Z1003 Psychological Health and Safety in the Workplace Navigating for Successful Implementation

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1 Z1003 Psychological Health and Safety in the Workplace Navigating for Successful Implementation CSA Group CSA Group is a not-for-profit membership-based association serving business, industry, government and consumers in Canada and the global marketplace. We help people understand standards through education and information products and services. Each year, thousands of people benefit from the training materials, workshops and seminars offered by the CSA Group Learning Institute. 2 1

2 Session Objectives Upon completion of today s session, you will have: The ability to describe the Z1003 Standard and what it means for your organization; The ability to define the current landscape for workplace psychological health & safety (PHS);and Practical tips for implementing an effective PHS program in your workplace. 3 Featured Presenters Kathy Jurgens Mental Health Works, Canadian Mental Health Association Dr. Martin Shain Neighbour at Work 4 2

3 The Standard Z1003 Psychological Health and Safety in the Workplace The Standard What is a Standard? A yardstick, established by a recognized authority, that allows progress toward a desired goal to be assessed or measured. 6 3

4 The Standard CSA Z /BNQ /2012 sets out the requirements for achieving a psychologically healthy and safe workplace. This Standard a new higher standard of care for employers and a new higher standard of conduct for all of us in the workplace. It is voluntary. 7 The Standard Why is such a Standard needed? Serious harm is being done to workers that could be prevented or significantly reduced, this harm is referred to as mental injury. Mental injury is a significant but largely ungoverned risk for both workers and employers. It is not necessarily the same as mental illness 8 4

5 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] Creating and sustaining a psychologically safe workplace is the #1 goal of the Standard! 9 The Standard Psychologically Safe vs. Psychologically Healthy 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. 10 5

6 Why Implement Z1003 Psychological Health and Safety in the Workplace Preventable workplace mental injury costs in Canada, per annum: Direct employer costs for all mental disability up to $2.75B Costs transferred to society up to $8.35B Total costs up to $11B Up to 1/3 of these costs are due to mental injury and avoidable! Sources: Levi and Lunde-Jensen 1996; Levi 2002; Concha-Barrientos et al. 2004; Leka et al. 2008; Leka and Jain 2010; Shain, Arnold and GermAnn

7 Typical Forms of Mental Injury: Depression Anxiety Burnout PTSD Compassion Fatigue 13 Conduct, usually intentional, that may lead to mental injury: Harassment Bullying Mobbing Discrimination 14 7

8 Conduct that may lead to mental injury if sustained over time (negligent/reckless): 1. Expecting too much of workers with no heed to the consequences. 2. Withholding discretion over work where no business rationale exists. 3. Refusing to acknowledge contributions or to assign credit. 4. Demonstrating bias in distribution of work or rewards. Continued 15 Conduct that may lead to mental injury if sustained over time (negligent/reckless): 5. Chronic failure to provide timely and relevant information. 6. Not allowing sufficient participation in decisions. 7. Not providing psychological support or material resources to get the job done (when such exist). 8. Not paying attention to the legitimate interests of workers. 9. Failing to identify and correct abusive situations. 10.Failing to accommodate the needs of the mentally ill. 16 8

9 The Anti-Standard Ten Steps to a Psychologically Unsafe Workplace 1. Don t listen. 2. Don t even try to understand. 3. Show that you really don t care. 4. Make fun of anyone who s struggling. 5. Make fun of anyone who s different. 6. Shut down discussion. 7. Expect too much. 8. Give nothing in return. 9. Be arbitrary, unpredictable, and inconsistent. 10.Ignore signs of conflict. 17 Key drivers of the Standard: Risks to Health and Productivity; Risks to Corporate Reputation; and Risks of Liability. 18 9

10 Psychologically Unsafe Workplaces and Health Consequences 2X-3X Cardiovascular Problems > 2X Substance Abuse 2X-3X Injuries 2X-3X Infections High Effort, Low Reward + High Demand, Low Control - Support + Fairness = STRAIN > 3X Back Pain 5X Certain Cancers?? > 2x Conflict 2-3X Anxiety, Depression, PTSD, Demoralization 19 Psychologically Unsafe Workplaces Costs to Productivity and Re-productivity Low Employee Satisfaction Low Client/Customer Satisfaction Low Commitment Low Loyalty Low Motivation High Effort Low Reward + High Demand Low Control - Support + Fairness = STRAIN Low Morale Low Trust Low Retention Low Creativity Inability to Compete 20 10

11 Implications of the Science - Six Management Action Levers: Demand Control Effort Reward Support Fairness 21 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 Employment contract Duty to Provide a Psychologically Safe Workplace Law of Torts (negligence) Occupational Health and Safety Legislation Workers Compensation Law 22 11

12 Legal Views of the Psychologically Safe Workplace Psychological Consequences Demoralization Suicide, PTS Clinical Depression, Anxiety Liability Zone Harassment Discrimination Bullying Verbal Abuse Unfairness Conduct at Work Tension Responsibility Zone Incivility Commitment Loyalty Discretionary Zone Engagement Carefulness, Civility,Fairness Respectfulness Job Satisfaction Consideration lowering the bar on liability creating an atmosphere of uncertainty and unpredictability 23 Implications of the Law - three key responsibilities that underlie the duty to ensure a psychologically safe workplace: 1. Keep demands within the known capacity of employees (don t push in the dark). 2. Enable basic voice (make it safe to speak up). 3. Monitor and respond to signs of conflict/distress (be vigilant for warning signs and act on them). The 75% solution! 24 12

13 Practical Tips for Implementing Z1003 Implementing Z1003 What does the voluntary Standard involve? In a nutshell Requires that employers use a systematic approach to assess and address risks to the psychological health of workers that arise in whole or in part from certain ways in which work is designed and people are managed

14 Implementing Z1003 The Psychological Health and Safety Management System (PHSMS) the Heart of the Standard 1. Leadership commitment and policy [Govern and Manage] 2. Planning [Assess] 3. Implementation [Address] 4. Evaluation [Evaluate] 5. Review and corrective action [Correct and Improve] 27 Implementing Z1003 Navigating the Standard: a 12-Step Introduction to CSA Z /BNQ /2012 See handout material Navigating the Standard

15 Implementing Z1003 Two close-ups from the implementation process: 1. Coming to grips with culture. 2. Assessment tools: choosing the right one. 29 Coming to Grips with Culture Culture by design versus culture by default 15

16 Coming to Grips with Culture What is culture? A set of values, meanings, understandings and practices shared by a stable group or community. 31 Coming to Grips with Culture What is a psychologically safe culture? One in which there is Zero tolerance for mentally injurious conduct; Strong support for respectfulness and fairness; and High level of agreement on the meaning of these terms

17 Coming to Grips with Culture How the PHSM System affects culture: The purpose of the System is to shift the culture of the organization toward a norm of psychological health and safety. A System of this type is meant to be grafted into the organization s DNA so that it cannot be removed. A System is not a Program. 33 Coming to Grips with Culture From Harm to Care: The Goal of the Standard Carefulness [Diligence] Carelessness Toward Psychological Injury Negligence Toward Psychological Safety Recklessness Intention Shifting the Culture 34 17

18 Coming to Grips with Culture Cultural Basics for the Psychologically Safe Workplace: Fostering Basic Understanding and Reducing Stigma Mental health is gained and lost every day through our normal interactions and relationships at work. Not all mental illness is brought to work: sometimes it is created or catalyzed there. Mentally ill people are not the other, they are us. Mental injury and mental illness are not always the same thing. Mentally injured and ill workers are often good people in bad situations. 35 Coming to Grips with Culture Achieving a culture of psychological safety by enhancing interpersonal skills among all workers: Awareness; Understanding; and Carefulness

19 Coming to Grips with Culture Design and sustain a psychologically safe workplace culture by: Recruiting Hiring Training Promoting Evaluating Using added criteria of interpersonal competence/ emotional intelligence. 37 Assessing Risks and Needs A problem well described is a problem half solved 19

20 Assessing Risks and Needs The SSIX - I am satisfied with the amount of involvement I have in decisions that affect my work [Control] I feel I am well rewarded (in terms of praise and recognition) for the level of effort I put out for my job [Reward] In the last six months, too much time pressure at work has caused me worry, nerves or stress [Demand] In the last six months, I have experienced worry, nerves or stress from mental fatigue at work [Effort] I am satisfied with the fairness and respect I receive on the job [Fairness] My supervisor supports me in getting my work done [Support] 39 Assessing Risks and Needs SSIX Risk Zones Report -2.5 to 0.50 = red 10% to 0.0 = amber 20% to = yellow 30% to +2.5 = green 40% 40 20

21 Assessing Risks and Needs The PF 13 (formerly PSR 12) PF = Psychosocial Factors Source: 41 Assessing Risks and Needs PF 5: Psychological Demands A work environment where it is determined as a matter of course whether any given activity of a job may be a hazard to the worker s psychological wellbeing. PF 9: Workload Management A work environment where tasks and responsibilities can be accomplished successfully within the time available

22 Addressing Risks and Needs Based on Survey Results Addressing Risks and Needs Example of Responses, PF 5 Psychological Demands: Perform job analyses involving employees and management to assess interpersonal, emotional and physical skill demands of the job. Compile a comprehensive description of the type of person required (knowledge, skills, abilities, social skills, personal needs, values, interests, personality traits) for specific jobs. Assess and redeploy personnel to jobs within their personal/interpersonal capability. Work to develop a culture in which emotional intelligence is understood, valued and used as a key criterion for recruitment, selection, promotion and performance review

23 Addressing Risks and Needs Example of Responses, PF 9 Workload Management: Conduct job analyses to define workload demands and areas for improvement. Conduct job audits for the purpose of evaluating equity of work distribution. Conduct regular monitoring of individual/team workloads. Discuss with your staff ways in which they feel their work could be better managed and/or distributed. Supply time management, planning and prioritization training. Ensure necessary equipment and supports are available and functioning properly (e.g., tools, technology). 45 Conclusion 23

24 Conclusion Looking Forward A new floor standard of care for mental health protection in the workplace is finally being set after 150 years of occupational health and safety development an historical moment. Decision time: to adopt or not adopt.? Please see handout Factors for Implementation to help you decide. 47 Conclusion Thank you for joining us today. You should now have: The ability to describe the Z1003 Standard and what it means for your organization; The ability to define the current landscape for workplace psychological health & safety (PHS);and Practical tips for implementing an effective PHS program in your workplace

25 Questions and Answers Please submit your question using the Q&A feature located on the right-hand side of your screen