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HomeMy WebLinkAboutHUR130-026 Mental Wellness in the Workplacec4 oe PICKERING Procedure Procedure Title: Mental Wellness in the Workplace Procedure Number HUR 130-026 Reference: Canadian Standards Association (CSA) Date Originated (m/d/y) March 2019 Date Revised (m/d/y) Pages 8 Approval: Chief Admini tive ❑ f' er Point of Contact Coordinator, Compensation & Benefits Procedure Objective The Corporation of the City of Pickering considers its employees as its most valuable resource and recognizes the importance of psychological health and well-being in the workplace. Employees play an active role and share the responsibility of fostering a psychologically healthy and safe environment. Each employee must make a personal commitment and be responsible for their own health. Management must recognize signs of mental health concerns in their employees and provide the necessary support. Workplaces that collectively commit to a mentally positive work environment achieve greater success. The City will promote a positive working environment aligned with our Corporate values by implementing procedures, practices and initiatives to support mental health (personal and workplace) and prevent psychological harm. Specifically this procedure is intended to: 1. Promote mental wellness initiatives within the workplace. 2. Reduce the stigma associated with mental health issues. 3. Outline responsibilities. 4. Identify workplace factors that may cause mental health issues. 5. Provide a resource to staff experiencing mental health issues related to the workplace or personally. 6. Provide resources to management staff to support employees experiencing mental health issues. Index 01 Definitions 02 Overview 03 Responsibilities 04 Procedures Appendices Appendix 1 Mental Health Resources Appendix 2 Mental Wellness Supervisor Resource 01 Definitions 01.01 Harm — an injury or damage to health. 01.02 Hazard — a potential source of psychological harm to a worker. 01.03 Health — a state of complete physical, social, and mental well-being, and not merely the absence of disease or infirmity. 01.04 Mental/Psychological Health — a state of well-being in which the individual realizes their own abilities, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to their community. 01.05 Mental Wellness Committee — a committee comprised of an equal number of non-union and CUPE members with a mandate to identify issues that impact organizational mental health and safety, act as a resource to staff, and work to foster a positive working culture. 01.06 Organizational Culture — a pattern of basic assumptions invented, discovered, or developed by a given group that are a mix of values, beliefs, meanings, and expectations that group members hold in common and use as behavioural and problem -solving cues. 01.07 Psychological Safety — the absence of harm and/or threat of harm to mental well-being that a worker might experience. 01.08 Psychologically Healthy and Safe Workplace — a workplace that promotes workers' psychological well-being and actively works to prevent harm to worker psychological health including in negligent, reckless, or intentional ways. 01.09 Risk — the combination of the likelihood of the occurrence of harm and the severity of that harm. 01.10 Workplace — the working or work-related environment including, but not limited to, the offices, buildings, worksites or any other location where City business is being conducted and employees have gathered as a result of employment responsibilities. Procedure Title: Mental Wellness in the Workplace Page 2 of 8 Procedure Number: HUR-130-026 02 Overview 02.01 General Overview Mental health issues in the workplace are any conditions that affect an employee's state of mind. Mental health conditions may include depression, substance abuse, and anxiety. It is important to remember that mental health problems will manifest differently in each person. 02.02 Workplace factors that may impact mental health issues While health is an individual responsibility, considering that a significant portion of our day is spent at work, the workplace can significantly contribute to our health by either helping or hindering our ability to maintain our physical and psychological well-being. While there are a variety of reasons people may experience mental health issues, work-related reasons that can exacerbate a condition include: a) excessive pressure; b) work -life imbalance; c) lack of appreciation/recognition; d) hostile workplace conditions; e) unpleasant relationships with colleagues or supervisory staff. 03 Responsibilities 03.01 Corporate Responsibilities a) Foster an environment of trust and support and collaborate with Human Resources to provide support; b) create an organizational culture that supports psychological health and safety in the workplace; c) develop and maintain procedures to promote psychological health and safety within the organization; d) demonstrate commitment to workplace mental health initiatives through the development and continual support of the Mental Wellness Committee; e) engage all stakeholders in dialogue that facilitates understanding of organizational needs and goals; f) engage workers in understanding the need for a psychologically safe and healthy working environment; and encourage participation in various Procedure Title: Mental Wellness in the Workplace Page 3 of 8 Procedure Number: HUR-130-026 programs and committees implemented to ensure psychological health and safety. 03.02 Management Responsibilities a) Promote organizational ethics and company values that reinforce the development and sustainability of a healthy and safe working environment; b) support key objectives to improve psychological health and safety in the workplace; c) lead and influence organizational culture in a positive way; d) ensure that psychological health and safety is consistently part of the organizational decision making process; e) engage employees to be aware of the importance of psychological health and safety and encourage open communication with employees; f) identify concerns with employees and bring matters to the attention of Human Resources; be able to identify psychological health and safety hazards and address them accordingly; identify workplace needs; and h) provide necessary feedback to Human Resources and the Mental Wellness Committee to determine the effectiveness of psychological health and safety initiatives within the workplace. 03.03 Employee Responsibilities a) Make a personal commitment to their own mental health and wellness and bring forward concerns to their supervisor or Human Resources; b) actively contribute to a positive and psychologically healthy and safe workplace; c) participate in the continual development of psychological health and safety plans and procedures; d) aid the organization in identifying and removing barriers which exist within the working environment; e) communicate hazards and concerns to their immediate non-union supervisor; and f) communicate with, or participate in the Mental Wellness Committee to develop initiatives and share resources with staff which promote psychological health and safety. Procedure Title: Mental Wellness in the Workplace Page 4 of 8 Procedure Number: HUR-130-026 03.04 Human Resources Responsibilities a) Through the Mental Wellness Committee, provide information regarding workplace factors that contribute to psychological health and safety, and specifically how to reduce hazards and risks that potentially cause psychological harm and how to enhance factors that promote psychological health; b) provide education, awareness, and understanding in regards to the nature and dynamics of psychological illness, safety, and health; c) communicate procedures and available support; d) communicate processes available when issues can impact psychological health and safety; e) communicate information about the psychological health and safety system and related plans and processes; f) review employee ideas, concerns, and input for consideration; g) provide various opportunities for staff to learn about psychological health and safety; and h) provide mental health training to designated staff. 03.05 Mental Wellness Committee The Mental Wellness Committee is a group of equal parts non-union and union members who regularly meet to organize initiatives that support positive worker mental health. Committee Members may also be contacted confidentially to advise staff on resources available to them, either through their benefit plans, or within the community. Specifically, the Committee will: a) be a confidential resource to staff for workplace mental health issues; b) actively participate and support the concerns of staff through the actions of the Committee; c) collectively receive employee ideas, concerns, and input for consideration; d) review, consider and endorse employee recommendations regarding mental health and mental wellness initiatives to senior management for endorsement; and e) positively represent the Committee through their own interactions with staff. Procedure Title: Mental Wellness in the Workplace Page 5 of 8 Procedure Number: HUR-130-026 04 Procedures 04.01 Preventative and Protective Measures Supervisory staff will ensure preventive and protective measures are always in place for psychological hazards in the following priority: a) review the cause of the hazard(s); b) implement controls to eliminate or reduce the risks related to hazards contributing to workplace mental health issues; c) maintain processes to respond to issues that can impact psychological health and safety of workers; and d) offer resources to workers who are experiencing mental health difficulties, whether these difficulties relate to organizational factors or personal factors. 04.02 Identify and Address Concerns To every extent possible, supervisory staff in collaboration with Human Resources will proactively identify mental health issues among their employees. If they believe that an employee is in a state of emotional or psychological distress, they should reach out to them. Supervisory staff unsure of the best approach to assist an employee should contact Human Resources at the onset for guidance. Common issues of workplace mental health may be resolved by the following actions by management: a) arrange a meeting with the staff person to discuss the concerns; b) listen to the employee and determine if concerns are related to the workplace. Where possible, resolve contributing factors within the workplace; c) if an employee has issues collaborating with colleagues, managers should meet with concerned employees and serve as mediators; d) if concerns persist, or is serious in nature, management staff should contact HR; e) management should remind staff of the supports available to them for all mental health issues, work related or personal, which include the Employee Family and Assistance Program, their family physician, services provided by our benefit plan, and other services available within the community (see Appendix 1). Procedure Title: Mental Wellness in the Workplace Page 6 of 8 Procedure Number: HUR-130-026 04.03 Intervention There are various actions that can be taken to improve a situation where an employee is exhibiting signs and symptoms of mental illness. Refer to Appendix 1 for a list of resources. 04.04 Recovery and Return to Work Management will follow Return to Work procedures clearly set out under section 7 of the Attendance Management Policy. 04.05 Anti -Stigma Awareness The City is committed to fostering a workplace where our employees are protected from the stigma associated with mental illness. We will ensure that employees are treated with respect and dignity; this includes those suffering from mental illness and those who support other workers suffering from mental illness. Harassment and acts of discrimination will not be tolerated. Anyone who is found to be stigmatizing another individual may be subject to disciplinary action. Types of behaviour and acts that contribute to stigma include: a) prejudicial attitudes and discriminating behaviour directed towards individuals; b) trivializing or belittling people suffering from mental illness; c) insulting people who are suffering from mental illness; d) patronizing people who are suffering from mental illness by treating them as if they are not as good as other people; and/or e) ostracizing people who are suffering with mental illness, or their friends and supports. This policy applies to current employees and behaviours that are in some way connected to work including off-site meetings, training and day-to-day operations. Employees are encouraged to report incidents of stigmatizing utilizing the complaint procedures set out in the Respect in the Workplace Policy. Procedure Title: Mental Wellness in the Workplace Page 7 of 8 Procedure Number: HUR-130-026 04.06 Reporting Psychological health and safety incidents or concerns may be reported to Human Resources, the immediate non-union supervisor, through the process outlined in the Respect in the Workplace Policy, or through an Incident Report (if the concern does not involve another staff member). Procedure Title: Mental Wellness in the Workplace Page 8 of 8 Procedure Number: HUR-130-026 Appendix 1 Mental Health Resources 1. Family Physician 2. Employee & Family Assistance Program (EFAP) A free, confidential support service for employees and immediate family members focused on early intervention. Morneau Shepell workhealthlife.com T: 1.844.880.9142 3. Durham Mental Health Services - Crisis Access Linkage Line (24/7) Is a charitable not-for-profit agency providing services and supports to individuals and families who are living with mental health concerns. Crisis beds and mobile team T: 905.666.0483 or 1.800.742.1890 T: 905.576.8711 ext. 3200 (24-hour Emergency Contact) 4. Distress Centre Durham - (24/7) A 24-hour helpline staffed by specially trained community volunteers who help people in distress to cope, by providing emotional support, crisis/suicide management, suicide risk management, emergency intervention and community education. Distress Line: 905.430.2522 or 1.800.452.0688 Business Line: 905.430.3511 Website: distresscentredurham.com 5. Lakeridge Health Oshawa — Crisis Intervention These team members meet with individuals and his/her family or support team to discuss immediate concerns and review options. In most cases, a person is discharged with a follow-up plan, while others may be admitted to the Inpatient Mental Health Program. T: 905.576.8711 ext. 4384 Durham Connection Life Monday to Friday 9 am to 6 pm T: 1.800.841.2729 Appendix 1 Ontario Shores Centre for Mental Health Sciences T: 1.800.236.2679 (24/7) 8. Toronto Distress Centres T: 416.408.4357 9. Community Crisis Line Scarborough and Rouge Hospital 24/7 telephone crisis support T: 416.495.2891 10. Pinewood Centre for Addiction Support T: 1.888.881.8878 11. Mood Disorders Association of Ontario Support line Monday to Friday, 9:30 am to 5pm T: 1.888.486.8236 12. Kinark Child and Family Services Central Intake: 1.888.454.6275 (Whitby) Oshawa Location: 905.474.9595 Website: www.kinark.on.ca 13. Mental Health Helpline T: 1.866.531.2600 14. TeleHealth Ontario T: 1.866.797.0000 15. Rouge Valley Health System T: 905.683.2320 16. Ontario Psychological Association's Website at psych.on.ca to find a clinical psychologist. 17. Spiritual Support Employees may also seek guidance at their place of worship. Appendix 2 Mental Wellness Supervisor Resource Early Warning Signs Management staff should watch out for the early warning signs of someone who is developing a mental health issue that may be apparent in the workplace. These include: Behaviours • Changes in work habits i.e. not completing assignments, increased errors, etc. • An inability to concentrate, difficulty remembering tasks, due dates, etc. • Sudden indecisiveness or loss of confidence • Increased lateness, unplanned or increased absences • Conflict with team members/supervisor • Emotional responses, mood swings or erratic behaviour • Complaints of lack of management support or being fixated on fair treatment issues • Withdrawing from colleagues or reduced participating in work activities • Increased consumption of caffeine, alcohol, cigarettes and/or sedatives Physical and Physiological Signs • Consistently appearing tired/complaining of sleeping difficulties • Significant weight loss or gain • A disheveled appearance or appearing sick and run down • Complaining of headaches • Persistent/resistant musculo -skeletal complaints • Gastro-intestinal disorders • Rashes Supervisor Actions The following are steps to take to reach out to an employee who may be in a state of emotional or psychological distress. Management staff unsure of the best approach to assist an employee should contact Human Resources for guidance: 1. If you have noticed some of the above signs in one of your employees, arrange a meeting with the staff person to discuss the concerns. Possible conversation starters are: • You've been looking really tired lately, is everything okay? • I've noticed that you've been turning up to work late, is there anything going on? • Is there any support that we can offer? 2. Listen to the employee and determine if concerns are related to the workplace. Respond with empathy. Appendix 2 3. Remind staff of the supports available to them for all mental health issues, work related or personal, which include the Employee Family and Assistance Program, their family physician, services provided by our benefit plan, and other services available within the community (see Appendix 1) 4. If concerns are work related, review the contributing workplace factors and take the necessary steps to resolve the issue, if possible. Concerns may need to be escalated to the Director for resolution. 5. If an employee is experiencing difficulty collaborating with colleagues, management staff should meet with concerned employees and serve as mediators. If necessary, Human Resources can assist with facilitating the meeting. 6. If concerns persist, or are serious in nature contact Human Resources to discuss a course of action. Supervisor Flowchart Recognize early warning signs of employees who may be suffering from mental health issues. Issues unrelated to the workplace. Respond with empathy and remind employees of available mental wellness resources. 1 Arrange a meeting with employee to discuss concerns. Consult Human Resources Escalate to more senior management if workplace contributing factors are beyond purview. Appendix 2 The workplace is a contributing factor. Respond with empathy and remind employees of available mental wellness resources. Workplace issues resolved. Communicate resulting changes to employee. Take necessary steps to resolve the workplace contributing factors. If workplace issues are related to collaborating with colleagues, meet with concerned parties to resolve issues. Contact Human Resources to discuss persistent issues and concerns.