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Creating Psychologically Safe Workplaces
 

Creating Psychologically Safe Workplaces

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Absenteeism management programs, SBIRT, Wellness Programs, all help organizations become Employers of Choice

Absenteeism management programs, SBIRT, Wellness Programs, all help organizations become Employers of Choice

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  • 10:40 – 11:30Networking BreakOccupational health for allDr. JaleesRazaviis an Occupational Medicine Specialist with fifteen years of extensive international experience in providing Occupational and Environ-Creating Psychologically Safe WorkplacesChris Hylton, Principal, CG Hylton & Associates Inc.
  • Source: Statistics Canada, Labour Force Survey “Absence rates for full-time employees by province, region and census metropolitan area (CMA), 2011” http://www.statcan.gc.ca/pub/75-001-x/2012002/tables-tableaux/11650/tbl-6-eng.htm
  • According to 2011 data from Statistics Canada, 8.1% of full-time employees are absent for all or part of the week for personal reasons: 5.9% due to their own illness or disability and 2.2% due to personal or family responsibilities. On average, in 2011, full-time employees lost 3.7% of their work time each week due to absenteeism.All of these unplanned absences cost Canadian employers about $7.4 billion a year, according to The Conference Board of Canada. That works out to an annual cost of $572 per employee—a figure that jumps to $1,700 per employee when looking at disability on the whole, said Dyck.And while these numbers are troubling enough, Dyck added that indirect costs—such as replacing people off work, paying for overtime, losing productivity and allowing for catch-up time after employees return to work—would push the total cost even higher.“If you could reduce absenteeism by one day a year, you could make significant savings for the organization of about 22.7%,” she explained, noting that Canadian employers are not good at tracking absenteeism and have little idea about the impact of presenteeism (when employees are at work but aren’t really producing). Although numbers are lacking in Canada, in the U.S., presenteeism is estimated to represent nine times the cost of absenteeism, and Dyck expects that a similar trend will be seen here.With studies linking high rates of absenteeism and presenteeism to low employee morale, Dyck made a case for going beyond the traditional approach of trying to “change the worker.”“I’m not advising that employers give up on the traditional approach, because it is effective,” she said. “But an enlightened approach would give organizations more bang for their buck.”To have the most impact, she recommended that organizations build a workplace culture that is conducive to regular work attendance and strong productivity. “You need to do a cultural assessment, then drive change to the desired state and involve the grassroots to move forward.”
  • On any given day, you may look around your office and see that all your employees are at work. But present doesn’t always mean productive. Presenteeism—absenteeism’s lesser known, but still costly, cousin—occurs when employees who are physically present are, due to a physical or emotional issue, distracted to the point of reduced productivity.As employers increase their sensitivity to the issues surrounding mental and physical health in the workplace, they also increase their awareness of presenteeism. “Everyone is aware of situations where employees are at work but are not productive due to emotional or physical distractions,” says Greg Van Slyke, senior director, business development, with Homewood Human Solutions. “They may call these individuals the ‘walking wounded’ or, to use a sports analogy, say they are ‘playing hurt.’”Source: Addressing the Presenteeism Issue, Esther Huberman, Benefits Canada Oct 15, 2012
  • One organization that’s recently tackled this challenge is Transat Tours Canada Inc. With nearly 300 call centre employees responding to more than 1.3 million calls a year, the company’s average monthly absenteeism rate of 12% was cause for alarm.“That’s a huge number of absences for a call centre,” said Suzanne Diefenbaker, Transat Tours’ director, customer care centre, during a presentation at Benefits Canada’s Face to Face: Workforce Management conference on May 29 in Toronto. “There was a sense of entitlement in the workplace—a feeling that it was okay to be absent because others could look after the customers.”In 2010, Transat Tours decided to change the statistics with a plan to identify and address absenteeism trends. “We provided our team with an objective to reduce absenteeism by 2% to 3% for the same period [compared with] the previous year,” Diefenbaker said, explaining that a tracking form was created using a simple spreadsheet to show days absent and late. “We needed to acknowledge that people do get sick, but there also had to be an understanding of how absences impact team members and clients.”A new four-stage notification process to deal with absenteeism issues was developed in conjunction with the HR team.The process starts with a verbal discussion initiated by the direct manager with employees who take two to three sick days in a row or show a trend of taking certain days off (such as Mondays). Usually, the behaviour changes after the first stage, noted Diefenbaker. But if there’s no improvement, there is another talk and an email confirming the conversation.By the second stage, the director and HR are informed. At the third stage, the director attends the meeting, and by stage four, HR is involved and the employee receives written notification that he or she has not changed behaviour and further action may be required, including suspension, if necessary.Barely two years after Transat Tours implemented its new program, the absenteeism rate at the company’s three call centres in Montreal and Toronto dropped to 3% to 4%. Source: Benefits Canada Top Tactics to Reduce Absenteeism, Aug 27, 2012, Sonya Felix
  • Perhaps it is all the meds and chemicals, but would you agree that many healthcare workplaces are toxic?
  • Source: GWL press Release Oct 30, 2012 Ipsos Reid survey results available atwww.workplacestrategiesformentalhealth.com Winnipeg, Oct. 30, 2012… According to an Ipsos Reid survey released today, seven in 10 (71 per cent) of Canadian employees surveyed report some degree of concern with psychological health and safety in their workplace, including 14 per cent who disagreed that their workplace is psychologically healthy and safe.* The survey was commissioned by the Great-West Life Centre for Mental Health in the Workplace to help establish a baseline for psychological health and safety on the eve of the release of the National Standard of Canada on Psychological Health and Safety in the Workplace. The survey indicated that more people feel physically safe (20 per cent concerned) than psychologically safe (33 per cent concerned) in their workplace. This may be because psychological health and safety has not historically received the attention, profile or resources that physical health and safety issues has had in the workplace. The Standard was developed to help provide a framework for employers who needed guidance in this important area. “The fact that 14 per cent of respondents feel that their psychological health and safety is at risk in the workplace is a significant concern,” says Mike Schwartz, Senior Vice-President of Group Benefits for Great- West Life and Executive Director of the Centre. “However, the number has declined from 20 percent three years ago, which suggests that some employers are successfully taking steps to address these issues. More employers need to know that resources are available to help them address these issues and while it does take time and effort, it need not be costly.”
  • Source: Homewood Human Solutions Jan 16, 2013 Press Release.
  • A significant amount of material was reviewed in the development of this standard. It aligns with and follows the Plan-Do-Check-Act management systems model found in CAN/CSA Z1000, Occupational Health and Safety Management, to enable integration of a Psychological Health and Safety management system into the way the organization manages its business.It also aligns with other key standards and guidelines, including BNQ 9700-800 on Healthy Enterprises, CSA Z1002 on OHS Hazard Identification and Elimination and Risk Assessment and Control, BSA PAS 1010 Guidance on the Management of Psychosocial Risks in the Workplace, and Guarding Minds @ Work.Key topics covered in the standard include:Establishing commitment, leadership and participationUnderstanding the diverse needs of the organization's population so they can be appropriately addressedMaintaining confidentialityEstablishing a policy and planning process to implement the systemIdentifying the organization's PHS hazards, assessing risks, and implementing preventive and protective measuresEnsuring infrastructure and resources are in place to support the systemProviding education and awareness, and ensuring key people are trained and competentHaving processes in place to be prepared in the case of a critical eventCollecting data, monitoring and measuring successThis standard is a journey of continual improvement. One of its unique aspects is the inclusion of several annexes designed to assist the user with applying the standard. These include the following:A  Background and contextB  Resources for building a psychological health and safety frameworkC  Sample implementation modelsD  Implementation scenarios for small and large organizationsE  Sample audit toolF  A discussion of relevant legislation or regulation (as of September 2011)G  Related standards and reference documents For more information, please contact Elizabeth.Rankin@csagroup.org. Related TrainingCSA Group Learning Institute has scheduled web-based training on Wednesday, February 27th, that will provide participants with an overview of the standard and an opportunity to ask questions LIVE  Register Now 
  • Key topics covered in the standard include:Establishing commitment, leadership and participationUnderstanding the diverse needs of the organization's population so they can be appropriately addressedMaintaining confidentialityEstablishing a policy and planning process to implement the systemIdentifying the organization's PHS hazards, assessing risks, and implementing preventive and protective measuresEnsuring infrastructure and resources are in place to support the systemProviding education and awareness, and ensuring key people are trained and competentHaving processes in place to be prepared in the case of a critical eventCollecting data, monitoring and measuring successThis standard is a journey of continual improvement. One of its unique aspects is the inclusion of several annexes designed to assist the user with applying the standard. These include the following:A  Background and contextB  Resources for building a psychological health and safety frameworkC  Sample implementation modelsD  Implementation scenarios for small and large organizationsE  Sample audit toolF  A discussion of relevant legislation or regulation (as of September 2011)G  Related standards and reference documents For more information, please contact Elizabeth.Rankin@csagroup.org. Related TrainingCSA Group Learning Institute has scheduled web-based training on Wednesday, February 27th, that will provide participants with an overview of the standard and an opportunity to ask questions LIVE  Register Now 
  • Source: Bell Press Release Jan 16, 2013. Jacqueline Michelis, Bell Media Relations, 855 785-1427 jacqueline.michelis@bell.ca@Bell_News
  • Source: Benefits Canada Polls http://www.benefitscanada.com/polls#topPoll
  • Source: May 8 2012 Benefits Canada Poll http://www.benefitscanada.com/polls/page/2#topPoll
  • Do you think the new workplace national standard for psychological health and safety will improve workplaces? 46% Yes54% NoSource Benefits Canada http://www.benefitscanada.com/polls#topPoll
  • Source: http://www.workplacestrategiesformentalhealth.com/display.asp?l1=181&l2=219&d=219 as accessed Mar 3, 2013.
  • Increase in costs based on continuing at the same rate of growth. What this doesn’t take into account is what typically accelerates the growth in spending – this ties into what we expect in the Canadian workforce over the years to come.The question therefore is: What is driving this growth for my company? And what are the most effective ways of slowing this trend?
  • It’s no surprise that Drugs will continue to be a significant driver in the cost health care and employee benefits plans. As more expensive treatments become available, drug costs will continue to escalate and employers will continue to worry how to manage these costs.Utilization is up as chronic conditions such as high blood pressure, diabetes, high cholesterol and stress are more prevalentCanadian companies spend approx. $200 million per week on prescription drugs at an annual growth rate of 9% (Cdn Institute for Health Info, Drug Expenditure in Canada, 1985 – 2009.The combination of generic pricing legislation and expiring patents has helped reduce costs slightly but this won’t last long. The public health system continues to be challenged to meet the combined pressures of aging population, rising consumer expectations and new technologies
  • Source: Adapted from Sun Life Presentation, Healthy Outcomes Conference, April 2008Body composition is a term used to describe the percentage of lean mass to fat mass that contributes to an individual's total body weight. Health and fitness professionals use different tools to assess body composition.  Body mass index is a weight-for-height ratio used to estimate body fat. BMI is calculated by dividing weight in kilograms by height in meters squared. Read more: http://www.livestrong.com/article/article/79084-difference-between-body-mass-index/#ixzz2NnunkWzeThough BMI is used to assess disease risk, it is not a good indicator of body fat percentage. Individuals with increased musculature and skeletal mass may be classified as obese, even though they are not. Anyone can assess BMI as long as height and weight measurements are available. Assessing body composition is the best way to determine body fat percentage. The most widely used assessment tool available to determine body composition is skinfold measurement. The most accurate tools available to assess body composition are DEXA technology followed by underwater weighing. Some universities and research facilities have DEXA machines and underwater weighing equipment.Read more: http://www.livestrong.com/article/article/79084-difference-between-body-mass-index/#ixzz2Nnw8dtZh
  • Source: Adapted from Sun Life Presentation, Healthy Outcomes Conference, April 2008
  • Source: Adapted from Sun Life Presentation, Healthy Outcomes Conference, April 2008
  • Source: Sun Life Presentation, Healthy Outcomes Conference, April 2008
  • Source: Adapted from Sun Life Presentation, Healthy Outcomes Conference, April 2008
  • I think Perfect
  • Thanks for reference – what do you think about putting it in dark brown ( too distracting?) your call – Otherwise GREAT Slide
  • Source: SBIRT Webinar June 6, 2012 handout
  • Source: SBIRT Webinar June 6, 2012 handout
  • Source: SBIRT Webinar June 6, 2012 handout
  • Source: SBIRT Webinar June 6, 2012 handout
  • SBI IN WELLNESS PROGRAMSAlcohol screening can be included in wellness programs. Employees can receive a stand-alone screening or screening can be part of a more comprehensive health risk assessment that investigates a range of health concerns including depression, smoking, diabetes, hypertension and obesity. When screening indicates that participants may have alcohol problems, they can be encouraged to contact an EAP or counselor.Source: Ensuring Solutions to Alcohol Problems, George Washington Medical Centre University Presentation 2008
  • Yes, on both questions - SBIRT Colorado has a wonderful website…. and BIG site is free for all… If you want to plug me: www.rockymountainresearch.us - all the information is also on my website..
  • B.C.’s anti-bullying law in effectTammy Burns | July 10, 2012British Columbia is the most recent province to take a stand against workplace bullying.Amendments to the province’s Workers Compensation Act came into effect on July 1—meaning employers could now be on the financial hook for emotionally harmful work environments.The new legislation amends the act’s definitions of harassment and injury, and enables workers suffering from a mental disorder resulting from “significant work-related stressors” to seek compensation through WorkSafeBC. Previously, WorkSafeBC claims were limited to workplace accidents or severe emotional stress resulting from a traumatic event or series of stressors “arising out of and in the course of the worker’s employment.” Now, the legislation specifically names bullying and harassment as a work-related stressor.To qualify for compensation, the employee must suffer from a mental disorder that has been diagnosed by a psychiatrist or psychologist.The legislation also introduces a requirement for employers with more than 10 employees to establish and implement a workplace harassment policy that includes measures for workers to report incidents of harassment and procedures for investigating such incidents.British Columbia is the fifth province to pass legislation addressing workplace bullying. Quebec was the first, with its Act Respecting Labour Standards in 2004. In 2007, Saskatchewan expanded the definition of harassment under its Occupational Health and Safety Act to include bullying. Ontario followed suit in 2009 by expanding its definition of workplace harassment under the Occupational Health and Safety Act. In 2011, Manitoba made changes to its Workplace Health and Safety Act to include protection from workplace bullying.Source: Benefits Canada http://www.benefitscanada.com/benefits/other/b-c-s-anti-bullying-law-in-effect-30348
  • Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
  • Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
  • Tribal setting, strong relations within community,
  • Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
  • Source: Hurting You Hurts Me Too: The Psychological Costs of Complying With Ostracism Psychological Science 0956797612457951,first published on February 27, 2013Much research has documented the harmful psychological effects of being ostracized, but research has yet to determine whether compliance with ostracizing other people is psychologically costly. We conducted two studies guided by self-determination theory to explore this question, using a paradigm that borrows from both ostracism research and Milgram’s classic study of obedience. Supporting our guiding hypothesis that compliance with ostracizing others carries psychological costs, the results of Experiment 1 showed that such compliance worsened mood compared with complying with instructions to include others and with receiving no instructions involving inclusion or exclusion, an effect explained by thwarted psychological needs resulting from ostracizing others. Experiment 2 revealed increases in negative affect both when individuals ostracized others and when individuals were ostracized themselves. Our findings point to the robust psychological costs associated with ostracizing other people, with implications for group behaviors.Giving someone the cold shoulder is as painful to you as it is to them, researchers claimShunning someone is just as painful for the perpetrator as for the victimExcluding someone makes a person feel guilty and shamefulRead more: http://www.dailymail.co.uk/sciencetech/article-2288575/Giving-cold-shoulder-It-painful-researchers-claim.html#ixzz2NhtimUHn Follow us: @MailOnline on Twitter | DailyMail on FacebookGiving someone the cold shoulder can end up making you feel decidedly sorry for yourself, a study has revealed.Researchers believe we feel guilty and suffer from losing one of our social connections when we ostracise a friend.They used a computer game to establish the psychological effects of exclusion. Each volunteer had to throw a virtual ball to two other players. They didn’t know the moves had been pre-programmed to make one person feel left out.After the game, they had to fill in a survey designed to assess their feelings.The results showed that being shunned, even by a faceless stranger, was upsetting.But complying with the researchers’ instructions to ignore another person was equally disheartening.Richard Ryan, from the University of Rochester, said: ‘In real life and academic studies, we tend to focus on the harm done to victims. ‘This study shows that when people bend to pressure to exclude others, they also pay a deep personal cost. Their distress is different from the person excluded but no less intense.’The results, write the authors, support self-determination theory, which asserts that people have basic human needs for autonomy, competence, and relatedness and meeting these hard-wired needs leads to greater happiness and psychological growth.Lead author, Nicole Legate, a doctoral candidate at the University of Rochester, explained that inflicting social pain makes people feel less connected to others.She said: ‘We are social animals at heart.‘We typically are empathetic and avoid harming others unless we feel threatened.’Writing in the journal Psychological Science, she said their work is important because ‘pressure to exclude other people is all too common, particularly among young girls.’Research has already shown that social isolation can have a similar effect on the brain to physical pain. And being given the cold shoulder actually sends a chill through the body, making lonely people more likely to reach for a hot soup or coffee over a cold drink.

Creating Psychologically Safe Workplaces Creating Psychologically Safe Workplaces Presentation Transcript

  • CreatingPsychologically Safe Workplaces 10:40 – 11:30 Weds Mar 20, 2013Occupational Health & Safety: Latest Strategies for Promoting Employee and Workplace Wellness, Infonex Conference Calgary Chris Hylton, MA CG Hylton Inc. 1
  • Introduction• Chris - benefit and HR consultant• EAP network with counsellors across Canada• Volunteer with many organizations including Employee Assistance Society of North America and the Aboriginal Friendship Centre of Calgary• Offers free workshops, lunch and learns CG Hylton 2
  • Agenda– Dealing with productivity loss from presenteeism, absenteeism, and the toxic workplace– The National Standard of Canada for Psychological Health and Safety in the Workplace– Wellness programs that work, at work– Overview of the successful Screening, Brief Intervention, and Referral to Treatment (SBIRT) substance abuse model– Breaking the cycle of workplace lateral violence– Becoming an employer of choice and helping employees build high self- esteem CG Hylton Inc. 3
  • Why would I call thisthe butterfly presentation? CG Hylton Inc. 4
  • This is Your Show• What would like to know from today’s session?• What are your big workplace issues we can deal with please? CG Hylton Inc. 5
  • Dealing with productivity loss from presenteeism, absenteeism, and the toxic workplace CG Hylton Inc. 6
  • Days lost, per worker, in 2011VancouverEdmonton Calgary Toronto Montréal Personal or family resp Illness / disability BC Total AB SK MB ON 0 2 4 6 8 10 12 CG Hylton Inc. 7
  • Absenteeism• 8.1% of full-time employees are absent for all or part of the week for personal reasons: 5.9% due to their own illness or disability and 2.2% due to personal or family responsibilities.• On average, in 2011, full-time employees lost 3.7% of their work time each week due to absenteeism Source Stats Can 2011 Labour Force Data CG Hylton Inc. 8
  • Presenteeism• Absenteeism’s lesser known cousin, is lesser known and stats are more difficult to find.• US data shows presenteeism is 7 - 9 times the rate of absenteeism (7 x 8.1% = 57%, 9 x 8.1% = 73%)• Presenteeism occurs when employees who are physically present are, due to a physical or emotional issues, distracted to the point of reduced productivity. Using a sports analogy they are the walking wounded or playing hurt CG Hylton Inc. 9
  • Why bother deal with these issues?Direct Costs• Replacement of absent worker• Loss of productivity• Sick leave with pay and benefitsIndirect Costs• Reduced service to clients• Damage to morale of other employees• Time spent managing employee and/or claim
  • How to deal with Presenteeism and Absenteeism? Any ideas? CG Hylton Inc. 11
  • Presenteeism• Performance objectives• Performance appraisal• Job description with Performance Objectives built in, signed off, amended annually by ee and er CG Hylton Inc. 12
  • Solution:• Absenteeism Management Plan• Does anyone have one of these?• Care to share any comments? CG Hylton Inc. 13
  • Case Study: CLS’ Absenteeism Management Program (AMP)• Implemented May 2005• Revisions July 2008• Four Step Program• Target 3.5% absenteeism (9 days/year)
  • CLS ISSUES• People working when sick• Concern about singling people out• Concern about Supervisor abuse – “I’ll be watching you”• Time required to manage program• Education of staff is key
  • CLS AMP Steps• Step 1: Informal Notification, Initial Concern – Notification package provided to employee – Contains absence history, AMP process, internal and external support – Goal is to inform employee and offer education
  • Step 2• Formal Discussion, Continued Concern – Supervisor and employee meet – Union representation is offered – Purpose is to determine of there are underlying health issues – A referral to Occupational Health and Wellness may be made
  • Step 3• Formal Discussion, Advance Concern – Supervisor and employee meet – Union Representation offered – Attempt to get at underlying issues – Mandatory referral to Occupational Health and Wellness
  • Step 4• Employment Discussion – Supervisor and Employee meet – Union Representation required – Focus on continued employment relationship in serious jeopardy – Employee is placed on a 90 day trial period.
  • Case Study: Transat Tours Canada• 300 call centre employees in Toronto & Montreal• 1.3 million calls a year• 12% absenteeism rate was a concern• Target 2-3% reduction year over year for same period• 4 stage notification process1 – ee and mgr verbal discussion2 – Director and HR are informed CG Hylton Inc. 21
  • Case Study3- Director attends meeting4- HR involved and ee receives written notice that if behaviour has not changed further action up to suspension may be the resultResults• Barely two years after Transat Tours implemented its new program, the absenteeism rate at the company’s three call centres in Montreal and Toronto dropped to 3% to 4%. CG Hylton Inc. 22
  • Toxic Workplace• Is anyone here from healthcare?• Is there a link between a workplace and its toxicity and workplace violence?• Has anyone suggestions in how to deal with a toxic workplace? CG Hylton Inc. 23
  • What is the National Standard forPsychological Health & Safety in theWorkplace?• Mental Health Commission• Supports mental health best practices in the Canadian workplace• The new standard was developed with the support of health care leaders, government, labour and corporations, including a $250,000 contribution from the Bell Let’s Talk mental health initiative CG Hylton Inc. 24
  • Why a Standard?• According to an Ipsos Reid survey released fall of 2012,• seven in 10 (71 per cent) of Canadian employees surveyed report some degree of concern with psychological health and safety in their workplace,• including 14 per cent who disagreed that their workplace is psychologically healthy and safe CG Hylton Inc. 25
  • Why a Standard?• The survey indicated that more people feel physically safe (20 per cent concerned)• than psychologically safe (33 per cent concerned) in their workplace. This may be because psychological health and safety has not historically received the attention, profile or resources that physical health CG Hylton Inc. 26
  • The National Standard is a Voluntary Program• Not enshrined in Law• Not a regulation• Provides guidelines and information CG Hylton Inc. 27
  • How the Standard Lines up• Aligns with the Plan-Do-Check-Act management model found in CAN/CSA Z1000, Occupational Health and Safety Management• Aligns with other key standards and guidelines, including BNQ 9700-800 on Healthy Enterprises, CSA Z1002 on OHS Hazard Identification and Elimination and Risk Assessment and Control, BSA PAS 1010 Guidance on the Management of Psychosocial Risks in the Workplace, and Guarding Minds @ Work. CG Hylton Inc. 28
  • Topics Included in the Standard• Establishing commitment, leadership and participation• Understanding diverse ee needs• Maintaining confidentiality• Policy and planning process to implement the system• Identifying psych hazards, assessing risks, and implementing preventive and protective measures• Infrastructure and resources required• Providing education and awareness, and ensuring key people are trained and competent• Collecting data, monitoring and measuring success CG Hylton Inc. 29
  • Training by the CSA• CSA Group Learning Institute has scheduled web-based training sessions• Visit CSA.CA training for details CG Hylton Inc. 30
  • Bell Let’s Talk• Bell Let’s Talk is a 5-year, $50-million program to promote Canadian mental health based on 4 action pillars: anti-stigma, care and access, research, and workplace best practices.• With Bell Let’s Talk Day as its anti-stigma centrepiece, Bell’s initiative is providing significant funding for leading mental health hospitals and grassroots organizations, driving new workplace initiatives across corporate Canada, and supporting new research. CG Hylton Inc. 31
  • Let’s Talk Day - Feb 12• For every text message, long distance call made by Bell / Bell Aliant customers, and every tweet using #BellLetsTalk, and every Facebook share of our Bell Lets Talk message on February 12• Bell donated 5 cents more to mental health programs. In 2012, 78 million text messages, long distance calls and retweets by 8 million Canadians on Bell Lets Talk Day resulted in• $3,926,014 in additional funding for mental health. CG Hylton Inc. 32
  • Benefits Canada Poll• Has your organization taken steps to improve psychological health?• 60% No. We don’t see the need• 14% Yes. We wanted to address existing issues• 26% We are working on this now CG Hylton Inc. 33
  • Benefits Canada Poll• Does your organization offer mental health services and support for employees?• 41% Yes, we have a robust program that includes many services• 26% Yes, but our program is still in progress or only offers minimal services• 15% No, but we plan to offer such services in the future• 19% No, we dont offer mental health services CG Hylton Inc. 34
  • Benefits Canada Poll• Do you think the new workplace national standard for psychological health and safety will improve workplaces?• 46% Yes• 54% No CG Hylton Inc. 35
  • Wellness Programs that Work, at Work CG Hylton Inc. 36
  • The Cost of Doing Nothing….. Total Benefit Costs Per Employee - Projected $5,000 $4,600Actual Costs $ $4,200 $4,836 $4,584 $4,345 $3,800 $4,119 $3,891 $3,701 $3,400 2009 2010 2011 2012 2013 2014 How will this change with the impact of an aging population, increase in37 biologic drugs costs and the increase of chronic health conditions? CG Hylton 37
  • Why Wellness• Costs follow health risks• Absenteeism, presenteeism & productivity tied to health risks• It pays to keep healthy people healthy• Even small increases in physical activity can produce results• Gains in employee engagement can be tied to wellness programs• Programs do not have to be expensive38
  • Costs follow health risks Annual medical charges for different ages Low Risk and health risk Non-P icipant art groups Medium Risk High Risk High Risk Medium Risk Non-P icipant art35-44 45-54 Low Risk 55-64 65-74 75+ Source: D. Edington. Emerging Research: A View From One Research Centre 39
  • AbsenteeismUniversity of Michigan study• Workplace health promotion shown to decrease absenteeism: – 10.5% in first year of implemented program – 14% in second year• Translates into $1.22 - $1.63 savings per dollar invested40
  • Rx Drug stats a potential Wellness Tool?41 CG Hylton 41
  • Any idea how? 42
  • Compare Your Ees Rx Profile• to typical usage profile• Develop programs to educateees around major Rx uses 43
  • Common Chronic Disease Risk Factors Tobacco Unhealthy Physical Alcohol Smoking Diet Inactivity Consumption Overweight/ Obesity High Blood Type 2 High Pressure Diabetes Cholesterol COPD Heart Mental Disease Renal Disorders Lung Disease Cancer Cancer of Respiratory mouth, pharynx, l Cancer of Prostate Disease arynx, esophagus, Pancreas, Bladde Colon Cancer r, Kidney liver Cancer Breast Cancer MusculoskeletalSource: Ontario Ministry of Health and Long-term Care CG Hylton 44
  • Case Study: Xerox Canada: Bwell 1. Assess ee health risks 2. Develop initiatives throughout the year to reduce and contain health risk in supportive environment 3. Measure success Make participa easy, non-thre45 …and fun!
  • Step 1: Health Risk AssessmentBWell Cardiovascular Risk Assessment pilot program – RN screens participants in a 15-minute appointment – Measures blood pressure, total cholesterol, random glucose, BMI and body fat – Take away: personal scores and educational info on risk factors – Participants can be re-assessed each yearLifeWorks / Checkpoint HRA: – Lifestyle – comprehensive risk assessment – Can use the numbers received in the BWell assessment – Access online – Incentive / contest to get it going46
  • Step 1: Health Risk Assessment• Risk factors identified year one (three pilot clinics): – Smoking (19%) – Systolic blood pressure (29%) – Diastolic blood pressure (17%) – Cholesterol (17%) – Glucose (9%) 47
  • Surprising Stats• 72% fell into moderate to high risk category for body composition and/or BMI• Body composition is % of lean mass to fat mass• BMI is a weight for height ratio to estimate body fat CG Hylton Inc. 48
  • Other Assessment ToolsOther risks EAP & OHS Reports •#1 reason for STD: Psychological •#1 EAP presenting issue: Stress and work-life balance CG Hylton Inc. 49
  • Step 2: Develop programs Activity Outcomes BWell assessment Cardiovascular risk established Bwell quarterly Information for staff and families a newsletter their fingertips Spring fitness Motivation: Create new habits in 30 da challengeFall nutrition & wellness Motivation: Nutrition chall Create new habits in 30 days Weight mgmt nutrition Interactive onsite info session clinics Stress management Manage psychological stress, lunch & learn build resilience Ergonomics in the office Better posture, less strains & pains 50
  • 3. Measure successParticipation rates by ees – Challenges engaged over 40% – Cardio Vasc assessment: 25% – Online assessment: 30% – Lunch & Learn:s 15% – Website: 60% (2288 unique users)51
  • 3. Measure successEmployee engagement• 2007 Best 50 Employers Survey (Hewitt): 38th from 49th previously• Xerox 2007 EES internal survey: – 83% would recommend Xerox as a good employer – 86% are proud to work for Xerox CG Hylton Inc. 52
  • 3. Measure success• 450 repeat participants – 152 (38%) improved on four or more risk factors• Weight loss – 209 people (53%) improved – 34 moved into a healthy zone• 21 stopped smokingROI 2:1 after only one year into the program! 53
  • http://www.rogers.bwell.com CG Hylton Inc. 54
  • CG Hylton Inc. 55
  • Overview of the successfulScreening, Brief Intervention, and Referral to Treatment (SBIRT) substance abuse model CG Hylton Inc. 56
  • “ ” SBIRT Screening Use a valid, brief (5 minutes or less)Alcohol Screening, Brief Intervention and referral to Treatment standardized questionnaire about quantity, Brief Intervention(SBIRT) isfrequency and consequences of alcohol use. the leading way to help employees and businesses to A behavior change strategy focused reduce the impact of unhealthy alcohol use. on helping your client reduce or Referral to Treatment and Follow-up stop unhealthy drinking. Linking your client to specialized Screenings addiction treatment and staying with the client to support sustained success. Brief Intervention Referral to Treatment and Follow-Up
  • High Risk: Those who regularly exceed 2 or more of the recommended 5% daily, weekly or occasion limits for alcohol consumption. High Risk Moderate Risk: Those who regularly exceed one of the recommended 20% daily, weekly or occasion limits for alcohol consumption.Moderate Risk Low Risk: Drinkers who never exceed the 35% recommended daily, weekly and occasion limits for alcohol consumption. Low Risk No Risk: 40% Those who never drink alcohol. No Risk *Backgrounder | 2008 | The Case for Low-Risk Drinking Guidelines for BC | www.heretohelp.bc.ca
  • Recommended Low-Risk Drinking Guidelines• Men: 2,14,5 (< age 65) (US) No more than 2 drinks per day, 14 drinks per week, 5 drinks per occasion• 20 or less drinks per week (CA) to avoid health damage*• Women (and men 65+): 1,7,4 (US) No more than 1 drink per day, 7 drinks per week, 4 drinks per occasion• 10 or less drinks per week (CA) to avoid health damage* CG Hylton Inc. 59
  • Workplace Intervention• The workplace is a great place to establish education, prevention and brief intervention programs to impact one of the top three avoidable killers today – unhealthy and dependent alcohol use• Few businesses use the simple, fast, inexpensive and effective workplace programs described in this training. CG Hylton Inc. 60
  • Stats• Nearly 80% of adults who have diagnosable alcohol use disorders are employed.• 40% of the B.C. population drinks too much at least occasionally (e.g., hazardous use, binge drinking) CG Hylton Inc. 61
  • Costs to U.S. Employers• Unhealthy drinkers are responsible for 60% of alcohol-related missed work, poor work quality and other work limitations.• Unhealthy drinkers & dependent drinkers may cause up to 40% of industrial fatalities and 47% of industrial injuries.• 20% of employees report being injured, forced to cover for a co-worker or required to work harder because of a colleague’s drinking. CG Hylton Inc. 62
  • SBI IN WELLNESS PROGRAMS• Alcohol screening can be included in wellness programs.• Employees can receive a stand-alone screening or screening can be part of a more comprehensive health risk assessment that investigates a range of health concerns including depression, smoking, diabetes, hypertension and obesity.• When screening indicates that participants may have alcohol problems, they can be encouraged to contact an EAP or counselor. CG Hylton Inc. 63
  • SBIRT Materials• All free, All online• All can be adapted for your use• http://bigsbirteducation.webs.com/sbi rttraining.htm• www.rockymountainresearch.us CG Hylton Inc. 64
  • Test• How much more presenteeism is there in the workplace compared to absenteeism?• How many drinks per week can you have to be safe (Canada)? CG Hylton Inc. 65
  • Breaking the cycle ofworkplace lateral violence CG Hylton Inc. 66
  • Confucius would be proudsynonymsinterpersonal abuse, lateral violence, horizontal violence, workplace violence, interpersonal conflict, bullying, anger management CG Hylton 67
  • How does lateral violence differ from bullying? CG Hylton 68
  • Causes of Lateral Violence• Aboriginal Communities• Healthcare• What do they have in common? CG Hylton Inc. 69
  • What do Healthcare and Aboriginal Communities have in Common?• Tribal setting• Close close bonds between workers, families• Long history with co workers• Crab in a bucket syndrome• Feeling of stress, hopelessness, fear CG Hylton Inc. 70
  • Causes of Lateral Violence• Research finds a clear link between abuse for patients/residents and the workplace environment. There are higher rates of violence in work areas with short staffing, under-staffing, lack of support from management, and poor teamwork among health care disciplines. CG Hylton 71
  • What employees wantSurveys of Best Practices tell us what employees want in the workplace: 1. Respect 2. Healthy and Safe work environment 3. Trustworthy Leadership 4. Work / Life Balance 5. Sense of Pride and Accomplishment CG Hylton 72
  • If you are an employer where LV isoccurring, what do you do, any ideas? CG Hylton 73
  • Policies and Training• Policies should have strong opening statements regarding the company’s attitude to harassment in the workplace• Awareness training among staff is a key strategy in addressing harassment• Zero tolerance approach CG Hylton 74
  • Shunning Cuts Both ways• Recent Research from University of Rochester• Giving someone the cold shoulder is as painful to you as it is to them• Shunning someone is just as painful for the perpetrator as for the victim• Excluding someone makes a person feel guilty and shameful CG Hylton Inc. 75
  • Becoming an employer of choice and helping employees build high self- esteem CG Hylton Inc. 76
  • What is an―Employer of Choice‖? 77
  • What is an ―Employer of Choice‖?• Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be there• Employees choose to work for your organization… even when presented with other employment opportunities 78
  • Becoming an Employer of ChoiceBut does it really matter? Yes! Nearly half of all American workers (49 percent) indicate that their companies brand, or image, played a key role in their decision to apply for a job at their respective workplace 79
  • First Break All the Rules 12 Good Questions Gallup• Expectations • Opinions count• Resources • Mission• Do what I do • Co-workers best • Best Friend• Recognition• Care • Feedback• Development • Growth Buckingham & Coffman 80
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  • IPSOS Top 5 reasons for staying in a job1. like the work2. like the co-workers3. like the company4. learning a lot5. salary satisfaction(Yes, this is in order of preference) 82
  • Conduct Discovery InterviewsWhat?• Informal meetings, separate from performance reviews.Why?• To emphasize each employee’s value.• To understand his/her top motivators, job satisfaction and any termination risk—so that you can proactively address any issues and focus on what really matters. 83
  • Discovery Interview QuestionsJob Satisfaction  What makes you want to come to work each day?Job Content  Which particular projects/clients/assignments are appealing to you?Recognition  How can I make your day?Manager Relationship  How can I be a more effective manager for you?Retention  What is the number one reason you choose to continue working for us? 84
  • Benefit Plans that Work• When paying employees it is wise to think of how to maximize their compensation• If you give them dollars, it is all taxable• If you give them a benefit plan it is tax free• If you are an owner or executive of a company, you should run all your medical and dental expenses thru a benefit plan or health spending account 85
  • Benefit Trends - Flex• Traditional flex plans are a pain• Health Spending Account gaining favour• Tax effective 86
  • Flex work schedule costs the employer nothing 87
  • • Agriculture Alberta Top 100 Financial Services Employers• start new ees at 3 weeks paid vacation, increasing by one day every 2 years on the job, to a maximum of six weeks• considers previous work experience when setting vacation• provides maternity leave top-up payments to new mothers (to 95% of salary for 17 weeks) with health benefits during their leave as well as the option to extend their leave into an unpaid leave of absence• head office employees enjoy daily visits from a local "lunch lady", who delivers fresh salads, sandwiches, soups, and fresh fruits and desserts CG Hylton Inc. 88
  • Alberta-Pacific Forest Industries Inc. Alberta’s Top Employers • as part of the companys health plan, each employee receives an annual $3,800 taxable lifestyle contribution that can be used towards alternative health coverages or even to purchase additional vacation time • head office features unique onsite amenities including baseball diamonds, golf driving range, beach volleyball court, horseshoe pitch, walking trails and a 40-acre stocked trout pond, fully-equipped fitness facility with free memberships, and employee lounge with outdoor patio and picnic tables • offers new employees up to four weeks paid vacation, with the option to take the fourth week as time-off or as additional income -- and also maintains a flexible personal time off program with employees averaging 12 personal days off each year CG Hylton Inc. 89
  • Test• How is healthcare similar to aboriginal workplace?• What is one of the 12 good questions? CG Hylton Inc. 90
  • Did we miss anything? CG Hylton Inc. 91
  • Thank you!• Employee benefits• EAP• Human resource programs• Free workshops, lunch and learnsChris Hylton403 264 5288 chris@hylton.ca CG Hylton 92