Make it the Standard - Safety Services Manitoba · Health and Safety Concerns Addressed –Keep it...

Make it the

Standard

Improving Safety Culture

through the National Standard for

Psychological Health and Safety in the Workplace

Make it the Standard

• Background

• Agenda

– Safety Culture

– The “Standard”

– Improving safety culture through the

Standard

• Process

What is safety culture?

• Does not exist in isolation

• Can not be managed but may be

influenced

• We can be intentional to foster

positive culture

• Is not about behavior-based

approaches

• Is required to ensure sustained

commitment to health and safety

and to reduce injury and illness.

What is safety culture?

• A set of shared values and beliefs that

influences actions and drives practices for

preventing workplace injuries and illnesses.

The shared values & beliefs

of a positive safety culture

Values

• People value and expect

safety and health in the

workplace

• People in the workplace are

our most valuable resource

• Safety and health is valued

with productivity, quality and

pay

5

The shared values &

beliefs of a positive

safety culture

Beliefs

• Workplace injuries

and illnesses can be

prevented

• Leaders drive

improvement

• We all have a role to

play in building

healthy and safe

workplaces

6

Six Dimensions of a

Strong Safety Culture

7

CAN/CSA Z1003

“The Standard”

• Released in 2013

• Psychological health and safety in the

workplace – Prevention, promotion and

guidance to staged implementation

• MHCC Video

• What it is Not

• Why adopt The Standard

Psychological

Support

Civility &

Respect

Recognition & Reward

Organizational

Culture

Psychological Job Fit

Involvement

& Influence

Psychological

Protection

Growth & Development

Workload

Management

Engagement

Work-Life

Balance

Protection of

Physical Safety

The Standard - 13 Factors

9

Clear Leadership &

Expectations

What gets in the way?

• This isn’t about safety and health

• If it is not “compensable” it

doesn’t count

• If I talk about it will get worse

• This is a human resource issue

• Role of the joint committee

• This is about individuals not the

workplace

Ignoring psychological

hazards?

• Workers are hurt

• Costs go up

• Reputation suffers

• Credibility of health and safety

suffers

• Buy-in weakened

• Won’t get to “cool”

* Guarding Minds at Work: https://www.guardingmindsatwork.ca/info

What are you doing in

your workplace?

• What are you doing around

psychological health and safety

• What are you doing around

safety culture?

• How is your workplace

responding?

Psychological

Support

Civility &

Respect

Recognition & Reward

Organizational

Culture

Psychological Job Fit

Involvement

& Influence

Psychological

Protection

Growth & Development

Workload

Management

Engagement

Work-Life

Balance

Protection of

Physical Safety

13 Factors and Safety Culture

13

H&S Concerns AddressedTrust and Respect Leadership

InclusionPersonal Commitment & Accountability

LearningOrganization

Clear Leadership &

Expectations

Health and Safety Concerns

Addressed – Keep it Real

1) In any given week, 500,000 Canadians are

unable to work due to mental health problems

True

2) 1 in 5 workplace disability claims are related

to mental health*

False: 1 in 3

3) 50% of disability costs are attributed to

mental illness*

False: 70%*Mental Health Commission of Canada:

http://strategy.mentalhealthcommission.ca/the-facts/

Health and Safety Concerns

Addressed – Keep it Real

4) 70% of Canadian employees are concerned

about the psychological health and safety of

their workplace and 30% report levels of

concerns that warrant serious attention.*

True

5) WCB data confirms between 2011 and 2015

a)the number of psychological injury claims has risen

True

b) the average cost of psychological claims is 2 x higher

than the average cost of all claims

False: 3 x higher

*Workplace Strategies for Mental Health: Considering the Costs:

https://www.workplacestrategiesformentalhealth.com/psychological-health-and-safety/considering-the-costs#ipsos2012

Health and Safety

Concerns Addressed –

Keep it Real

CASE

STUDY

Health and Safety

Concerns Addressed –

Keep it Real

Lessons and Pointers

• Integrate psychological factors into health

and safety program; inspections, hazard

assessments etc...

• Review the data and trends to make the

case

• Use Guarding Minds at Work survey*

• Consider the nature of the work. Risks may

be higher in work relying on human

services

* Guarding Minds at Work: https://www.guardingmindsatwork.ca/info

Leadership −

Demonstrating Commitment

Leadership –

Demonstrating Commitment

CASE

STUDY

Leadership –

Demonstrating Commitment

Lessons and Pointers

• Access the C-Suite

• Connect the personal - finding a champion

• Provide leadership training: difficult

conversations, emotional intelligence,

providing helpful feedback, motivating

others…

• Consider change management - have a long

term plan

Trust and Respect Permeate

the Workplace

Trust and Respect Permeate

the Workplace

CASE

STUDY

Trust and Respect Permeate

the Workplace

Table Discussion 5 minutes

• At your table discuss what lessons you can

take away from the case study.

• What are some of the things we can do in our

workplace – in our safety programming – to

leverage trust and respect?

Trust and Respect Permeate

the Workplace

Lessons and Pointers

• Develop and train staff in respectful

workplace policies and practices

• Model behaviors; honest, open, clear

communications

• Ensure avenues to resolve conflicts

• Foster opportunities to build relationships

Personal Responsibility

and Accountability

Personal Responsibility

and Accountability LINK

CASE

STUDY

Personal Responsibility

and Accountability

Lessons and Pointers

• A strong internal responsibility system

links health and safety to the personal

• Embed internal responsibility mechanisms

into your daily operations.

• Honour worker investment; provide

recognition small and large

• Leverage the personal / vocational stakes

workers may have relative to their role

• Ask - what are your workers’ passions and

what are their concerns?

Inclusion −

All Workers Matter

Inclusion –

All Workers Matter

CASE

STUDY

Inclusion −

All Workers Matter

Lessons and Pointers

• Know who is on the “outside” and personally

reach out

• Provide opportunities for involvement and

influence; employee meetings, change

management sessions…

• Consider focus groups / employee surveys to

identify factors which require attention

• Look for opportunities to support work-life

balance; flex time, wellness activities in work

routines …

Continuous Learning –

Desire to Learn and Grow

Continuous Learning –

Desire to Learn and Grow

CASE

STUDY

Continuous Learning –

Desire to Learn and Grow

Lessons and Pointers

• Embrace the bad news, failures and

shortcomings – these may provide your

greatest opportunity.

• Know and name your strengths – you are

probably well along the road already!

• Start with a win: “no regrets” move

Moving out of the

Occupational

Health and Safety Silo

Moving Along The Continuum

Beyond Compliance

Indifferent Reactive Calculative Proactive Generative*

Reckless,

Negligent

Changes made

following

incidents.

Compliance -

programming in

place required

by legislation

Organization

begins to look

ahead –

wellness

programming

Organizational

leader PH&S

embedded in

operations

Protect - Prevent - Promote

Vulnerable Resilient

*Adapted from Energy Institute "Hearts and Minds: Safety Culture Toolkit” http://heartsandminds.energyinst.org/

Integrated Workforce

Health and Productivity

5 Financial Outcomes:

• 16% increase in market value• 20% higher employee

productivity measures by revenue returns per employee

• 57% higher total returns to shareholders

Engaged Workforce1

Workplace Programs2

Program Performance Measurement & Evaluation

Increased Market Value

SuperiorFinancialPerformance

Lower EmployeeGroup BenefitRates & Costs 4

ImprovedEmployeeProductivity

EnhancedWorkforceHealthBehaviours 3

Integration of Workplace Support Programs

Higher TotalReturns toShareholders

EnhancedEmployeeProductivity

• Human Resources Program• Employee Assistance Program• Attendance Assistance & Support Program• Occupational Health & Safety Program• Disability Management Program• Workplace Wellness Program

2 Workplace Programs:

Program

Elements

Integrated

Program:

Outcomes

Financial

Outcomes 5

• Less employee presenteeism• Fewer casual absences• Lower drug use & costs• Less medical absences• Shorter medical absences

3 Health Behaviours:

Lower rates and costs of:• Casual absence• STD• LTD• WCB

4 Group Benefits:1 Engaged Workforce:

• Know how to perform• Able to perform• Equipped to perform• Motivated to perform• Positive workplace

interactions © Dyck, D. 2017

Summary and conclusions

• Taking action on factors which support

psychologically healthy and safe

workplace will support the dimensions of

a strong safety culture including:

– Addressing / responding to very real

psychological health and safety concerns

– Demonstrating leadership commitment

– Personal investment and accountability

– Including all workers – particularly workers

more likely to be vulnerable

– Trust and respect in the workplace

– Continuous learning

Summary and conclusions

• Improving safety culture is a

journey.

• The Standard provides a roadmap

to support that journey and will

help:

– Move organizations beyond

compliance and along the safety

maturity continuum.

– Support movement from prevention to

wellness.

– Support individual resiliency.

Summary and conclusions

• Tips for moving the Standard forward

– Start where you’re at

– Engage leadership

– Strike a multi-disciplinary committee

– Pick 1-2 sure wins

• Learn More

– Tap into wealth of free resources through

Mental Health Commission of Canada,

Guarding Minds at Work and Great West

Life’s Centre for Mental Health in the

Workplace.

– Join a community of practice.

– Check out local support organizations.

Sue Roth

Safety Culture Specialist

SAFE Work Manitoba

sroth@safeworkmanitoba.ca

(204)954-4942

Resource Information

• Mental Health Commission of Canada

– http://strategy.mentalhealthcommission.ca/

• Workplace Strategies for Mental Health

– http://strategy.mentalhealthcommission.ca/

• Guarding Minds at Work

– https://www.guardingmindsatwork.ca//info

• Manitoba Nurses Union

– https://manitobanurses.ca/psychological-health

• Dyck, Dianne. Occupational Health & Safety,

Theory, Strategy & Industry Practice, 3rd

Edition, Lexis Nexis Canada Inc., 2015.

Resource Information

• SAFE Work Manitoba

– Safety culture

– www.safemanitoba.com/safetyculture

– Psychological health and safety in the workplace

resources & strategy

– www.safemanitoba.com/psychhealth

– https://www.safemanitoba.com/Resources/Pages/

Psychological-Health-and-Safety-in-the-

Workplace-Strategy.aspx

• Morneau Shepell Research Group Report,

Workplace Mental Health Priorities: 2016

– http://www.morneaushepell.com/ca-

en/insights/workplace-mental-health-priorities-

2016