Changing the Culture for #GCMentalHealth Presentation to the Union of National Defense Employees Sapna Mahajan & Denis St-Jean Co-Chairs Centre of Expertise on Mental Health in the Workplace May 2nd 2019 – Ottawa, Ontario

1 2 3 4 5 Agenda Our Journey Our Centre Our Focus Culture Change Questions 1 2 3 4 5

Psychological H&S in the workplace January 2011 - The Bureau de normalisation du Québec (BNQ) and CSA Standards initiated a project to establish a Technical Committee on Psychological Health and Safety in the Workplace Standard was released January 16, 2013

Creating and Sustaining a Psychologically Safe Workplace = Goal #1 of the Standard A psychologically safe workplace is: One that allows no significant harm or injury to employee mental health in negligent, reckless or intentional ways One in which every reasonable effort is made to protect the mental health of employees [due diligence] 4

Psychologically Safe Workplaces and Psychologically Healthy Workplaces ……putting the horse before the cart…… A “psychologically safe” workplace is one where every reasonable effort is made to protect the mental health of workers. A “psychologically healthy” workplace is one where every reasonable effort is made to promote the mental health of workers. [= goal #2 of the Standard] Safety first!

Psychosocial factors in the standard 1. Psychological support 2. Organizational culture 3. Clear leadership & expectations 4. Civility & respect 5. Psychological competencies and requirements 6. Growth & development 7. Recognition and reward 8. Involvement and influence 10. Engagement 11. Balance 9. Workload management 13. Protection of physical safety 12. Psychological protection 14. Chronic stressors identified by workers

Our Journey … to build a healthy, respectful, and supportive The Government of Canada and the Public Service Alliance of Canada established a Joint Task Force The Clerk of the Privy Council placed mental health at the top of the management agenda, and convened an advisory group the Federal Public Service Workplace Mental Health Strategy was released The Joint Task Force on Mental Health released three reports September 2015 / April 2016 / January 2018 … to build a healthy, respectful, and supportive work environment that strengthens the public service

#GCMentalHealth A Collaborative Universe for Culture Change.

Measuring, Reporting, & Continuous Improvement Centre of Expertise Taking Shape 3 pillars of the Mental Health Strategy: Building Capacity Changing Our Culture Measuring, Reporting, & Continuous Improvement To align, support and integrate with the broader work in the area of diversity, inclusion and wellness. We connect, convene and engage employees, communities, networks and organizations by providing resources, facilitating information exchange and sharing best practices. We raise awareness and help reduce stigma through mental health promotion campaigns, outreach activities and speaking engagements. We inform, influence and impact accountability, performance and policy tools to identify and address psychosocial hazards in federal workplaces. WHO WE ARE – A joint collaboration between Treasury Board Secretariat and Bargaining Agents, we are a government-wide policy centre enabling federal organizations to create psychologically healthier and safer workplaces for improved employee well-being. WHAT WE DO – Support federal organizations in implementing the National Standard of Canada for Psychological Health and Safety in the Workplace and in supporting their employees through the provision of expert advice, resources and tools. WHO WE SERVE – Employees, People Managers, Organizations and Networks in Canada’s Federal Public Service.

Roles & Responsibilities for Centre of Expertise Influence and connect other mental health related activities enterprise wide Offer a best practice repository Engage and educate via Federal Speakers’ Bureau Provide roadmap for alignment with the National Standard Convene communities of practice and networks Identify factors and gaps that may affect the psychological health and safety of the workforce Provide expert advice, support and guidance Have regional and national presence

100+ Deputy Ministers Mental Health Pledge 2,500+ 70+ Our Reach in Numbers 100+ Deputy Ministers Mental Health Pledge 2,500+ Twitter followers 70+ Mental Health and Wellness Champions 2,000+ GCconnex members More than 20,000 public servants reached through Federal Speakers Bureau Testimonials 128,155+ web page views Canada.ca: Total Page Views: 103,039 Intranet: Total Page Views: 25,116 =128,155 Attracted 128,155 page views to the CoE’s web presence on Canada.ca/Gcintranet. Page views of the resources, tools, services and supports available. GC vs Public access to site: 69% of visits to the site came from GC network computers   93% of federal organizations reported having a champion for mental health and/or wellness, thus providing the leadership called for in the Federal Public Service Workplace Mental Health Strategy; 96% of federal organizations report offering awareness sessions that have reached employees and managers alike; 85% of federal organizations had offered mental health in the workplace training, with managers and supervisors being the most likely recipients of training; Supported the Federal Speakers’ Bureau in delivering over 400 lived experience testimonials across 60+ federal organizations, directly reaching an estimated 20,000 public servants. The most visited page in the section is Federal Speakers’ Bureau: Speakers’ profile which got 22% of all the page views in the section. “While Let’s Talk Day is over, the need for conversations on #MentalHealth in our workplaces doesn’t end. Keep the dialogue going with resources from @CEMHW_CESMMT #MentalHealthMatters #GetLoud” @_RonParker - President, Shared Services Canada

56% 48% 67% 32% 29% 34% Impact across Government of LDAs have performed a joint psychological hazard analysis informed by survey results of employee believe their organization does a good job of raising awareness of mental health in the workplace of employees believe their workplace is psychologically healthy 32% 29% 34% Results taken from the 2017 PSES and the 2017-2018 cycle of the MAF of employees feel a high level of stress related to pay or other compensation-related issues of employees feel emotionally drained at the end of their day of employees feel a high level of stress related to not having enough employees to do the work

Prioritizing Future Efforts

Culture Change Through Everyday Actions… …to create a psychologically healthy and safe workplace. Be engaged and participate on an ongoing basis Be aware of your own behaviours and their impacts Ask questions to know your workforce Suspend judgment Be open to suggestions Have an open dialogue with employees and colleagues … know that no one is immune to mental health issues, including some of your best performing employees

8 Ways to Mobilize for #GCMentalHealth Join our Community Join the Conversation Raise Awareness, Reduce Stigma Offer EAS Training Host a Joint Learning Program Workshop Learn about The National Standard Use On The Agenda for Your Team Action Plan Add Being a Mindful Employee to Learning Plans * In Slide Show mode, click on icon for direct link to resource.

canada.ca/workplace-wellness To align, support and integrate with the broader work in the area of diversity, inclusion and wellness.

Questions or comments to mhstrategy@tbs-sct.gc.ca Connect with us Visit Canada.ca/workplace-wellness to find resources, tools and services for organizations, managers and employees on any device. Visit GCintranet Mental Health in the Workplace for additional resources, tools and services, only available to public servants. Join the CoE Mental Health on GCconnex to participate in discussions, share information, and leverage the power of networking. Visit the GCpedia page to find multimedia tools and resources that can be tailored to your own organization’s realities, challenges and environment. @CEMHW_CESMMT Follow us @CEMHW_CESMMT for the latest news, events, developments, and activities relating to mental health and psychological health and safety in the workplace. Questions or comments to mhstrategy@tbs-sct.gc.ca

MENTAL HEALTH INITIATIVE What should be happening concretely in my department?

Building Success – A Guide to Establishing and Maintaining a Psychological Health and Safety Management System in the Federal Public Service How do we get started? (CHAPTER 1) Establish a Joint Sub-Committee on Mental Health (JSCMH) Jointly identify 1 or more champions Jointly determine the project sponsor Jointly develop the JSCMH’s terms of reference Jointly develop an initial communication strategy

Building Success – A Guide to Establishing and Maintaining a Psychological Health and Safety Management System in the Federal Public Service Start by knowing your workplace… (CHAPTER 2) Evaluate supports Jointly identify and evaluate programs, policies and workplace practices that may affect psychological health and safety + Train staff Train staff to undertake the psychological workplace hazard analysis Evaluate the workplace Assess data Jointly conduct an evaluation of the organization’s workplace psychological hazards Jointly assess data to identify problem areas, and develop recommendations for the next steps

Building Success – A Guide to Establishing and Maintaining a Psychological Health and Safety Management System in the Federal Public Service …continue with an implementation strategy… (CHAPTER 3) Build a change management plan Establish a resourcing plan Create a training plan Build an evaluation plan Develop a communication plan Prepare for critical events Develop work plans

Building Success – A Guide to Establishing and Maintaining a Psychological Health and Safety Management System in the Federal Public Service …and regularly assess progress… (CHAPTER 4) INVESTIGATE AND REPORT INCIDENTS This chapter focuses on: Lessons learned by early adopters of the National Standard of Canada for Psychological Health and Safety in the Workplace; and Tips for successful implementation. MONITOR PERFORMANCE CONDUCT A JOINT MANAGEMENT REVIEW PRIORITIES INTEGRATION …to continually improve activities.

Send to mhstrategy@tbs-sct.gc.ca Questions? Comments? Send to mhstrategy@tbs-sct.gc.ca