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.
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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
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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.
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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.
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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).
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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.
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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).
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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.