1. Federal Public Service Workplace Psychological Health and Safety
Union of Safety and Justice Employees
May 30th 2018
Denis St-Jean
Public Service Alliance of Canada
Joint Task Force on Mental Health

2. Membership Mandate
Over the years, we were asked to focus on various issues:
Strengthening Joint OHS Committees
Prevention Programs
Violence in the workplace (harassment – bullying)
Ergonomics
Psychosocial Hazards (Excessive Stress, Overwork, Shiftwork, Burnout, etc.)
Mental Health

3. Psychological H&S in the workplace
February Standing Senate Committee on Social Affairs, Science and Technology (Senator Michael Kirby) undertakes the first- ever national study of mental health, mental illness and addiction
November Standing Senate Committee proposal to create the Mental Health Commission of Canada

4. Psychological H&S in the workplace
May Tracking the Perfect Legal Storm - Converging systems create mounting pressure to create the psychologically safe workplace (An update to Stress, Mental Injury and the Law in Canada by Dr. Martin Shain)
There is an emerging legal duty in Canada to provide and maintain a psychologically safe workplace

5. Psychological H&S in the workplace
September 30, 2010: A group of executives, labour leaders, OHS professionals, government agencies and experts in law and policy came together to look at the implications of Dr. Shain’s paper entitled "Tracking the Perfect Legal Storm“
The group was tasked with considering what employers need to know to provide a psychologically safe workplace in today’s economic environment

6. Psychological H&S in the workplace
January MHCC was awarded funding for the development of the proposed National Standard from:
HRSDC
Health Canada
Public Health Agency of Canada
Bell Canada, and
Great-West Life Centre for Mental Health in the Workplace.

7. Psychological H&S in the workplace
January 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

8. 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] 8

9. 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!

10. 7 Influences on the Duty to Provide a Psychologically Safe Workplace:
“Toward the Perfect Legal Storm”
Labour Relations Law
Employment Standards
Legislation
Human Rights
Legislation
Duty to Provide
a Psychologically Safe Workplace
Employment
contract
Law of Torts
(negligence)
Occupational Health and Safety
Legislation
Workers Compensation Law
Neigbour at Work Centre

11. 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

12. UNION INVOLVEMENT AND IMPACTS ON THE STANDARD
Worked on best practices and not on a multi-layered compliance plan (regular vs elite)
Incorporated full participation of workers and their representatives from the start of the process
Involvement of health and safety committees in implementing the requirements (where they exist by law)
We focused on organisational factors rather than personal worker behaviours (life style changes)

13. UNION INVOLVEMENT AND IMPACTS ON THE STANDARD
Protect the right of confidentiality of workers (data collection and data analysis)
Included the hierarchy of control measures in assessing risks
Included critical events preparedness (organisational and individual)
Included diversity statement (consider the unique needs of diverse populations and groups within the workplace)

14. Mental Health and the Workplace
Mental health is a growing issue in Canadian workplaces, affecting 1 in every 4 Canadians. Mental health has an impact on
individuals (e.g., distress, lack of engagement),
employers (e.g., losses in productivity) and
the economy (e.g., increased expenditures).
Recent survey results highlight important challenges across the federal public service.
2014 & 2017 APEX Reports and Surveys
2014 & 2017 Public Service Employee Survey Results

15. Joint Task Force on Mental Health
In March 2015, the President of the Treasury Board and the Public Service Alliance of Canada (PSAC) reached an agreement to establish a Joint Task Force to address mental health issues in the Public Service.
The agreement focuses on measures to improve mental health in the workplace and alignment with the National Standard of Canada for Psychological Health and Safety in the Workplace.
The Joint Task Force comprises a Steering Committee and a Technical Committee.
The Steering Committee is co-chaired by the Chief Human Resources Officer and the President of PSAC, and provides guidance and leadership to the Technical Committee.
The Technical Committee is composed of representatives of the bargaining agent and Employer sides, and is co-chaired by representatives of TBS and PSAC.

16. Joint Task Force on Mental Health
Steering Committee members
Bargaining Agent Members
Robyn Benson (Co-Chair) President, Public Service Alliance of Canada
Ron Cochrane Executive Director, Professional Association of Foreign Service Officers
Debi Daviau President, Professional Institute of the Public Service of Canada
Employer Members
Anne Marie Smart (Co-Chair as of September 2015) Chief Human Resources Officer, Treasury Board of Canada Secretariat
Technical Committee members
Bargaining Agent Members
Bob Kingston (Co-Chair), Public Service Alliance of Canada
Lisa Addario, Public Service Alliance of Canada
Shannon Bittman/Shirley Friesen, Professional Institute of the Public Service of Canada
Sandra Guttmann, Association of Justice Counsel
Jerry Ryan, Federal Government Dockyard Trades and Labour Council (East)
Sari Sairanen, Unifor (Headquarters)
Denis St-Jean, Public Service Alliance of Canada
Employer Members
Caroline Curran (Co-Chair), Treasury Board of Canada Secretariat
Brenda Baxter, Labour Program , Employment and Social Development Canada
Barbara Carswell, Foreign Affairs, Trade and Development Canada
Hilary Flett, Health Canada
Lisa Janes, Canada Border Services Agency
Brian McKee, National Managers Community
Hélène Nadeau, Association of Professional Executives of the Public Service of Canada
Stephanie Priest, Public Health Agency of Canada

17. Setting the Stage …to address mental health in the workplace…
The Government of Canada and the Public Service Alliance of Canada established a Joint Task Force to address mental health in the workplace.
The Clerk of the Privy Council placed mental health at the top of the management agenda, and convened an advisory group with internal and external stakeholders to discuss mental health.
Building from their work, in June 2016, the Federal Public Service Workplace Mental Health Strategy was released.
…to build a healthy, respectful, and supportive work environment 3

18. Federal Public Service Workplace Mental Health Strategy
Changing the culture
To be respectful to the mental health of all colleagues and to create an environment free
from stigma
…focuses on three strategic goals
Measuring and Reporting to frequently take the pulse of our workplace and workforce, and make necessary adjustments
Building Capacity with tools, training and resources for employees at all levels
…guiding organizations as they develop and implement their action plans on mental health 4

19. Strategy: Changing the Culture
…to be respectful to the mental health of all colleagues…
Authentic leadership and engagement towards mental health and wellness
Shift from out-put focused to people-focused environment
Sustained efforts to reduce stigma
Raise awareness to educate employees
Prevent psychological harm by identifying and assess workplace hazards
Engage networks and communities of practice and promote employee participation
Create healthy workplaces with trust, inclusivity, innovation, openness
Communication at all levels
…and to create an environment that is free from stigma

20. Strategy: Collaborating to Build Capacity
…with tools and resources for employees at all levels
Repository of leading practices
GCpedia
Canada.ca/
workplace-wellness
Guide to Implementing a Psychological Health and Safety Management System
Specialized training
for managers and employees
Informal Conflict Management System
Bargaining Agents Involvement
Centre of Expertise
on Mental Health
in the Workplace
Mental Health and Wellness Champions’ Committee
People Management Policy Suite
Employee Wellness Support Program

21. Strategy: Measuring and Reporting
…to frequently take the pulse of our workplace and our workforce…
Psychologically healthy workplace
Diversity
Respect
Awareness of mental health
Support for work-life balance
Support for innovation
Positive relationship with one’s supervisor
Reduce harassment and discrimination
A number of workplace factors are correlated with a psychologically healthy workplace.
…and make necessary adjustments

22. Work of the Joint Task Force on Mental Health
First report
Third report
Recommendations on leadership, engagement, education, training and workplace practices, communication and promotion, and measurement and accountability
Step-by-step roadmap that will help organizations identify and assess workplace hazards that can affect the psychological health and safety of employees
Second report
enterprise-wide and organization-specific key findings and actions

23. Building Success – A Guide to Establishing and Maintaining a Psychological Health and Safety Management System in the Federal Public Service
…stems from an enterprise-wide recommendation to ‘federalize’ Assembling the Pieces…
Building Success
ESTABLISH
ANALYSE
PLAN
REVIEW
Context
The steps in the guide are sequential in nature
Organizations are at different stages and may need to tailor steps to address their specific circumstances
Significant culture shift required to implement
…to help organizations to establish, analyze, plan and review organization’s Psychological Health and Safety Management System 6

24. 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 7

25. 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 8

26. 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
Build an evaluation plan
Develop a communication plan
Create a training plan
Prepare for critical events
Develop work plans 9

27. 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. 10

28. Building Capacity – Enterprise-Wide Centre of Expertise
Key roles and responsibilities
Provide a roadmap for alignment to the National Standard
Provide support and guidance
Establish partnerships and networks with key organizations
Convene communities of practice
Develop a communications strategy
Identify factors and gaps that may affect the psychological health and safety of the workforce
Establish a best practice repository
Key characteristics
Co-governed with management and labour
Central, regional and virtual presence
The mandate will evolve based on the needs of stakeholders
Neutral and at arm’s length
Dedicated and long-term funding from Treasury Board

29. 12

30. Where can you find the standard?
CSA’s website: