How this resource aligns with the Standard
The National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) describes a psychologically healthy and safe workplace as one "that promotes workers' psychological well-being and actively works to prevent harm to worker psychological health, including in negligent, reckless, or intentional ways".
The free resources provided here are aligned with the framework of the Standard to assist you in developing a Psychological Health and Safety Management System for your organization.
The framework includes:
- Commitment, Leadership and Participation
- Evaluation and Corrective Action
- Management Review and Continual Improvement
Role of a Health and Safety Committee
In addition to physical health and safety concerns, health and safety committees should now also consider the workplace hazards and safety measures that may impact the psychological health and safety of workers.* Ideally this committee would be actively involved throughout the development and implementation of the Psychological Health and Safety Management System.
The Health and Safety Committee should:
- Articulate the committee’s mandate as it relates to workplace psychological health and safety.
- Become familiar with the factors that impact psychological health and safety in the workplace.
- Be involved in the workplace assessment of psychological health and safety and the planning to address concerns. See Guarding Minds @ Work™ for more information.
- Establish a process to bring forward general workplace psychological health and safety issues.
- Establish a process for tracking and communicating the results of psychological health and safety-related activities.
- Establish a process for bringing committee concerns and issues to senior executives for resolution.
- Help reduce stigma related to mental illness by providing workplace education, training, and resources.
- Ensure committee members are trained on how to support a worker with a mental health issue or concern. While the focus of the committee’s work is not to address individual worker situations, workers may turn to members of the committee for help with a specific situation, so committee members should be adequately trained to respond appropriately and effectively. This would include referring the worker to appropriate resources and maintaining confidentiality.
- Focus on overall workplace psychological health and safety issues rather than individual worker mental health concerns.
- Help foster and contribute to an environment that is psychologically healthy and safe.
Frequently Asked Questions
The following are some general questions that support the business case for adopting a Psychological Health and Safety Management System.
Why should our organization implement a Psychological Health and Safety Management System?
A Psychological Health and Safety Management System can help ensure that your organization is effective in managing human capital. It can also contribute to a healthy bottom line. You may wish to consider looking at psychological health and safety as an integral part of all your operations. For example, you can integrate concern about psychological health and safety into business activities such as hiring, training, promoting, and redeploying workers.
Is this about worker mental illness?
No. The adoption of a Psychological Health and Safety Management System is not about assessing an individual worker's mental health. It is about considering the impact of workplace processes, policies, and interactions on the psychological health and safety of all workers.
A percentage of the working population will have a diagnosis of a mental illness, such as depression or anxiety. Human rights, labour, and employment laws speak to workplace obligations and responsibilities for addressing issues concerning this group of workers, including the duty to accommodate. While a Psychological Health and Safety Management System can be helpful for this population, it is primarily intended to be preventive for mental injuries to the entire workforce in the same way that occupational health and safety systems are preventive for physical injuries and illnesses.
Are you suggesting that organizations are solely responsible for the psychological health of all workers?
No. Many factors, including those that are outside of an employer's control, can have an impact on psychological health. These include factors that are not related to the workplace such as:
- Personal issues
- Family concerns
- Financial challenges
Generally, an individual is responsible for his or her own health and well-being, whether in or out of the workplace. However, organizations should do no harm to worker health.
One analogy would be a physical risk, such as a chemical in the workplace, which may not negatively impact all workers who are exposed to it. If the identified risk from the chemical is significant enough, that chemical should be eliminated. If the chemical cannot be eliminated, it may be isolated. Training or guidelines may be offered to those whose job requires exposure to the chemical, or new procedures may be put in place to help mitigate the risk of exposure.
It is just as important to identify potential risks to the psychological health and safety of workers and take steps to eliminate or limit those risks for workers. A Psychological Health and Safety Management System helps employers learn to do this effectively.
Will the process of implementing a Psychological Health and Safety Management System open up the proverbial "can of worms"?
This is a common concern among employers in deciding whether to implement a Psychological Health and Safety Management System. Avoiding or denying issues can allow problems to escalate into serious damage to worker health and productivity.
Taking action to consider psychological health and safety issues can help prevent time-consuming and morale-damaging situations from arising. There are several legal cases in which organizations promoted people into positions of authority without the checks and balances to ensure their competence. Had these safeguards been in place, the resulting legal cases would not have taken up the time and resources nor damaged the reputations of the organizations involved.
Effective communication about the intent of the System as well as clear guidelines about approaches toward improvement of workplace psychological health and safety can help organizations get as much value from the process as from the outcomes.
Will a Psychological Health and Safety Management System create a lot more stress for managers?
Some managers may worry that a Psychological Health and Safety Management System is aimed at uncovering individual manager shortcomings. That is not the point of the System. Managing workers can be challenging, especially in times of emotional distress or conflict. The free training module Managing Emotions validates these challenges and helps managers gain insight, knowledge, skills, and training to address these concerns.
Management style is only one of several factors that may impact psychological health and safety in the workplace. Anyone interested in improving personal and organizational effectiveness can benefit significantly from the implementation of a Psychological Health and Safety Management System.
Could this approach violate worker confidentiality and privacy?
The Psychological Health and Safety Management System is not intended to focus on any individual worker. Rather, it is intended to consider organizational approaches, strategies, policies, procedures, and interactions that have the potential to impact the psychological health or safety of any worker.
Every organization is unique and the approach to establishing, documenting, and maintaining a Psychological Health and Safety Management System should respect its needs and resources. Helpful approaches and strategies are available through these sections free of charge, and can be modified to the unique nature of your organization.
*The Standard describes a worker as "a person employed by an organization or a person under the day-to-day control of the organization, whether paid or unpaid, which includes employees, supervisors, managers, leaders, contractors, service providers, volunteers, students, or other stakeholders actively engaged in undertaking activities for benefit to the organization. French: travailleur, travailleuse. [Reference: CAN/CSA-Z1000 (adapted wording) (see Annex G).]" The term "worker" has been used throughout this section to be consistent with the wording of the Standard.
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Assembling the Pieces
A hands-on, easy to use Implementation Guide to the National Standard for Psychological Health and Safety in the Workplace. Breaks down the implementation process into four key steps. Developed by the Mental Health Commission of Canada and CSA Group with help from the Great-West Life Centre for Mental Health in the Workplace.