OEMAC 29th Annual Conference
Niagara on the Lake
Psychological Health and
Safety –
Catalyzing Workforce and
Workplace Change
Ian M. F. Arnold
MD, MSc, DOHS,FRCPC, FCBOM, CSPQ, CRSP, CEA
OEMAC, October 03, 2011
Learning Objectives
1. Review the work underway to catalyze change in
workplace psychological health and safety;
2. Understand the reasons for development of a
workplace standard on psychological health and safety;
3. Recognize the reasons for the use of a consensus based
approach and the role of occupational health physicians
and other stakeholders in the development of the
standard;
4. Learn about the current status of the standard and the
needs and timetable for completion of the standard
development.
Six Strategic Initiatives that shape our
direction on Workplace Psychological
Health and Safety
 Employment opportunities and/or sustainable income for the
Aspiring Workforce (“Aspiring Workforce” project - CAMH);
 Research project to define existing best
practices “Integrated Approach to Workplace
Mental Health” - SFU);
 MHCC peer support certification and
accreditation process under the direction
Lt. Col. Stephane Grenier;
of
 Leadership Initiative – the business case;
 Review of the jurisprudence on psychological health and safety in
the workplace (Dr. Martin Shain);
 Development of workplace standards for psychological health and
safety.
The “Aspiring Workforce” Project
 Understanding how to enhance employment
opportunities and a sustainable income for the
Aspiring Workforce;
 Led by the Centre for Addiction and Mental Health
with U of T and Queens University – completion Jan ‘12
 Four components:
 Supported employment;
 Alternative business models (social enterprises);
 A new model of disability benefits;
 Mental health literacy for and about the Aspiring
Workforce;
 Impact on OHPs – improved worker accommodation
options, better mechanisms for managing disability,
enhanced knowledge on psychological H and S.
An Integrated Approach to Improving
Workplace Mental Healthcare in
Canada
 To identify/critically analyse current
models and promising practices in
workplace mental health;
 Conducted by Simon Fraser
University;
 A 6P approach:
 Dissemination plan under
development; now
 Ultimate deliverable of value to
OHPs  “PSYCHOLOGICAL HEALTH &
SAFETY: AN ACTION GUIDE FOR
EMPLOYERS”
An Integrated Approach
PSYCHOLOGICAL HEALTH & SAFETY:
AN ACTION GUIDE FOR EMPLOYERS
POLICY
Commitment by organizational
leadership to enhance
psychological health and safety
through workplace interventions
PERSISTENCE
Sustainment of effective
actions in a process of
continuous improvement
PROCESS
Evaluation of implementation
and results of actions taken to
enhance psychological health
and safety
PLANNING
Determination of key mental health
indicators across the organization,
selection of actions, and
specification of objectives
PROMOTION
Actions taken to promote
the general psychological
health of the workforce
PREVENTION
Actions taken to prevent the occurrence of significant
psychological problems or mental disorders -- may
occur at the primary, secondary or tertiary level
An Integrated Approach
PSYCHOLOGICAL HEALTH & SAFETY:
AN ACTION GUIDE FOR EMPLOYERS
Table of
Contents
PREFACE
INTRODUCTION
THE P6 MODEL AND ISO
POLICY
PLANNING
PROMOTION
PREVENTION – Primary, Secondary, Tertiary
Secondary Prevention
Provide self-care tools
Provide manager training
Provide early intervention through EFAP
PROCESS
PERSISTENCE
PH&S IN SMALL BUSINESS
PSYCHOLOGICAL HEALTH AND SAFETY OF
MANAGERS: A CRITICAL ISSUE
INTEGRATING MENTAL HEALTH CARE AND THE
WORKPLACE
CLOSING COMMENTS
An Integrated Approach
PSYCHOLOGICAL HEALTH & SAFETY:
AN ACTION GUIDE FOR EMPLOYERS
Provide manager training
It is critical to give managers the knowledge and skills - - - Why it matters
Employees with patterns of declining or inconsistent job performance,
interpersonal difficulties or other uncharacteristic behaviours may - - - - How it is done
Some larger organizations have developed manager training programs
specific to their business or sector-- this may be useful if - - - Useful tools
• Managing Mental Health Matters, Great West Life Centre for Mental
Health in the Workplace: http://www.gwlcentreformentalhealth.com/mmhm/eng/main.html
• What you need to know about mental health: a tool for managers, The
Conference Board of Canada: http://www.conferenceboard.ca/documents.aspx?did=1433
• A practical guide to managing and supporting people with mental health
problems in the workplace: http://shift.org.uk/files/employers/lmr2009_web.pdf
There is a spectrum in management styles – not everyone has to like
everyone – a manager can be tough without being disrespectful.
Labour Lawyer
The Peer Project – Two components
1
Peer Support Practitioners: enhance the utilization
of peer support through the creation and
application of national standards of practice.
2
Peer Educators: encourage a change in societal
attitudes towards mental illnesses through peer
based education strategies specifically targeting
adults in workplaces and later, youth in schools.
Immediate focus on Peer Support
1
Peer Support Practitioners: enhance the utilization
of peer support through the creation and
application of national standards of practice.
2
Peer Educators: encourage a change in societal
attitudes towards mental illnesses through peer
based education strategies specifically targeting
adults in workplaces and later, youth in schools.
Peer Project - Strategic Outcomes
PEER PROJECT
ACCREDITATION
BODY –
Sustainable
approach
STANDARDS of
PRACTICE
EVIDENCE BASE
Evaluation framework
Consumer / Survivor engagement
Note 1: Outreach to 600 peer support workers and agencies across Canada. 281
currently / actively engaged in helping shape the future of peer support through this
project;
The Intent of the Peer Project
Create the conditions required to leverage, on a wide
scale, the acquired skills of people who have lived
mental health experience.
Provide a robust enabling framework for organisations
and systems to enhance current peer programs or
launch new peer initiatives, build capacity, and help
address the growing mental health needs;
Value to the OHP – a new resource to help employees
enhance their personal resiliency and better manage
workplace psychological health and safety challenges.
Targeted segment of the peer
support continuum
Examples of types of peer support include:
Forensic inpatient services
Acute inpatient services
Community based NGOs
Respite services and alternatives to acute
inpatient stays Peer operated “warmlines”
Primary mental health care
Peer led training
Workplace peer support programs
Others as appropriate
Future certified
peer support
workers
Professional
Peer Support
Formal
Peer
Support
Informal
Peer
Support
Friendship
What are standards of practice?
 Standards of practice establish the knowledge, competencies,
training/education, experience and values of a given function
 The Canadian standards of practice for Peer Support will allow
the voluntary certification of peer support workers. This
credential will be transportable from coast to coast
 The Canadian Peer Support standards of practice are being
established based on a nationwide, comprehensive
consultation process tapping into the wealth of knowledge
and experience in this field
Research based project
 The gathering of evidence-based data is required to
promote the expanded use of peer support
 A reliably consistent standard methodology (standards of
practice) is required to allow the gathering of empirical
data based on project evaluation results
 Underpinned from the outset with outcomes based
performance measurement and evaluation strategies
(Ottawa U, Queens, Centre for Addiction and Mental Health,
Centres for Disease Control and Prevention (CDC) Atlanta
Georgia)
Plan
Phase I
Phase II
Consultation
2010 / 2011
Development
2011 / 2012
Standards
of
Practice (SoP)
Certification Services
Policy / Process /
Infrastructure
Values
SoP Manual
Principle of
Practice
Healthy Brains –
Healthy Business
Code of
Conduct
Code of conduct
Experience
Practicum
Competencies
Assessment Tools
Baynton & Ass
Syllabus & Manual
BCSS Vic Branch
Readiness Assessment
CMHA
Evaluation Strategy
CDC – Deloitte – Ott U
– CAMH - Queens
Knowledge
Organisational
Qualities
Evaluation
Methods
& Outcomes
Phase III
Implement / Evaluate & Adapt
2012 / 2014
Certification Validation
Volunteer community based peer support
organisations such as the Nova Scotia
Research Foundation; Manitoba
Schizophrenia Association; BC
Schizophrenia Association Vic.;
Association Quebecoise en
Readaptation Psycosociale;
Ontario Peer Development Initiative
Evaluate
Workplace & MH System
Demonstration site
Promising sites:
Private Sector
Public Sector
Law Enforcement & First Responders
MH System
Evaluate
Driving Change in the
Workplace
 The Aspiring Workforce Project 
 The Integrated Approach – Guideline 
 The Peer Project 
 The MHCC Leadership Initiative;
 Developing the Business Case;
 Risk Management – the Shain Reports;
 The National Standard for Workplace
Psychological Health and Safety.
Mental Health Leadership Initiative –
Moving forward – A Work in Progress
 The Mental Health Leadership Initiative includes:
 Key aspects of the Roundtable’s 2007 “CFO Framework for
Mental Health and Productivity”;
 Evolving legal requirements;
 A comprehensive framework approach to manage Mental
Health in the workplace;
 The Mental Health Leadership Initiative is a key strategic
tool to drive acceptance of the next steps in improving
workplace mental health and psychological safety;
 The Value to the OHP –Provides downloadable videos from
senior labour, workplace, and organizational leaders and
information on steps to take to move forward. Key point –
the organization needs leadership support and a champion.
The Business Case is Clear for
improving Workplace Psychological
Health and Safety
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
The Shain Reports Mental injury and psychological
safety in the workplace
 Mental injury is not the same as mental illness. It is harm to
mental health [mental suffering] that significantly affects the
ability of employees to function at work and at home;
 “A psychologically safe workplace is one in which every
practical effort is made to avoid reasonably foreseeable injury
to the mental health of employees” (Shain, 2009).
Dr. Martin Shain said...
“We observe seven major trends in the law becoming
stronger by the year.
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;
The Path to the present: A Standard
for Psychological Health and Safety in
the Workplace
 December 2009 - MHCC/WAC, with Great West Life, held a
consensus meeting in Vancouver – National Standard supported
by all attendees, consensus statement issued:
“It is our vision to see the development of a National Standard of
Canada on psychological health and safety in the workplace by
December 1, 2011, and uptake by employers resulting in a
measureable improvement in psychological health and safety
within three years of that date.”
 Early 2010, discussions held with Canadian Standards Association
(CSA) and the Bureau de Normalization du Quebec (BNQ);
 02/10 - Statement of Understanding agreed to by MHCC, CSA,
BNQ;
The Path to the present: A Standard
for Psychological Health and Safety in
the Workplace
 Funding for standard development – HRSDC is the lead with
support from Health Canada and the Public Health Agency of
Canada (PHAC) – January 2011;
 Support for MHCC specifically for this project also provided
by Bell Canada – January 2011;
 The Standard development process is on a fast track agreement with BNQ/CSA finalized in February 2011;
 4 of 5 Technical Committee meetings already held;
 Draft for 60 day public comment mid fall, 2011;
 Final draft March 2012;
 Release – June/July, 2012.
The Path to the present: A Standard
for Psychological Health and Safety in
the Workplace
 Objective: to provide a methodology
that will lead to measurable and
sustainable improvements in
psychological health and safety;
 Stand alone, voluntary standard;
 Will align with other international
efforts - British Standards Institute
Performance Standard (PAS 1010),
OHSAS 18000 and CSA Z1000 and
Z1002, and the BNQ Healthy
Enterprises standard;
 Standard to follow the ISO framework.
Factors impacting Workplace
Psychological Health and Safety
Physical
Factors
Social
Factors
Workplace and
Workforce
Psychological
Health and Safety
Individual
Factors
Environmental
Factors
The Path to the present:
The Technical committee
Code
Min
Max Actual
Description
EI
3
4
3
Employee Interest e.g CAW, CLC
GI
5
6
6 General Interest - Samra, Shain
OI
5
6
6
RP
4
6
SP
3
4
5 Regulatory/Policy/Underwriter
Interest e.g. HC, HRSDC
4 Professional Services, e.g CMHA
Organizational Interest e.g. AC
Key Areas Impacting Workplace
Psychological Health and Safety













Psychological Support,
Organizational Culture,
Clear leadership & expectations,
Civility and respect,
Psychological job fit,
Growth and development,
Recognition and reward,
Involvement and influence,
Workload management,
Engagement,
Balance
Psychological protection
Positive physical environment
The Path to the present: A Standard
for Psychological Health and Safety in
the Workplace – Features (DRAFT)
 The Standard will include a preface, an introduction,
scope, normative references and definitions, the
standard process, and several annexes;
 The process follows the ISO format;
 Commitment, Leadership, Participation;
 Planning
 Implementation;
 Evaluation and Corrective Action;
 Management Review and Continual Improvement.
 The process respects the HIRARC principles – Hazard
Identification, Risk Assessment Risk Control
The Path to the present: A Standard
for Psychological Health and Safety in
the Workplace – Features (DRAFT)
 Five annexes are also included to help users:
Annex A – Supplemental background information
Annex B – Resource compendium
Annex C – Sample audit tool
Annex D – A discussion of relevant legislation or
regulation as of 2011
Annex E - Related Standards and Guides
Annex F - Annotated Bibliography
Conclusions
 A systematic and sustainable approach for psychological
health and safety, on a parallel with how physical health
and safety is managed, is becoming a business and social
imperative;
 The MHCC’s WAC is working with various partners to
develop tools that will assist employees and employers to
improve workplace mental health;
 These tools will provide Occupational Health Practitioners
with new methods to deal with Psychological Health and
Safety challenges in the modern workplace.
Positive workforce and workplace change is on the way
A selection of Canadian resources
available on-line
The MHCC Leadership Initiative: http://www.mhccleadership.ca/
The Peer Support Project: http://www.mentalhealthcommission.ca/English/Pages/PeerProject.aspx
The Shain Reports:
http://www.mentalhealthcommission.ca/SiteCollectionDocuments/Key_Documents/en/2009/Stress
%20at%20Work%20MHCC%20V%203%20Feb%202009.pdf
Guarding Minds at Work: http://www.guardingmindsatwork.ca/
The Great West Life Centre for Mental Health:
http://www.gwlcentreformentalhealth.com/english/index.asp
Working Through It – Stories of People dealing with workplace mental health issues:
http://www.gwlcentreformentalhealth.com/english/display.asp?l1=2&l2=17&l3=173&d=173
The Mental Health Commission of Canada (MHCC): http://www.mentalhealthcommission.ca/
The Service System Advisory Committee’s “Making the Case for Peer Support”
(http://www.mentalhealthcommission.ca/SiteCollectionDocuments/peer/Service%20Systems%20AC
%20-%20Peer%20support%20report%20EN.pdf )
Workplace Strategies for Mental Health
http://workplacestrategiesformentalhealth.com/display.asp?l1=7&l2=187&d=187