Psychological Health and Safety in the Workplace


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CSA Z1003/BNQ 9700-803-5: Psychological health and safety in the workplace. An overview of the new standard, why it matters, and resources on getting started.

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Psychological Health and Safety in the Workplace

  1. 1. CSA Z1003/BNQ 9700-803-5: Psychological Health and Safety in the Workplace Chrystal Brown Consultant Workplace Safety and Prevention Services
  2. 2. Why does mental health matter? 34-million (people in Canada 2011) 7-million will experience a mental health issue 2
  3. 3. Why does mental health matter? On any given week, at least 500,000 employed Canadians are unable to work due to mental illness.” Centre for Addiction and Mental Health 3
  4. 4. • Economic burden – – • Legal landscape – • $51‐billion per year, almost $20‐billion from workplace losses Leading cause of disability • Absence + Presenteeism • Stigma Damages awarded for MH injuries up by 700% in last 5 years Emerging legal duty “ one in which every practical effort is made to avoid reasonably foreseeable injury to the mental health of employees.” (Shain 2009) Speech of the Honourable Michael Kirby on Workplace Mental Health 4
  5. 5. Perception vs. reality 82% Number of executives who state that their company promotes a mentally healthy work environment Number of employees who believe their company promotes a mentally healthy work environment 30% 5
  6. 6. “It is our vision to see the development of a National Standard of Canada on psychological health and safety in the workplace … and uptake by employers resulting in a measureable improvement in psychological health and safety …” (Consensus-based Statement on a National Standard of Canada for Psychological Health and Safety in the Workplace - December 2, 2009 ) Initial Steps Commissioned by the Mental Health Commission of Canada (MHCC) Financial support from the Government of Canada Additional contributions from the Great-West Life Centre for Mental Health in the Workplace and Bell 6
  7. 7. Technical Committee • Meets requirements for balanced matrix set by both CSA and BNQ Directives • Matrix consists of 5 interest categories: – – – – – Organization interest Employee interest Regulator/Insurance/Policy interest Service provider interest General interest Decisions follow rules for consensus 8
  8. 8. Technical Committee • Began meeting in January 2011 • Completed draft for public review October 2011 • Revised draft and completed standard June 2012 • Internal Editing and Quality Review • Technical Committee Approval Ballot • Second Level Review • Approval as a National Standard of Canada – • 9 Requires application to Standards Council of Canada Release January 2013
  9. 9. The BNQ-CSA standard Psychological health and safety in the workplace Contributing Thoughts and Models:. • • • • Human Needs Model The Demand/Control Model (Adapted from Karasek and Theorell) Effort-Reward Imbalance Model (Siegrist) CSA Z1000 OHSMS Model 10
  10. 10. Maslow’s Hierarchy of Needs Model Self-actualization Personal growth and fulfillment Esteem needs Achievement, status, responsibility, reputation Belongingness and Love needs Family, affection, relationships, work groups, etc. Safety needs Protection, security, order, law, limits, stability, etc. Biological and Physiological needs Basic life needs – air, food, drink, shelter, warmth, sleep, etc.
  11. 11. The Demand/Control Model (Adapted from Karasek and Theorell) High High Control Low
  12. 12. Effort-Reward Imbalance Model (Siegrist) rewards salary support appreciation recognition respect demands pressures responsibilities efforts
  13. 13. CSA Z1000 Model of OHSMS
  14. 14. Overview of the Standard
  15. 15. A planned approach to address workplace factors known to impact psychological health:  Scope “… provides a framework to create and continually improve a psychologically healthy and safe workplace …”  Guiding principles      Commitment by Sr Mgt Participation with all Integration of PHS Shared responsibility Focus on health, safety, awareness and promotion Integration into organizational policies and process 17 Evaluation and Continual improvement
  16. 16. Overview of the Standard Vision A workplace that promotes workers’ psychological well-being and allows no harm to worker mental health in negligent, reckless or intentional ways
  17. 17. Overview of the Standard Key Drivers Risk Management Recruitment &Retention Organizational Excellence & Sustainability Cost Effectiveness
  18. 18. Overview of the Standard Strategic Pillars Prevention Promotion Resolution
  19. 19. How CSA Z1003 Addresses Workplace Factors That Impact Psychological Health 13 Workplace Factors Organizational Culture Psychological And Social Support Clear Leadership & Expectations Civility and Respect Psychological Demands Growth & Development Recognition & Reward Involvement & Influence Workload Management Engagement Balance Psychological Protection Protection of Physical Safety
  20. 20. 1. Organizational Culture is Psychologically Healthy and Safe Is a mix of norms, values, beliefs, meanings and expectations that a community hold in common and use as behavioral and problem solving cues A psychologically health and safe work culture is characterized by trust, honesty, respect, civility and fairness Values psychological and social support, recognition and reward
  21. 21. 2. Psychological and Social Support Refers to the degree of social and emotional integration and trust among co-workers and supervisors. Considers the level of help and assistance provided by others when performing tasks. Employees perceive their organization: • Values their contributions • Are committed to ensuring their psychological well-being and • Provides meaningful supports if this well-being is compromised Coworkers and supervisors • Are supportive of employees’ psychological and mental health concerns and • Respond appropriately as needed
  22. 22. 3. Clear Leadership and Expectations There is support that helps employees know: • What they need to do • How their work contributes to the organization Leaders are transformational: • Change agents who motivate to do more than what is expected • Concerned with long-term objectives • Transmit a sense of mission, vision and purpose • Have charisma • Give individualized consideration to their employees • Stimulate intellectual capabilities in others, and inspire
  23. 23. 4. Civility and Respect Employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public Show esteem, care and consideration for others, and acknowledge their dignity
  24. 24. 5. Psychological Demands Psychological demands are documented and assessed in conjunction with the physical demands of the job. Assessments consider time stressors, breaks, incentive systems, job monotony and repetition and type of work Employees possess: • Technical skills and knowledge for their position and • Psychological skills and emotional intelligence to do the job
  25. 25. 6. Growth and Development Employees receive • Encouragement and support in the development of their interpersonal, emotional and job skills • Internal and external opportunities to build competencies – That will help with current jobs, and – Also prepare them for possible future positions
  26. 26. 7. Recognition and Reward Acknowledgement and appreciation of employees’ efforts provided in a fair and timely manner: – Appropriate and regular feedback – Team celebrations, recognition of years served, and/or milestones reached
  27. 27. 8. Involvement and Influence • Employees included in discussions about how their work is done and how important decisions are made • Opportunities for involvement may include: – Worker’s specific job design or function – Team or department activities – Organizational issues
  28. 28. 9. Workload Management • A work environment where assigned tasks and responsibilities can be accomplished successfully with the time available • Ensure there is enough work but not too much to do • Ensure adequate resources, equipment, support to do the work
  29. 29. 10. Engagement Work engagement can be physical, emotional and/or cognitive, examples include: • Physical exertion put into the job, and energizing • Emotional engagement exhibits positive job outlook and passionate • Cognitive engagement includes absorption and attention to work Employees feel: • Connected to their work • Feel motivated to do their job well • Committed to the overall success and mission of their company
  30. 30. 11. Balance Balance at work is the acceptance of the need for harmony between the demands of work, family, and personal life • Everyone has multiple roles: e.g., worker, parent, partner, soccer coach • Allows fulfillment of individual strengths and responsibilities • Risk of conflicting responsibilities leading to conflict or overload
  31. 31. 12. Psychological Protection Work environment ensures that worker psychological safety is ensured and actively promotes emotional well being as well as minimizing threats to worker mental health Workers feel able to: • Ask questions • Seek feedback • Report mistakes and problems • Propose a new idea • Without fearing negative consequences to themselves, their job or their career
  32. 32. 13. Protection of Physical Safety Physical safety is protected from hazards and risks related to the workers physical work environment. Workers have a sense that:  Organization cares about the physical work environmental impact on mental health  Workers feel safe  Rest and schedule of work pace is reasonable  Health and safety concerns are taken seriously  Training is provided  Psychological demands of the job and environment are conducted
  33. 33. Overview of the Standard Annex • Supplemental Background and Context • Resources for Building a PHS Framework • Sample Implementation Models • Case Studies • Sample Audit Tool • Discussion of Relevant Legislation or Regulation as of Sept 2011 • Related Standards and Guides 41
  34. 34. Getting Started, Consider: • Guarding Minds@Work ( • Mental Health Commission of Canada’s Resources, including: Psychological Health and Safety: An Action Guide for Employers ( • Workplace Strategies for Mental Health ( • Your Own Benefits and EFAP Program • WSPS Healthy Workplace Resources ( 43
  35. 35. Guarding Minds @ Work • A free, evidence-based strategy • Designed to help employers protect and promote psychological safety and health in their workplace • Comprehensive set of resources • 13 PSRs identified by researchers – Based on extensive research and review of empirical data from national and international best practices – Also determined based on existing and emerging Canadian case law and legislation. 44
  36. 36. Mental Health Commission of Canada • Tracking the Perfect Legal Storm- Dr. Martin Shain: • More Background on the Standard: • The MHCC Leadership Initiative: • The Peer Support Project: • Psychological Health and Safety - An action guide for employers 45
  37. 37. Workplace Strategies for Mental Health Website • Resources for manager, supervisor and employee training-Managing Mental Health Matters • Psychological Health and Safety Management System implementation resources • On the Agenda (13 organizational Risk Factors) 46
  38. 38. • Obtain a copy of the standard and review • Standard will be offered at no cost for the first 5 years • Standard available from BNQ and CSA: BNQ ( and CSA ( 47
  39. 39. Health is a shared responsibility. The organization is not always part of the problem, but it can always be part of the solution What about time spent at work? 2/3 of Canadians are at work 60 % of their time … Why wait to take action ? 48
  40. 40. For more information please contact: Chrystal Brown, WSPS 49