Employers’ Perspectives on the Canadian National Standard for Psychological Health and Safety in the Workplace

Kalef, Laura; Rubin, Courtney B.; Malachowski, Cindy; Kirsh, Bonnie

doi:10.1007/s10672-015-9270-9

Cited by 10 publications

(11 citation statements)

References 10 publications

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“…We recognise that there are rigorous occupational health and safety laws in both Australia and the United Kingdom, which require that employers minimise workplace psychosocial risk for employees, these are legal frameworks and only reflect one thread of the integrated, best-practice approach (La Montagne et al, 2014). Conversely, Canada, through a concerted effort to engage a wide range of stakeholders, has developed a well-researched 'standard' for workplace mental health that incorporates established procedures, largely accepted by employers (Kalef et al, 2016). This unified, rigorous development approach likely explains the consistency and high quality of guidance material developed from Canada (Mental Health Commission of Canada, 2013).…”

Section: Variability Of Quality and Comprehensivenessmentioning

confidence: 99%

Workplace mental health: An international review of guidelines

Memish

Martin

Bartlett

et al. 2017

Preventive Medicine

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The aim of this systematic review was to determine the quality and comprehensiveness of guidelines developed for employers to detect, prevent, and manage mental health problems in the workplace. An integrated approach that combined expertise from medicine, psychology, public health, management, and occupational health and safety was identified as a best practice framework to assess guideline comprehensiveness. An iterative search strategy of the grey literature was used plus consultation with experts in psychology, public health, and mental health promotion. Inclusion criteria were documents published in English and developed specifically for employers to detect, prevent, and manage mental health problems in the workplace. A total of 20 guidelines met these criteria and were reviewed. Development documents were included to inform quality assessment. This was performed using the AGREE II rating system. Our results indicated that low scores were often due to a lack of focus on prevention and rather a focus on the detection and treatment of mental health problems in the workplace. When prevention recommendations were included they were often individually focused and did not include practical tools or advice to implement. An inconsistency in language, lack of consultation with relevant population groups in the development process and a failure to outline and differentiate between the legal/minimum requirements of a region were also observed. The findings from this systematic review will inform translation of scientific evidence into practical recommendations to prevent mental health problems within the workplace. It will also direct employers, clinicians, and policy-makers towards examples of best-practice guidelines.

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Section: Variability Of Quality and Comprehensivenessmentioning

confidence: 99%

Workplace mental health: An international review of guidelines

Memish

Martin

Bartlett

et al. 2017

Preventive Medicine

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“…Awareness was linked with the practice categories of information as well as prevention/screening/assessment as they relate to hazard identification, policy, and disseminating details about policies to employees and managers. Lack of awareness about mental health conditions has been shown to be a major barrier for supporting employees in workplaces (Huijs et al, 2017;Kalef et al, 2015;Sheikh et al, 2018). Future research should examine how workplace practices can not only improve general awareness about mental health but also clearly communicate information to reduce stigma and improve opportunities for accommodation.…”

Section: Discussionmentioning

confidence: 99%

“…A number of recent reviews synthesizing the scientific evidence on the effectiveness of depression interventions on work outcomes have focused on interventions for improving individual worker's resilience or coping skills (e.g., Cognitive Behavioural Therapy programs for workers) (Cullen et al, 2018;Finnes et al, 2019;Furlan et al, 2012;Irvin et al, 2017;Wan Mohd Yunus et al, 2018). However, despite emerging evidence of the effectiveness of these interventions, workplaces face challenges related to implementation of supports and accommodations for depression in the workplace (Hofman et al, 2018;Kalef et al, 2015;Stochkendahl et al, 2015). Recent literature provides some guidance on a range of organizational and workplace factors influencing psychological health in the workplace (Burgess et al, 2019;Ervasti et al, 2017;Ervasti et al, 2014;Samra, 2017).…”

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confidence: 99%

Support for depression in the workplace: Perspectives of employees, managers, and OHS personnel

et al. 2021

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The burden associated with depression in workplaces is substantial. Our objective was to identify current workplace practices to support individuals experiencing depression. A questionnaire, focus groups, and interviews were conducted to ask about current workplace practices to support individuals with depression. Participants (employees, managers, OHS personnel) with self-reported depression or responsible for supporting employees with depression were recruited from workplaces in Ontario and British Columbia, Canada. Data reflected the availability and experiences of workplace practices for employees with depression. Questionnaire data were analysed descriptively. Interviews and focus groups were analyzed using thematic analysis. Survey respondents (n = 453) reported employee assistance programs and external supports were helpful for those with depression. Almost a quarter of employee respondents reported no supports were available. Interview and focus group data (n = 21) endorsed workplace practices that enhance awareness about depression and address psychological hazards, contribute to a positive workplace culture, incorporate flexible approaches, increase communication about process, and allow coordination with external resources. Barriers to implementing practices included unsupportive managers, lack of knowledge about mental health in the workplace, and lack of training for managers. This research reveals the need for flexible supports and access to external resources to support mental health at the workplace. Implementation practices highlight the need for a positive workplace culture with many employees and managers identifying gaps in supporting those with depression. Findings suggest additional attention to workplace practices would be beneficial to inform awareness, prevention, and communication of mental health needs in the workplace.

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“…Exploring Canadian workplaces that effectively accommodate people with MI offers much promise for advancing knowledge and guiding HR practices. Canada has an extensive track record as a leader in promoting organizational policies and practices for addressing MI as a health and safety issue (Memish et al , 2017) and the production of evidence-based materials for employers (Kalef et al , 2016). Case-study methodology was used to conduct an in-depth exploration of complex issues in their real-life settings (Baxter and Jack, 2008; Yin, 2018).…”

Section: Methodsmentioning

confidence: 99%

Retaining and supporting employees with mental illness through inclusive organizations: lessons from five Canadian case studies

Gewurtz¹,

Harlos²,

Tompa³

et al. 2021

EDI

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PurposeAlthough awareness is growing of the importance of employee mental health and the value of inclusive work practices, less is known about how to support employees with mental illness (MI). We aimed to explore organizational strategies and work practices that promote retention and support of employees living with MI in relation to past theory-driven research by building and extending current theory.Design/methodology/approachWe adopted a qualitative case-study approach focussed on organizations that have taken steps towards promoting workplace inclusion for employees with MI. Five diverse Canadian organizations were recruited based on their efforts to build psychologically safe and healthy workplaces, and actively support employees with MI. Data collection in each organization consisted of onsite observation and interviews with workplace stakeholders, including employees with MI, their co-workers, supervisors/managers and human resource professionals. Thirty interviews were conducted from across the five organizations. Data analysis was informed by interpretive description to identify challenges and opportunities.FindingsTwo key themes were noted in depictions of supportive workplaces: (1) relationship-focussed workplaces and (2) flexible, inclusive work practices.Originality/valueThese practices highlight how organizations support employees with MI. Despite our focus on organizations working towards inclusion, the stigma associated with MI and the rigidity of some workplace processes continue to limit support and retention. Our findings suggest that organizations should focus on communication processes, support mechanisms, how they reinforce flexibility, inclusion and oversight of employees with MI.

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Employers’ Perspectives on the Canadian National Standard for Psychological Health and Safety in the Workplace

Cited by 10 publications

References 10 publications

Workplace mental health: An international review of guidelines

Workplace mental health: An international review of guidelines

Support for depression in the workplace: Perspectives of employees, managers, and OHS personnel

Retaining and supporting employees with mental illness through inclusive organizations: lessons from five Canadian case studies

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