 days / 4 sessions
Instructor Training: 5 days – basic / 5.5 days - youth
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Signs and Symptoms
Recognizing signs and symptoms of developing mental health
problems:
-
Substance Related Disorders
-
Mood Disorders
-
Anxiety Disorders
-
Psychotic Disorders
-
Deliberate Self-Injury (Youth Course)
-
Eating Disorders (Youth Course)
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Crisis First Aid
Mental Health First Aid is the help provided to a person
developing a mental health problem or experiencing a mental
health crisis:
•
•
•
•
•
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Suicidal behaviour
Overdoses
Panic Attacks
Reactions to traumatic events
Psychotic episodes
Making the Case for Investment
Course options:
1. Send staff to become MHFA instructors
2. Attend a public MHFA course
3. Host an MHFA course in your workplace
How managers and staff work together to make mental health a
priority for workplace health and safety:
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So what?
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Support the Employee
Change The
Culture Of
Your
Organization
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A National Standard
• Global Business and Economic Roundtable on
Addiction and Mental Health
• Martin Shain, PhD – seven areas of law
trending towards employers’ increasing
responsibility
• Consensus Conference (2009) of business,
labour, clinicians and other stakeholders
• Vancouver, BC (2010) group : seek information
about providing a psychologically safe
workplace
• Technical committee established (2011)
Standard released January 16,
2013
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Purpose of Standard
Prevent psychological harm from
conditions in the workplace.
Promote psychological health in the
workplace through support.
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Who Developed the Standard?
Funding Support
Technical Committee
Organization interest | Employee/Labour interest
Regulator/Insurance/Policy interest | Service provider interest | General
interest
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National Standard of Canada
• Published January 16, 2013;
• No cost for the first 5 years;(or until the first
major revision whichever is first);
Available from BNQ and CSA:
CSA
BNQ
www.csa.ca/z1003
English : www.bnq.qc.ca/can-csaz1003-bnq9700-803/en
French: www.bnq.qc.ca/can-csaz1003-bnq9700-803/fr
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What is the Standard?
The Standard is a guide that offers organizations a
structure and process for changing how mental health
and mental illness are approached in the workplace.
• Voluntary
• Aligned on existing standards and tools
• It is applicable to any organization
• Intended to enable both employers and employees to
measure progress
• Informative annexes are included to help users develop
approach to implementation and integration
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The BNQ-CSA standard –
PH and S in the workplace
Aligns with Existing Standards and Tools:
 BSI PAS 1010 Guidance on the management of
psychosocial risks in the workplace;

 BNQ 9700-800/2008 “Healthy Enterprise”;
 CAN/CSA Z1000-06 Occupational Health and Safety
Management;
 Draft CSA Z1002 “OHS Hazards and Risks”;
 Other reference material (e.g.. GuardingMinds@Work).
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Overview of the Standard
Leadership
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Promotion
of Mental
Health
Stigma
Reduction
The
Standard
STANDARD – GUIDING PRINCIPLES
Commitment by Senior Management
Participation with all
Integration of PHS
Shared responsibility
Focus on health, safety, awareness and promotion
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5 Elements + Annexes
Commitment,
Leadership and
Participation
Management
Review
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Evaluation and
Corrective
Action
Planning
Implementation
Unique Aspects of the Standard
• A global first for psychological health and safety
• A set of tools and not rules
• Adaptable and flexible for employers of all sizes and sectors – no
one size fits all
• The Standard is for everyone and is a shared responsibility;
everyone plays a key role
• Promotion and prevention
• Available at no cost for the first five years or until a major revision
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One year later
1.
More than 16,000 downloads of the Standard
2.
Key industry champions such as Province of Nova Scotia, Bell Canada,
University of Waterloo, General Electric, etc. are stepping up to the
challenge and adopting the Standard
3.
Technical Committee that developed the Standard continues to drive
adoption and work with organizations in Canada, e.g. Great-West Life
Centre for Mental Health, Canadian Mental Health Association,
Workplace Safety and Prevention Services etc.
4.
Standard generated both national and international interests, e.g.
Australia was recently given the rights to use the Standard and to
develop guidelines
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MHCC Moving Forward
PROMOTION
DRIVE ADOPTION
Free Webinars
Case Study Research Project
Collaborative Spaces
Roundtable Discussions
Re-designing of the workplace webpage
Stakeholder Engagement
“Share your Story” online survey
Conferences & Meetings – booths,
speeches
Partnerships, e.g. Groupe Entreprises en
Santé, Lundbeck Canada, Great-West Life
Centre for Mental Health, TELUS, WSPS
etc.
Social Media
Educational Tools
Newsletters, magazine articles, press
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releases, media interviews
Government Relations
MHCC is being asked
• In one year of the Standard’s life, significant interest has been generated
and several early adopters have come forward
• Questions being consistently asked to the MHCC:
- Who, in my industry, is adopting the Standard?
- What are some of promising practices?
- What are the lessons learned from other organizations?
- What tools/resources can I use in my environment?
- I’m a small organization, does the Standard apply to me? If yes, how
can an organization of my size implement the Standard?
• The Case Study Project aims to answer these questions and
drive adoption and uptake of the Standard
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Canada’s successes in advancing the issue
MHCC announced plans to further work with Canadian
businesses and drive uptake of the Standard in
workplaces across Canada
A new $1.4-million research project to assess the impact
of a federally funded program aimed at improving mental
health in the workplace was announced
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Case Study Project
1.
Document how the National Standard is being implemented among
Canadian employers, in various industries, sectors, regions and of various
sizes
2.
Identify challenges, gaps and promising practices related to
implementation
3.
Quantify costs and impact
Expected
Outcomes
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• Blueprint for future organizations that
wish to adopt the Standard
• Identification and Dissemination of
Promising Practices
• Inform Future Revisions of the Standard
• Strong Business Case
• Identify gaps and challenges
Champion Participating Organizations
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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AGS Rehab Solutions
Alberta New Home Warranty Program
Bell Canada
Belmont Health & Wealth
Bernardi Human Resources Law LLP
Canadian Mental Health Association – Toronto
Branch
Cape Breton Health District Authority
Capital Health District Authority (Nova Scotia)
Community Resource Connections of Toronto
County of Frontenac
Frontenac Community Mental Health and
Addiction Services
Garden City Family Health Team
Great-West Life Assurance Company
Habitat for Humanity – Nova Scotia
Haliburton, Kawartha, Pine Ridge District Health
Unit
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Immigrant Settlement and Integration Services
(Halifax, Nova Scotia)
Lakeridge Health
Manulife Financial
Mount Sinai Hospital
Nova Scotia Government and General
Employees Union
Pickering Public Library
Provincial Health Services Authority (British
Columbia)
Real Estate Board of Greater Vancouver
School District #22
The Regional Municipality of York
The Royal Ottawa Health Care Group
The Scarborough Hospital
Toronto East General Hospital
University Health Network
So what?
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Assist the Aspiring Workforce
Support Those
With Lived
Experience
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How disabling are mental health problems?
“Disability” refers to the amount of disruption that a health
problem causes to a person’s ability to work, look after
themselves, and carry on their relationships.
Moderate depressions is similar in disability to deafness.
Severe PTSD is comparable to paraplegia
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Activity: Rank the Disorders
• Each table has a slips of paper with physical and mental disorders
• As a group, rank them in order from least disabling to most
disabling
• Some can be equally disabling
• 7 minutes to complete the exercise
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Results (from least togingivitis
most disabling):
mild asthma
low back pain
uncomplicated diabetes
mild depression
epilepsy
mild/moderate panic disorder
anorexia
mild/moderate obsessive compulsive disorder
Moderate depression
severe asthma
Severe vision loss
complete hearing loss
Severe schizophrenia
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quadriplegia
chronic hepatitis B infection
operable small cell lung cancer
Severe post traumatic stress disorder
Severe depression
non-invasive breast cancer
paraplegia
brain injury with permanent impairments
end-stage Parkinson’s disease
severe dementia
The numbers of people with
mental illness transitioning
onto disability income support
programs are rising
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THE PROBLEM
Up to 90% of Canadians with serious mental illness are
unemployed
The skills and talents of people with serious mental illness are
often not recognized; their potential contribution to
economic and civic life is wasted
Barriers to employment for people with serious mental illness
include:
»
»
»
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Stigma and discrimination
Income security policies that penalize (or fail to
sufficiently reward) earned income
Inadequate sustained support for people in getting –
and keeping – a job
WE KNOW
People with a job are healthier, have higher selfesteem, and have higher standards of living
Most people with serious mental health problems
have skills and expertise to offer to the labour
market – they can work, and want to work
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Aspiring Workforce
Initiated through the Workforce
2006: Senate
Committee
publishes
Advisory
Committee
at the Mental
Out of
the Shadows
at Last – first
Health
Commission
of Canada
and largest national study on mental
health,comprised
mental illness
and addictions
A report,
of five
components, that aims to provide
2007: The MHCCtoishelp
created
by the
recommendations
Canadians
Government
of Canada
with
mental health
problems or
illnesses get back to work
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Aspiring Workforce:
The Partnership
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The Aspiring Workforce
Represent “those people who, due to mental illness have
been unable to enter the workforce, or who are in and out
of the workforce due to episodic illness, or who wish to
return to work after a lengthy period of illness.” (Centre for
Addiction and Mental Health)
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The Aspiring Workforce
The Economic Cost
• People living with a mental
illness who work use far
fewer hospital and other
health services than those
without jobs.
• Approximately $28.8 billion
is spent each year in
disability income support.
Of that, it’s projected that
$9.6 billion is for people
living with a mental health
problem or illness.
The Human Cost
• Unemployment is linked to
stress and instability,
problems with self-esteem,
relational conflicts,
substance use and other
concerns.
• Unemployment is
associated with a two to
threefold increased risk of
death by suicide, when
compared with
employment.
THE RIGHT ACTORS
People with
mental illness
Federal
Governments
Provincial
Governments
Employers
Community
Organizations
Territorial
Governments
Mental
Health service
Providers
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THE RIGHT BEHAVIOURS
De-stigmatize
people with serious
mental illness
Build system
capacity
Remove
disincentives to
return to work
Intervene early on
Invest in existing
best practices and
test new strategies
Collaborate across
the continuum
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THE RIGHT ANSWERS
The right
employment
supports
Alternative
employment
options
The right
information
The right
incentives
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Aspiring Workforce:
5 components
2006: Senate Committee publishes
Out of the Shadows at Last – first
1. Supported Employment: A Review of the Literature and
and largest national study on mental
Canadian
Perspectives
health,
mental
illness and addictions
2. An Overview of Provincial Disability Programs and Work
2007:
The MHCC is created by the
Incentives/Disincentives
of Canada
3.Government
Environmental
Scan of Social Businesses
4. A Legislative Model of Income Supports for People with
Mental Illness
5. Workplace Know-How
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So what?
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There is stigma associated with mental health problems
Imagine if we treated everyone like we
treat people with mental illness.
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Address Stigma
Reduce
Stigma
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Opening Minds
Stigma in the Workplace
•
46% of Canadians agreed that “we call some things mental
illness because it gives some people an excuse for their poor
behaviours and personal failings” (CMA, 2008)
• 38% of Canadians would be embarrassed to admit their
children has anxiety or depression (Kinark Child and Family
Services, 2007)
• Only 23% of Canadians surveyed said that they would
completely agree or somewhat agree with the statement that
they feel comfortable talking to my employer about their mental
disorder (Canadian Medical Association, 2008)
• “Only 26% of surveyed employees feel that their supervisor
effectively manages mental health issues” (Thorpe & Chenier,
2011)
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Earlier helpReducing Stigma in the Workplace
seeking
Better prognosis
& outcome
Reducing Stigma
in the Workplace
More supportive
workplace for all
Increase
productivity
Positive financial
impact
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Reducing Stigma in the Workplace
OM’s approach is not to “reinvent the wheel” but to
take an in-depth look at existing anti-stigma programs
Partner with organizations and companies to implement
anti-stigma and mental health and wellbeing initiatives
Scientifically evaluate them for efficacy and financial
impact
Take best and promising practice from other sectors and
adapt them to the general workforce (e.g., R2MR to The
Working Mind)
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Opening Minds Workplace Partners & Projects
Workplace Programs
Over 15 partnerships in various sectors (e.g., private, education,
government) across Canada
Many other partners in discussions
Evaluations are well underway
Preliminary results are very promising
- Programs decrease the stigma of mental illness
- Increase awareness of mental health in the workplace
- Employees and organizations very receptive of programs
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So what?
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Case Study - MHCC
Improving Mental
Health in the MHCC
Workplace
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Any questions?
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Resources
Download the Standard for free, www.csa.ca/z1003
Download the Action Guide for Employers, which provides guidelines that encourage executive leadership to commit to making mental health in
their workplace a priority, http://www.mentalhealthcommission.ca/English/node/505?terminitial=30
Share your Story , http://www.mentalhealthcommission.ca/English/standardform
Join us on our next free webinar on the Standard, www.mentalhealthcommission.ca/English/workinar
Learn more about the work being done at the MHCC to reduce stigma in the workplace,
http://www.mentalhealthcommission.ca/English/initiatives-and-projects/opening-minds
Download the research report, the Aspiring Workforce to learn on recommendations to assist the aspiring workforce to return to and maintain
productive work, http://www.mentalhealthcommission.ca/English/aspiring-workforce
Check out the Great West Life Centre for free tools and resources, http://www.gwlcentreformentalhealth.com/
Train employees in Mental Health First Aid so they can recognize emerging mental health problems or crises in themselves and their
colleagues, and provide initial help, www.mentalhealthfirstaid.ca
Take advantage of the free and comprehensive set of resources offered by Guarding Minds at Work to help protect and promote psychological
health and safety in the workplace, http://www.guardingmindsatwork.ca/
Learn about additional solutions for employers and supports for employees offered by Mental Health Works, a national program of the Canadian
Mental Health Association, http://www.mentalhealthworks.ca/
89
Join /Partners
for Mental Health in taking the pledge to support the improvement of mental health for all Canadians, www.partnersformh.ca
Thank you!
Contact us: [email protected] or
[email protected]
Visit: www.mentalhealthcommission.ca
Follow us:
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.
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