Transcript Document

Building a healthy
workplace
Definitions
• Work : application of physical and mental
knowledge & skills; commitment over time;
effort, labour & exertion
• Employment : contract of employment for
pay; set of specific tasks, located in specific
physical/social context
Definitions
• Health : usually operationalized in terms of
absence of physical and mental symptoms,
illness and morbidity
• Well-being : the subjective state of being
healthy, happy, contented, comfortable and
satisfied with one’s quality of life
Work and health
Possible causal pathways between health, work and well-being
Work
• Work provides income: material well-being
and participation in today’s society
• Work meets important psychosocial needs
in societies where employment is the norm
• Work is central to individual identity,
social roles and social status
• Employment and socio-economic status are the main
drivers of social gradients in health
• 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
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• A healthy working life is:
‘one that continuously provides working-age people with
the opportunity, ability, support and encouragement to
work in ways and in an environment which allows them
to sustain and improve their health and well-being’
(Scottish Executive 2004)
• ‘Work should be comfortable when we are well and
accommodating when we are ill’ (Hadler 1997)
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What is a Mentally Healthy
Workplace?
Workload
Work
Scheduling
Work-Life
Balance
• Workloads are monitored
• Overtime is compensated
• Flexible work arrangements exist
• Work-life balance is promoted
• Employees encouraged to take vacation
• Employees not expected to respond to
e-mail 24/7
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What is a Mentally Healthy
Workplace?
Work
Environment
• People are friendly, empathetic, understanding, and
supportive
• Bullying, harassment, and discrimination are not
tolerated
• Not a high-stress environment; no hostility or conflict
Management
Style
• Managers are well trained and good people managers
• Managers are not autocratic, authoritarian,
controlling, and aggressive
• Employees are not blamed or punished for mistakes
Communication
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• Open communication between management and
employees
• Human resource professionals and managers are
approachable
• Discussions are kept confidential
Additional Training For Front-Line
Managers
• Recognizing signs and
symptoms
• Community supports
available
• Medical factors
influencing mental health
issues
• Strategies for keeping
employees functional and
successful in the
workplace
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• Responses to negative
reactions
• Insight into legal
requirements
• Handling difficult
conversations
• Softer skills
• Creating an inclusive
work environment
Creating Positive Change in
Organizations
1. 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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Building a Healthy Workplace – Leadership
Development
Building trust
Ensuring each employee understands their purpose
Setting clear expectations
Focusing on the most important priorities
Creating a circle of accountability
Growing and developing their employees
Developing Emotional Intelligence
Understanding mental health aspects in the workplace
Literature, courses etc…
GM@W
GWL Centre for Mental Health in the Workplace
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Changing the culture of work & health
Culture:
The collective
attitudes, beliefs and
behaviours that
characterise a
particular social
group over time
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Shifting attitudes
to work & health
Current:
Shift to:
Work is a ‘risk’ and
(potentially) harmful to
physical and mental health.
Work is healthy, therapeutic
& the best form of rehab.
vs.
Risks of long-term sickness
absence
therefore
therefore
Advice to stay off / sickness
absence / sick certification
‘protects’ from work
Advice and support to remain
in or (early) return to work
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