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Wellness and Mental Health in the Workplace Report on Best Practices Observed in Private Companies and Potential Considerations for Federal Departments Regional Federal Councils Quebec Federal Council

February 2019 Vicky Lefebvre All rights reserved Any request for permission to reproduce this document in whole or in part must be addressed to the Quebec Federal Council, by e-mail at the following address: dec.cfq-qfc. [email protected] All images come from copyright-free and usage-rights-free websites. This publication is also available online: http://rfc-cfr.gc.ca/Liensregionaux-RegionalConnections/ConseilfederalduQuebec- QuebecFederalCouncil/Nospriorites-OurPriorities#details-panel3 This publication is also available in French: MIEUX-ÊTRE ET SANTÉ MENTALE EN MILIEU DE TRAVAIL Rapport sur les meilleures pratiques observées en entreprises privées et pistes de réflexion pour les ministères fédéraux ISBN JU20-7/2018F-PDF 978-0-660-29091-1 Regional Federal Councils Quebec Federal Council

3 Message from the working committee We are pleased to submit this Report on “Wellness and Mental Health in the Workplace - Best Practices Observed in Private Companies in Quebec”. Mental health and wellness in the workplace are priorities of the Quebec Federal Council (2016_2019). We would especially like to thank the private companies that agreed to participate in this project in order to share their best practices on the subject. We would also like to thank Manon Brassard, Deputy Minister/President of Canada Economic Development for Quebec Regions and President of the Federal Councils of Canada, for her support, commitment and willingness to advance this priority within the federal community. In addition, we would like to thank all those who contributed directly or indirectly to the writing and completion of this report; in particular, the Communications team at Canada Economic Development for reviewing and editing the document. We hope that this report will allow the different departments to take ownership of the various themes and areas of reflection proposed to promote healthy workplaces. Wellness and mental health in the workplace is everyone’s business! Vicky Lefebvre for Wellness and mental health in the workplace working Committee Champion for the priority “Wellness and mental health in the workplace” - Quebec Federal Council

4 PRESENTATION OF THE MEMBERS OF THE WORKING COMMITTEE ON WELLNESS AND MENTAL HEALTH IN THE WORKPLACE: Vicky Lefebvre Caroline Gosselin Regional Director General Forestry Program and Courts Administration Service Project Coordinator - Eastern Region of Canada Canadian Forest Service - Natural Resources Ursulla Aho-Glele Canada (Quebec) Analyst - Wellness in the Workplace Maryse Plamondon Courts Administration Service Regional Manager, - Eastern Region of Canada Community Safety Programs Public Safety Canada Lise Pelletier (Quebec and Nunavut) Public Service Occupational Health Program Manager Jean-Michel Lacroix, CPA, CGA Health Canada Director, Finance and Administration - Corporate Services Innovation Policy and Branch (Quebec) Strategy Sector Innovation, Science and Economic Development Canada (Quebec)

5 “ The wealth of an organization depends on the health of its workers.” Dr. Maria Neira, Director, Department of Public Health and Environment, World Health Organization (WHO), Spain, 2010

6 Table of contents USE AUTHORIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 MEMBERS OF THE WORKING COMMITTEE ON WELLNESS AT WORK:. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 List of figures and tables. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1. Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 1.1 Prioritizing workplace wellness management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 1.2 Public Service Employee Survey (PSES) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1.3 Analyzed themes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2. Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 2.1 Interview strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 2.2 Selecting companies to visit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 2.3. Interview results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Cascades, Groupe CT, Ubisoft, Deloitte, Kronos, Aedifica, Special Case – Université de Montréal. . . . . . . . . . . . . . . . . . . . . . . . . . 14 to 29 3. Themes raised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 3.1 Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 3.2 Clarity of leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 3.3 Appreciation and performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 3.4 Workload Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3.5 Inclusion and diversity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 3.6 Mental health. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 4. Closing remarks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Appendix A : Interview guide: Report on best practices observed in private and parapublic organizations . . . . . . . . . . . . . . . . . . . . 52 Appendix B : Action plan for deliverable 1 – Wellness at the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Appendix C : Conceptual framework - Organizational aspects to be considered for creating the interview guide . . . . . . . . . . . . . . 55 Appendix D : Innovative initiatives and approaches based on the visits at external organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Appendix E : Summary table of initiatives from the various organizations visited. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Appendix F : Tools for measuring wellness in the workplace (other than the PSES tool). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

7 List of figures and tables 1_ Table 1 : Results for 13 psychosocial factors (PF) in Quebec (N = 19,171) compared to the rest of Canada (N = 106,706) . . . . . . . . . . . . . . . . . . . . 11 2_ Table 2: Visited organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3_ Table 3 : Examples of effective leadership behaviors promoting wellness at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 4_ Table 4 : Examples of employee appreciation gestures that managers can adopt according to the four forms of appreciation . . . . . . . . . . . . . 36 5_ Figure 1 : The four forms of appreciation/Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 6_ Figure 2 : Quality criteria for effective appreciation practices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 7_ Figure 3 : Needs and Impact Analysis (using a SWOT analysis). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

8 Executive summary Health and wellness are essential to the success of the In summary, here are key findings from our observations Public Service. This report is the result of visits to private in private companies: companies to observe their best practices related to workplace wellness. • integration of wellness into management practices and the organizational culture; Interviews with companies were conducted in relation to the themes indicated in the section below. These themes • importance of change management; mainly stem from the 2014 Public Service Employee Survey (PSES), but also from some of the Clerk’s priorities. • importance of clarity of leadership; Note that we recently received the 2017 PSES results and we see that the results and conclusions are very similar to • modernization of workplace design and maximization those of the 2014 PSES, and therefore still relevant to this of the use of technology; report. Lastly, this project aims to support and complement In addition to the best practices observed in each our efforts to build a culture that incorporates company, we also delved deeper into each theme and we psychological health, safety and wellness into all propose concrete considerations for creating a tangible workplace areas. In this regard, we are currently reference tool for establishing workplace wellness exploring different avenues for disseminating the strategies. contents of this report. 6 themes 4. Workload management 5. Inclusion and diversity 1. Organizational culture 6. Mental health 2. Clarity of leadership 3. Recognition and performance 7 companies visited

9 1 Background In 2015-2016, in response to the 2014 Public Service 1.1 PRIORITIZING WORKPLACE Employee Survey (PSES) and to support its members, the WELLNESS MANAGEMENT Quebec Federal Council (QFC) adopted three triennial priorities (2016-2019): (1) workplace wellness, (2) talent To address the first triennial priority, which is workplace management, recruitment and retention in the federal wellness, the QFC mandated the co-champions of this public service and (3) the innovation laboratory. priority to produce a report on lessons learned from organizational cultures in private companies that were successful in supporting and implementing workplace wellness initiatives in high-performance contexts. Based on results of the 2014 1 2 3 PSES analysis, as well as the Clerk’s priorities, the following Organizational Clarity of Recognition and culture Leadership performance themes were observed: 4 5 6 Workload Inclusion and Mental health management diversity

10 1.2 PUBLIC SERVICE EMPLOYEE 1 2 SURVEY (PSES) Dissatisfaction with Need to improve The PSES on psychological health and safety in the senior management communication methods workplace was sent to all federal public service employees and organizational in 2014. Although the results vary by province, size, and 3 culture of wellness mission of the public service department, the data on psychological health and wellness at work show strong Recognition 4 similarities from one region to another and raise questions of employees’ work regarding four aspects: Supporting tools/mech- anisms for workload and performance activities It should be noted that, perceptual bias: employee perceptions do not always although we see some reflect the reality of the workplace. consistency between the results of 2017 and 2014 PSES results, distorted temporality: this is a one-time snapshot of the there are some limitations: workplace, which may have changed in the meantime. That said, despite its limitations, the PSES is still a useful tool for capturing certain concerns expressed by federal employees and raising the aspects that the QFC considers relevant to reflect on.

11 1.3 CHOICE OF THE THEMES Note that, even though“engagement”in Quebec is at TO BE EXPLORED “moderate risk”, the Working Committee chose to address it as a sub-theme of (2) clarity of leadership. Lastly, themes 5 In order to identify the themes to analyze based on the (diversity and inclusion) and 6 (mental health) were 2014 PSES responses and the Clerk’s priorities, the Working considered not only because of their inherent relationship Committee chose to prioritize psychosocial factors (PFs) with organizational culture and working conditions considered to be of“significant risk”in Quebec (see table 1), (Dextras-Gauthier, 2014, pg.38.), but also because they are namely: (1) organizational culture; (2) clarity of leadership; government priorities (Clerk of the Privy Council and and (3) recognition and performance. A fourth factor, (4) Secretary to the Cabinet, 2018, pp. 22-30). workload management, was also added. Although this factor does not seem as problematic for Quebec as a whole, it is an aspect closely tied to performance and mental health at work, and is a recurring theme in various exchange forums with employees. Table 1: 2014 PSES results for 13 psychosocial factors (PFs) in Quebec (N = 19,171) compared to the rest of Canada (N = 106,706) Source: 2014 PSES report

12 2 Interviews 2.1 INTERVIEW STRATEGY Semi-structured interviews of approximately two hours long were conducted with the seven above-mentioned Section 2.3. INTERVIEW RESULTS contains the main companies (see Table 2). A few days prior to the interview, observations made in the visits to seven private the interview guide was sent to key individuals, enabling companies. them to get acquainted with it. The interviews took place between October 2017 and March 2018. For more details on interview content, please consult Appendix A and Appendix C.

13 2.2 SELECTING THE COMPANIES SPECIAL CASE TO VISIT The Université de Montréal is a case that To determine which organizations to visit, the Committee differs from the other six, in that it does not consulted various sources of information, in particular, involve the analysis of wellness initiatives the ranking in Forbes magazine to validate whether Quebec within the organization. Instead, it is a study organizations with recognized initiatives in terms of conducted by the University within ten large wellness at work were listed there (click on the following health institutions in Quebec (three link for more information https://www.forbes.com/ university hospital centers [CHU], two canada-best- employers/#78c9f17c241f). integrated university centers for health and social services [CIUSSS]) and five The online search tool Glassdoor also turned out to be integrated centers for health and social useful for validating certain wellness initiatives within services [CISSS]). organizations. Finally, the committee also examined the wealth of personal contacts of its members with organizations that have workplace wellness initiatives. Ultimately, seven companies were chosen: Cascades TABLE 2: ORGANIZATIONS VISITED

14 2.3. INTERVIEW RESULTS 2. CLARITY OF LEADERSHIP PRESENTATION OF THE ORGANIZATION • Integration of “health and safety”and“employee engagement”are among the top 10 priorities of the As the largest user of recycled paper in Canada, company’s Sustainable Development Plan (SDP). Cascades is a leader in the production and processing of corrugated products, tissue paper and specialty products • Communication and engagement training is offered in North America. to supervisors. • Candiac plant: 210 employees - 365 days a year, 24/7 • Access to a career development coach. • Trades: plant workers, computer programmers, • 360 evaluations are done: employees are identified and analysts and technicians targeted for succession (95% of the technology centre’s employees are former interns). • 30 senior executives (the rest are unionized) • Managers account for 10 to 15% of employees 1. ORGANIZATIONAL CULTURE From left to right: Benoît Rouillard, Plant Manager, Cascades – Candiac; Vicky Lefebvre, Regional Director General, CAS - Eastern Region of Canada. Innovation culture August 2017 • LEAD: Innovation (i); Leadership (L); Embracing change (E); Adapting (A) and Discovering (D) new possibilities. “To improve the well-being of people, communities and the planet Employee engagement by providing sustainable and • Strategy of engaging employees via YouTube. innovative solutions that create value.’’ Patience • Explaining the importance of safety procedures and - Cascades’ mission making sure they are understood. (Source: https://www.cascades.com/en/profile/overview/)

15 3. RECOGNITION AND 4. WORKLOAD MANAGEMENT PERFORMANCE • Flexible work hours. Recognition • Teleworking possibilities for executives. • Recognition program for environmental safety. • Schedule pairing depending on positions. • Highlight, as a group, years of service and retirements. • Team building activities twice a year. 5. INCLUSION AND DIVERSITY Employee evaluation and performance Code of ethics • Meetings with each department. • Multiculturalism. • Online self-evaluation system. • Incidents related to harassment, for example, if applicable, • Impact: on salary increase. are identified for discussion. • Calibration: in management groups. 6. MENTAL HEALTH Inferior performance cases • Action plan. Health and safety • Adjustment / clear expectations / follow-ups. • Objective: reduce the number of accidents/incidents. • Indicator: number of accidents and lost time or temporary Performance assignments or medical treatments x 200,000 hours • Talent management plan: training/coaching/ relative to hours worked. 360 evaluations. • Management training for supervisors. • Environment, Health and Safety Committee. • Review of work processes. Engagement • Ongoing training and funding for education • Organizational involvement in the community, e.g. donating products to some foundations (improves the connections among employees). Health and safety . . . . Employee engagement . Employee involvement in . the decision-making process . Employee-Manager interactions . .

16 PRESENTATION OF THE ORGANIZATION 2. CLARITY OF LEADERSHIP Groupe CT is a Canadian leader in printing and document Creating key positions management technologies located in Laval, which has been • Training Director. in business for more than 30 years. Groupe CT looks to the • Piloting training on modern telephone approaches and future by providing innovative electronic document customer relations techniques for representatives. management solutions to help companies transition from a • Implementation of a time management and measurement paperless environment to a digital environment. system for representatives. • Implementation of a coaching strategy development • 147 employees system to increase sales results. • Management: administration = 30% • Responsible for the integration of all new employees. • Technicians = 30% • Development of integration and training programs that • Sales force = 30% evolve over time to ensure consistent communication of • Structure: 4 offices, 2 warehouses the vision and values of the company. • Locations: Laval, Québec city, Beauce, Toronto • Director, Talents and Culture, and Process Optimization • In business for 30 years Advisor. • Non-unionized environment • Development of an Organizational Transformation Plan. Seize/identify all relevant opportunities to 1. ORGANIZATIONAL CULTURE communicate strategy • All relevant opportunities are seized to communicate Focusing on innovation and diversity as vectors of the strategy (and progress of the strategy) and vision to well-being employees. • Modern, welcoming offices to demonstrate to employees Participative meetings and potential candidates that the company operates • Encourage employees to propose initiatives and in a dynamic, professional and collaborative work participate in implementation. environment. Groupe CT team photo (Source: www.groupect.com) • The physical layout of the premises, processes and work habits contribute to developing a climate of openness and proximity. • Facilitate teleworking. Investing in the personal development of employees • $500 investment for each training session taken by employees wanting to gain new knowledge that will help them be more effective at work. • Mentoring Program (coaching and development): Each employee chooses a coach, co-develops a program, and receives $1,000 for elective training (e.g. emotional intelligence). • Training once a year for all managers.

17 3. RECOGNITION AND Use of internal expertize to optimize work processes PERFORMANCE • The Business Process Improvement Advisor and the Talent Combination of frequent and meaningful rewards and Culture Director are developing an organizational transformation plan to strengthen the organizational • A“significant incentive”5 to 7 times a month in the office structure and culture. (prizes, trips, etc.). 5. INCLUSION AND DIVERSITY • President’s Club: Semi-annually, representatives who reach their sales quota are invited to the President’s Club; they Groupe CT has developed a distinct culture based on take part in a business trip outside the country as a reward human values: and discuss objectives for the next six month period. • Respect and listening • Proximity Creation of a dashboard to assess performance • Teamwork • Loyalty • The“CEO Juice”software enables automated, customized • Determination performance reporting to track performance indicators, • Pursuit of excellence simplify presentation of information, and target specific objectives. Several women recruited on the Board of Directors and many young talents in all departments Mentoring program Employee-led social committee • Offered to employees who demonstrate a desire to evolve in the company’s management team. 6. MENTAL HEALTH o Designate a coach Short-term project: setting up an operational structure to facilitate teleworking o Set up a program together Modern and welcoming offices • $1,000 to spend on an elective training : • Relationships between members of the management o 2 employees recruited a coach an emotional team and all employees. intelligence coach. Social engagement encouraged by the Board of • The Executive Committee Directors o 1 coach, once a year on the Executive Pleasure and wellness at work Committee. • Two trips per year (unaccompanied). 4. WORKLOAD MANAGEMENT • Christmas party (weekly contribution, employer contributes 50%). Identify and computerize boring and potentially demotivating processes • Groupe CT Invested heavily in technological solutions to simplify and optimize the work of its employees (e.g. CEO Juice). • Use the same solutions offered to their customers to optimize their own processes (e.g. Printfleet, Therefore).

18 PRESENTATION OF THE ORGANIZATION 2. CLARITY OF LEADERSHIP Ubisoft became established in Montréal in 1997. This was Knowing the values of its employees and espousing the multinational’s first studio in North America, and it them created more than 60 games in its studios on Saint-Laurent • “The average age of employees is 31, [they] value the Boulevard. Organizational health is part of its DNA and one environment, sustainable development and health. It of its values. therefore became logical, as a company, to advocate for those same values.”- Mr. Baillet • 32 studios worldwide • “Bottom-up”and not“top-down”. • 3,600 employees in Quebec, including 3,100 in Montreal Collective and human hiring decisions • Ranked #6 among the best employers in Canada • Not only the boss, but also the team must say,“Yes, I see (2018, Forbes) myself working with this person.” • Ubisoft Montreal obtained its Healthy Enterprise • The team can also choose the boss with whom they want certification in May 2010 to work. • Avoid the“halo effect”i.e. recruiting only people who are 1. ORGANIZATIONAL CULTURE like you. Core team Diversification • Internally mobile team that makes recommendations to • The teams are formed and dismantled at the end of management on possible combinations of employees the projects (with help from the core team). based on type of person, type of occupation, availability Focus on family and children and interest. • Private daycare (managed in collaboration with the YMCA du Parc). 3. RECOGNITION AND • Medical Clinic (open daily to employees and their families. PERFORMANCE Every Tuesday and Thursday, employees have the opportunity to meet with a doctor or nurse from the Failure and experimentation are encouraged Westmount Square Medical Center in the workplace). • “The sooner you fail, the better.”- Mr. Baillet Familiarity and proximity • “Let people dream, create.”- Mr. Baillet • A prevailing family spirit, conveyed by the leaders: • Non-delivery is not failure and does not mean “We take care of our people; we are sincerely interested”. non-performance, and vice versa. • Internal emails signed with first names only (including Flexible group insurance plan those addressed to the CEO). • Choosing health and social service coverage based on • Creating gathering times: bringing employees together specific needs (Flex credits: employees can save more or to share ideas about work and other aspects of life. use them to make purchases). Healthy lifestyle • Gym available mornings, noon, evenings and even From right to left: Francis Baillet, Vice President Corporate Affairs, Saturdays. The gym also offers kinesiologists and private Ubisoft; Vicky Lefebvre, Regional Director General, CAS-Eastern trainers who are constantly present to follow up with Region of Canada; Jean-Michel Lacroix, Director, finance and employees. administration (Quebec). February 2018 • 20% of employees enjoy use the gym facilities, either individually or through group workshops given by the company, such as yoga or cardio-boxing.

19 4. WORKLOAD MANAGEMENT 6. MENTAL HEALTH A system based on trust The most engaging aspects in order of importance are: • No evidence or verification when parents or children 1_The projects are sick: • The pride of having your name associated with a major • Sick days differ from personal days; project (putting your name in a CV to say:“I’m the one who delivered this project.”) - Mr. Baillet • Flexible schedule to avoid a schedule culture (i.e.“9 to 5”) and empowering employees; • “Managing daily life is less engaging. And when there are no projects, I find projects.” - Mr. Baillet • Access to social networks in the workplace, for several good reasons: 2_The boss o Ability to use social networks as collaborative tools (less formal than e-mails); 3_The teams: o The online community can inform us about crises or bad experiences. • ’.’Employees make the biggest effort when it comes to hiring.’’ - Mr. Baillet Flexible teams 4_The studio: • Teams are formed and dismantled according to projects (employee rotation). • The human, not necessarily physical, environment created by the company. SCRUM meetings • At 10 a.m. every morning, to discuss the day’s tasks and 5_Remuneration: those from the day before. • Creating links between tasks and encouraging mutual • Bonuses are aligned with performance. help. 6_The workplace layout to foster human relationships 5. INCLUSION AND DIVERSITY • Workplace layout comes last among the factors The company’s DNA is special: Task diversification and fostering employee wellness. rotation • Offer corporate roles to production people, and vice versa. • Having welcoming premises, good lighting, the latest, (e.g. looking for someone from production who left 5 most powerful technologies, etc. years ago to become responsible for technology partnerships). A family-like atmosphere is promoted • A friendly work environment: Task diversification and rotation o ’’98% of our employees consider the work • Offer corporate roles to production people, and vice versa. environment very friendly.’’ - Mr. Baillet (e.g. looking for someone from production who left 5 years ago to become responsible for technology Work-life balance partnerships). • Information capsules on stress management, for example. “Our goal is to enable our employees to rise within our company as quickly as possible by giving them (Photo: courtesy of Mr. Baillet, March 2018) access to high-level development tools and the most recognized experts in order to become better creators, better programmers, better managers, etc. Our staff’s quality is key to us, and that’s why we invest to keep them happy and healthy” Mr. Baillet – Corporate Affairs at Ubisoft (interview at Ubisoft, February 2018)

20 PRESENTATION OF THE ORGANIZATION Encouraging the use of a technological environment (smartphones, laptops, wi-fi) to engage employees Deloitte is the brand under which tens of thousands of independent professionals from around the world work • Virtual teams: phones for all; laptops; Microsoft together to provide audit, consulting, financial advisory, SharePoint. risk management and tax services to specific clients. • Technology for targeted tasks: timesheets; task • 1,200 employees in Montreal distribution; communication with colleagues; access to information. • Average age: 35 to 40, and a few experienced people (“a few wise men,”says Mr. Gosselin) • Electronic signatures. • Capacity of 225 people per floor without feeling Creating open and closed collaborative spaces “crammed” • 18 different workspaces and environments. 1. ORGANIZATIONAL CULTURE • 4 types of spaces that offer the possibility of having at Anticipating the risks (in this case, the risks during least 2 screens. a relocation) • Considerations: ergonomics, stimulation of creativity, • Change management acoustics (soundproofing), reconfiguration (moving o Two-year engagement initiative in anticipation tables, chairs, etc.), spontaneous meetings, natural light, of a relocation. air quality. Eliminating the fear of making mistakes • “Collision zones”(e.g. stairways): The idea is to create as • Philosophy embedded in a statement and displayed on many places as possible where employees can have desktop screens. spontaneous meetings to promote discussions and • Calling upon the concept of risk-taking, which is essential communication without hierarchical or functional barriers. for innovation. Therefore, it is necessary to support and encourage employees who dare to take risks in certain situations. Transparency is aligned with the values • In team meetings, and other communications within the organization. Ethics • Ethics articles are posted on the intranet homepages to ensure that employees are aware of the tools available to them if they experience a situation they consider unethical or against their professional values system. From left to right: Vicky Lefebvre, Regional Director General CAS-Eastern Region of Canada; Benoit Gosselin, Consulting Director, Human Capital Deloitte; Ursulla Aho-Glele, Analyst, Wellness at Work Committee, CAS-Eastern Region of Canada. February 2018

21 REMOVING THE WALLS “TRANSFORMING OUTDATED SPACES INTO MODERN WORKPLACES.” 2. CLARITY OF LEADERSHIP Having a“How can I help you?” attitude • Importance of the leader • Adopting this attitude towards employees as much as • “In 70% of cases, employees leave their job because of possible. their direct supervisor.“ – Benoit Gosselin • Seeking to discover the person’s key skills: what the person Having a long-term vision likes to do (not what they can do). • For the personal development of employees. • Strategic planning. • Employee roles and deliverables are well defined. Training on leadership development • Employees are encouraged to talk to their manager to • To promote learning and improvement within the group. better understand their work, role, etc. Check-in meetings Using lessons learned from previous projects • Every leader must meet with his/her employees at least once every two weeks. • A practice for large organizations (e.g. the Toronto office • Individual 30-minute meetings. learned from the Montréal office, which leads to pilot project in Québec city, etc.). Different communication channels to encourage open communication between leaders and employees Engagement • A newsletter-style communication vehicle is often used to share information with employees every week. • Short surveys on engagement and analysis of turnover • Other communication channels on the intranet: and retention rates. o email, SharePoint sites, town-hall-style type conferences and meetings. • Talent Pulse an online analytics system for collecting feedback quickly, easily and anonymously, in real time and in just a few clicks for employees (short list of targeted questions): o Enables conversation with employees about any topic or problem, (e.g. engagement as well as culture, change management, project effectiveness, workload management, etc.). o Qualitative comments to support action, by completing the analysis with feelings, emotions, with automated word clouds, to gain a better understanding of emotions, thanks to IBM Watson Natural Language Processing. This tool also provides easy-to-read graphical results for an unlimited number of respondents.

22 3. RECOGNITION AND PERFORMANCE • Project managers with whom employees have worked will discuss employee performance once or twice a year Engagement through self-evaluation during talent reviews. • Self-evaluation tool that enables members to understand, • Employees need frequent and specific feedback on what explore and present their strengths to their teammates, they do well and how they can correct mistakes before team leader and the rest of the organization for they are faced with a performance issue. discussion. o“We need to spend less time talking about o The system’s user-friendliness is crucial. employees and more time talking with employees”– Mr. Gosselin Reinforce the meaning of tasks relative to the overall vision 4. WORKLOAD MANAGEMENT Talent value proposition During“flash meetings” • Employee contributions are recognized during regular • Focus on employees’strengths (what they like to do). “flash meetings”or team meetings. • Enable leaders to set expectations for the coming week. Performance evaluation and feedback system • Review priorities, comment on recent work, provide • A performance management system enables employees adjustments along the way, offer coaching or share to receive timely work feedback through regular check-ins important new information. with their managers and short questionnaires. • Provide clarity as to what is expected of each member of • 360 evaluations from managers. the team and why. • Reinventing performance management. : https://hbr. Performance coach org/2015/04/reinventing-performance-management. • 10-minute meetings with every employee; feedback Official engagement through“talent experience” throughout the year. • “Leadership at All Levels”: a performance management Access to resources program and Deloitte University North – which provides employees and clients with state-of-the-art leadership • Employees know where to find help to resolve an ethical development training. dilemma or a conflict with the workplace values. • Prioritizing wellness programs and innovative physical Flexible schedules workspace. •“9 to 5”(outdated idea): some are more productive very o“Your Work, Your Way”program: flexible work early, others very late. Offices are shared based on work arrangements focused more on deliverables schedules. than on office hours. • Focus on trust instead of control: only 5% of employees • Significant investment and presence of a coach for the require more control and penalize all others, including personal development of employees. the best employees. o Employees choose a career coach to support • However, some roles require attendance at specific times. their journey within the organization and advise them. Engagement o Coaches participate in evaluation discussions • Our employees are responsible for managing their careers, to bring another perspective. which is the principle behind our performance management system. They determine the type of work-related activities that drive them, and we try to match them with clients, projects and work that will keep them stimulated and engaged.

23 5. INCLUSION AND DIVERSITY 6. MENTAL HEALTH Inclusive culture Emphasis on the mental health and resilience of partners and employees • Focused on interdisciplinary and intergenerational 1 • A confidential overall health index survey on personal collaboration. mental health administered by Morneau Shepell. o Employees receive a personalized report containing o Mix of expertise, ages and years of experience. ideas and recommendations about their personal well-being, and considerations about the next steps o All exposed to the same issues and approach them in their journey towards wellness. together. o The anonymous data collected will help define Deloitte’s comprehensive strategy focused on o Better access to the experts (no need to go psychological health and safety. through assistants). • Implementation project for the National Standard of Canada for Psychological Health and Safety in the • Creation of an inclusion report: how to further promote Workplace. inclusion. From left to right: Andrea Morales, Director, Client Experience, Greenhouse Montréal, • No“second class citizens”: associates and trainees have the Deloitte; Manon Tabourdeau, Coordinator, Greenhouse Montréal, Deloitte ; same“rights”(office space, etc.). Jean-Michel Lacroix, General Manager (Montréal), Finance and Administration, ISDEC; Vicky Lefebvre, Regional Director General, CAS-Eastern Region of Canada. Inclusion strategy February 2018 • “Unite to include”program: inclusion training for leaders; partnerships with external inclusion and diversity organizations; emphasis on cognitive diversity (beyond physical differences) as a performance source (e.g. people with different backgrounds and different knowledge lead to different approaches to solving problems). • The champion approach was adopted by the entire management team. o They are held accountable for championing inclusion and diversity within the company on multiple fronts; for example, by ensuring that newly hired associates are increasingly diverse every year, including by boosting the representation of women and minorities. o An associate was appointed head of inclusion. • Everyone is responsible for fostering an inclusive culture. • Workshops for executive staff and online training for the other employees to build inclusive leadership capabilities and correct unconscious bias in the workplace. • Encourage lasting relationships with Deloitte’s network of communities. o Employee groups: Women’s Initiative Network, Working Mothers Network and Deloitte Dads, Canada-Asia Network, Canadian Network of Black Professionals, Deloitte Pride Network, Accessibility Network, Indigenous Community and its allies, Community of Boomers, etc. 1The concept of generation brings to mind a group identifiable by year of birth, age, life events, the creation of one’s own subjective reality, one’s psychology,emotions, values and art, etc. (e.g.“traditionalists”or“veterans”: born between 1920 and 1945;“baby-boomers”: boren between 1945 and 1965;“generation x”: born between 1965 and 1980;“generation y”: born between 1981 and 2000 (pijoan and chevance, 2012)

24 PRESENTATION OF THE ORGANIZATION 1. ORGANIZATIONAL CULTURE Kronos Canadian Systems Inc. is a designer of computer “My work inspired”: encourage people to think beyond systems designer and software developer (schedule work at work. management, scheduling). Voted best place to work (Glassdoor, 2018). • Games room, gym. Recipient of several recognition awards since 2012 • Offer and create opportunities to develop and engage for best place to work, including the Great Place to employees outside of work. Work Canada - Best Workplaces for Inclusion 2018. • Number of employees (January-February 2018): Decision-making o 365 employees (Canada), including 246 in Montréal • Employees do not formally participate in decision-making o 20 part-time employees (Canada) for workplace wellness initiatives. However, they o 252 men and 113 women participate through the opinion/engagement survey. • Structure: offices located in Montréal, Kelowna, Vancouver, Mississauga, telecommuting (Alberta, Saskatchewan, New Freedom of expression culture Brunswick, PEI, Nova Scotia) • Non-unionized environment • Kronos is an open environment and designed for • Average age of employees: 43.7 (Canada) employees to say what they think. • Seniority record: 29 years • An investigation is conducted when there are complaints Aron J. Ain - CEO, Kronos Canada or abuses (e.g. harassment). Source: https://www.kronos.ca/about-us/leadership 2. CLARITY OF LEADERSHIP According to a 2018 annual internal survey on employee engagement • Quarterly videos 3 to 4 minutes long (financial statements, to mark the company’s 30th anniversary, introduce new 94 % Of employees are proud to work at Kronos customers, recognition of achievements, etc.). 96 % applaud the company for its communication 95 % think they have a great boss • Many employees stay for Aron J. Ain – CEO (very inspiring, excellent speaker). • CEO involvement in conflicts when necessary (sending e-mails, follow-ups as needed). In-house social network (similar to Facebook): offers updates, decreases the number of emails. Leadership program for managers (launched in 2016) • Basic training (“Manage courageously”) offered to managers that stresses the role and importance of employee partnership. • Among the criteria that are valued by Kronos, managers must communicate well. Performance reports are developed based on feedback received from employees. If the manager does not have good results, a development plan is put forward. These reports are also used for promotions. Engagement • Opinion/engagement survey twice a year (January and July): helps obtain information about employee-manager relationships and company management. • Wellness survey (on a voluntary basis): measures wellness, including physical, mental, financial, etc.; Identifies risks and reveals what training and programs would be beneficial.

25 3. RECOGNITION AND PERFORMANCE 4. WORKLOAD MANAGEMENT Bonuses Flexible schedules and holidays • For professional services positions, commissions are based • Flexible schedules; working evenings or weekends in on several factors, including customer satisfaction. exchange for 1 or 2 days off. • For administrative and technical positions, bonuses are • Open holidays (MyTime); volunteering leave. based on annual performance. These rates vary from 5 to 20% of the annual salary. • Telework automatically authorized for certain positions (e.g. engineering). Manager performance Encouraging employees to report work overload • Performance reports based on feedback from employees. If the manager does not have good results, a • Managers must do their jobs and not penalize or blame development plan is put forward. employees. Recognition Conflict management • Recognizing years of service (1, 3, 5, 10, 15 years) and • Kronos provides managers and employees with the birthdays with cupcakes and cookies, once a month, with option of having a“conflict coach”. a little speech about the people involved; E-mail, lunch or retirement parties. 5. INCLUSION AND DIVERSITY Recognition program A company very focussed on family • Leadership recognition program: employees must • Work environment: open, honest and respectful culture. appoint managers based on pre-established criteria. Cash awards are issued to the recipients (travel, dinner with the • “Nice”Kronos: a safe environment where employees CEO, etc.). evolve and share success. • Online dual recognition program for leaders and employees • Employees who leave the company to go look elsewhere (online) - (employee to employee and manager to and keep their technical skills up-to-date return employee). (boomerang effect). The many benefits provided promote staff hiring and retention. • Employees must appoint managers and colleagues based on pre-established criteria and behaviours (e.g. 6. MENTAL HEALTH collaboration). Benefits with original options • Cash awards are issued to recipients (travel, dinner with the CEO, etc.). • Financial assistance for adoption ($3,000 and 100% of salary for 4 weeks). • Managers offer“tokens”to employees to highlight their involvement in different projects. Employees with the • Scholarship programs for the children of employees most tokens at the end of the year are issued an award. (university or graduate). • Monthly awards and annual Grand Prix (e.g. $5,000 gift • Child care support: $500 / year. card, training, personalized acknowledgments). • Free consultation with a wellness expert to develop a diet, • The managers who give the most tokens are also exercise, stress reduction or disease management recognized. program. • The evaluation is done on work objectives, collaborative HR’s partner behaviours, customer service and communication. • When there is conflict, HR’s business partner acts primarily • Engaging employees through self-evaluation. No formal as a coach with managers and employees. quarterly meetings. Wellness survey • At the end of the year, every employee must complete a self-evaluation: 3 to 5 colleagues voluntarily provide • Voluntary survey that measures well-being, including comments on the evaluated employee’s performance physical, mental, financial, etc. This tool helps Identify risks (open-ended questions on strengths, areas for and reveal what training and programs would be improvement, etc.). beneficial for employees and managers.

26 PRESENTATION OF THE ORGANIZATION Ædifica brings together a team of architects, designers, From right to left: Leyla Lardja, Project Manager, Sustainable Development, engineers, communications specialists and project Aedifica; Mélanie Pitre, Director, Sustainable development, Aedifica; managers who share a common desire to create Vicky Lefebvre, Regional Director General, CAS–Eastern Region of Canada; meaningful and sustainable places. Lise Pelletier, Public Service Occupational Health Program Manager, Health Canada, Corporate Services Branch (Quebec). March 2018 • Active since 1985 Source: Courtesy of ÆDIFICA, 2018 • More than 210 professionals (St-Louis, Haiti, Montréal) • 70 employees in Montréal • LEED certified • WELL certified 1. A HOLISTIC APPROACH: WELL CERTIFICATION • Integrated process: involves IT, HR, and building occupants. It is an all-encompassing approach for an all-encompassing impact. • Corporate culture based on a holistic approach. • Based on 7 concepts: air, water, nutrition, light, physical fitness, comfort and spirit. • First standard entirely dedicated to the health and well-being of individuals inside a building. • Synergy with the LEED (Leadership in Energy and Environmental Design) certification. • Investing in individuals: (1) Return on investment; (2) Better productivity; (3) Employee satisfaction; (4) Industry leadership; (5) Improved environment for employees and customers. 2. RECOGNITION AND PERFORMANCE • Breastfeeding space: for women returning from maternity leave. • In-house chef for daily meals. • Bicycle maintenance paid for by the employer. • On-site equipment and premises for physical fitness. • Flexible schedule: teleworking and no 9 to 5 policy. Employees must be present between 10 a.m. and 3 p.m. Annual evaluations provide an update on employees who exaggerate or who are not present between 10 a.m. and 3 p.m.

27 3. WELL: PHYSICAL SPACE Measures  Inadequate ventilation; radon; tobacco smoke; mold; combustion (cooking and heating); cleaning products; construction materials.  Regular tests for air quality (e.g. changing filters).  Choice of surfaces: carpets, etc. AIR Impacts on occupant health, maintenance, design/construction   Employee-related: headaches, seasonal affective disorder, vision problems, asthma and other respiratory problems, skin irritation, stress and depression, infections, fatigue, other severe physical problems.   Organization-related: absenteeism vs. presenteeism, turnover vs. retention, earnings vs. medical expenses, physical health complaints vs. productivity and meeting deadlines.   This could result in additional costs. This means that, in reality, out of the total cost of the office layout project, 92% represents payroll, 6% maintenance and 2% design and construction. WATER   Regular water tests and additional filtration. LIGHT   Promoting healthy hydration.   Having a water fountain or drink sources within a radius of 30 metres. The importance of the circadian rhythm, vitamin D and the right to light   Quality lighting (natural and artificial) taking into account visual acuity for concentration, melanopic intensity and the colour rendering index.   Glare detectors: glare and light intensity control based on occupancy and daylight.   Lighting is adjustable based on time of day. COMFORT   Flexible/free workstations available for those who are not present every day.   Physical ergonomics and lighting, visual ergonomics, adjustable screens and seats, viewing areas, variable thermal comfort.   Acoustic comfort taking into account the requirements related to external noise, sound levels of mechanical equipment, reverberation time, sound masking and attenuation surfaces.   Olfactory comfort by isolating spaces that can produce odors. NUTRITION 4. WELL: PHYSICAL HEALTH   Promoting fruit and vegetable consumption in food spaces.   Restricting refined components, prohibiting of trans fats, reasonable meal portions.   In-house chef: the company pays $2 and employees pay $7 per meal.   Time savings: employees don’t have to go out.   Promoting the equipment used for safe food preparation (pots, utensils, stoves, cutting surface, contamination prevention, gardening space, etc.). PHYSICAL We spend 40% of the day sitting down FITNESS   Active interior design (priority to stairs, adjustable-height desks, with foot rests, etc.).   Promote exercise and health through design: the staircase was redesigned to be visually appealing.   Monitoring of physical activity: yoga at work and adapted to body types.   Spaces dedicated to exercise with cardio equipment, weight machines and occasional classes offered on site.   Promotion of active transportation: e.g. the company pays for bike maintenance, equipment integration, etc. SPIRIT 5. WELL : SANTÉ PSYCHOLOGIQUE/SANTÉ MENTALE  Post-occupancy surveys on occupant satisfaction: administration of very short and targeted surveys (noise, cleanliness, etc.).  Aesthetic design (works of art, ceiling height).  Indoor and outdoor biophilia (bringing nature closer to humans): integrating nature in an abstract or real way (e.g. pictures of trees, woods, plants, etc.).  Adaptable spaces including working, collaboration, calming and napping areas.  Stress management program: telephone helpline.  Employee support through parental leave.  Raising awareness of health and well-being.

28 SPECIAL CASE _ UNIVERSITÉ DE MONTRÉAL Presentation of an intervention/research project: a workplace health and productivity initiative. • The Workplace Health and Productivity Initiative is From right to left: Carl-Ardy Dubois, Director of the Université de Montréal conducted by the Université de Montréal and funded by School of Public Health – Department of Health Management, Evaluation two subsidized research organizations: and Policy - UdeM; Vicky Lefebvre, Regional Director General – CAS – Eastern Region of Canada; Lise Pelletier, Manager of the Public Service o The Social Sciences and Humanities Research Occupational Health Program Manager (Quebec) - Health Canada. Council (SSHRC); March 2018 o The Canadian Institutes of Health Research (CIHR). • Health Canada is one of the partners in this initiative. • The project is supported by national unions, the provincial ministries and federal department of health. 1.PROJECT OBJECTIVES 2. POPULATION STUDIED • Produce evidence on interventions that promote health Individuals aged 45 and over because they represent and productivity at work. 40% of the population studied and are more • Develop evidence-based approaches and mechanisms for vulnerable to: implementing, evaluating and scaling up interventions • work-related musculoskeletal disorders (MSD). that promote health and productivity at work. • mental health (MH) disorders. • Develop, test and evaluate interventions that will promote • absenteeism (more prevalent). health and productivity at work, in any sector. • Build capacity, infrastructure to measure and demonstrate These individuals are employed by: the impacts (evaluation). • Develop the next generation of researchers in Healthcare organizations that employ roughly occupational health and productivity. 100,000 people (N=10 partners): • 3 university hospital centers (CHU). • 2 integrated university centers for health and social services (CIUSSS). • 5 integrated centers for health and social services (CISSS).

29 3. A TWO-PHASED PROJECT 5. PHASE II 1 Develop partnerships (2 years). • 8 teams, results expected in April 2019. 2 Carry out the partnership and projects (5 years) Research component (submitted in November 2017). • Follow a cohort longitudinally. 4. PHASE I OF THE PROJECT • Build an evidence base: A short physical health survey of 100,000 employees (see the“Population Studied”section) was conducted, namely o systematic review of: stressors, MSD and MH regarding musculoskeletal disorders (MSD) and mental cases in the workplace, interventions and their health (MH) disorders. impacts on employee health. Physical health results Intervention component: two interventions targeting MSD and MH disorders, respectively 80 % experienced physical discomfort during the four weeks preceding the survey. • The interventions are jointly created with the institutions. + 50 % took medication regularly. • The interventions are implemented in a pilot institution 1 in 5 missed work at least once during the year. before implementing them in other institutions. • Those interventions include three components: Mental health results (emotional exhaustion instrument) 1 in 4 is in an advanced state of burnout. 40 % suffered symptoms of depression during the year preceding the survey. 40 % used medication (e.g. antidepressants). 1 in 7 was absent from work because of depression. 1 in 2 consulted a health professional because of depression. 1 in 5 claims to have quit their job because of MSD or MH. FACTORS EXPLAINING MSD AND MH DISORDERS: (Aspects requiring upstream action)  Correlations between resources (human, financial, social) and the disorders.  Health condition; financial situation, etc..  Burnout: support; autonomy; psychological requirement; family-work balance.  Job instability.  Quitting one’s job.

30 3 Themes raised In this section, the six themes will be briefly described. The organizational culture apparently influences the Then, at the end of each of description, a table organization of work conditions associated with mental summarizing a few potential considerations will be health disorders (Dextras-Gauthier et al., 2016, pp. integrated to help readers adopt and put into practice 38-48). Moreover, it can indirectly contribute to burnout new ways of raising employee wellness at the by affecting the organization of work conditions. Those organizational level. conditions can be shaped by several factors, for instance: management practices, management systems, 3.1 ORGANIZATIONAL CULTURE organizational structures, clarity of leadership and managers’ behaviours, workload and performance, An organization is not a static entity, so neither is its employee recognition as well as available resources culture. The culture varies from one environment to for social and psychological support (Dextras-Gauthier another and changes over time. Depending on its stage et al., 2016, pp. 46-48). of development (start-up, growth, consolidation or decline), the organization favours some values more than others (Cameron et al., 2006, pp. 32-44). For example, risk-taking may be encouraged during a period of growth, whereas prudence will be more preferred in a context of consolidation or decline. What is an Organizational Culture exists within an organization through Culture in your opinion? manifestations and symbolic objects or symbols that express shared values and beliefs, which senior (Please check the answer below2) management can have some control over. Culture is experienced daily through the construction of meaning ✓ Company beliefs and representations that individuals give to the ✓ Work methods organization. This perspective places the organization ✓ Company history within a strong relation of interdependence with its ✓ Ethics environment, which leads to behavioral requirements that ✓ Social commitment managers elicit through symbolic means. (Source: Edgar ✓ Company values and means to convey them to others ✓ Pleasure and well-being at work ✓ Team spirit ✓ Customer service ✓ The work environment ✓ The dress code 2 All of these answers!

31 Note that there can be several types of subcultures within “Without a work culture that promotes wellness, the same organization: the values and behaviours expected organizations can suffer from employee disengagement, in the finance department may not be the same as in the IT stagnant practices, uninspired service delivery, and department, for example. This is also the case for candidate unsatisfactory organizational performance.” profiling, where one department may favour more (Dextras-Gauthier et al., 2016, pp. 38-39). conventional profiles, while the second one may need more innovative profiles. When the subculture and the environment come together to fully support the wellness of the organization and employees, everyone wins. A culture of wellness is more likely to occur when employees are able to: (1) have useful and meaningful work; (2) understand how their work contributes to the mission and purpose of the organization; (3) feel valued for everything they contribute to (human relationships and relational exchanges, not just for their ability to perform tasks); (4) feel that there is flexibility and feel professionally, psychologically and socially supported (e.g. managers behaving like mentors and giving a lot of support to their subordinates); (5) feel stability and continuity (e.g. sense of job security, internal career development, etc.); and (6) feel listened to. Corporate culture can be a leverage for wellness performance at work.

32 POTENTIAL CONSIDERATIONS _ ORGANIZATIONAL CULTURE 1 COMMUNICATION  Communicate the vision, mission and values (e.g. on desktop screens, posters, management communications, etc.).  Use various communication channels to get your messages to different audiences: email; video; intranet; SharePoint sites, town-hall meetings, “flash meetings” 3 (or stand-up), etc..  Develop a “wellness at work” leadership program: o by integrating skills related to a culture of workplace wellness into management practices. ENGAGEMENT  Involve employees in decision-making (e.g. in working groups, the planning of tasks or organizational activities, recruiting staff, etc.). 2  Promote collaboration by creating “collision spaces” (spontaneous meetings) and by rewarding teamwork (not competition among employees).  Structure tasks and work to use groups or teamwork.  Organize social activities (such as “team building”, for example as part of a charity campaign).  Organize individual or team exercise activities (e.g. yoga, walking club, etc.). 3 RESPECTFUL ENVIRONMENT ADVOCATING TOLERANCE, FAIRNESS AND HEALTH  Encourage questioning, dialogue, feedback and experimentation through idea exchanges, such as lunch-and-learn sessions.  Promote diversity in recruitment and teamwork by emphasizing cognitive diversity (e.g. use personality analysis tools to build diverse teams). ANTICIPATION, ADAPTABILITY AND CONTINUOUS IMPROVEMENT  Regularly evaluate work processes to enable continuous improvement and adaptation in a constantly changing environment 4  Create surveys to question employees about engagement, satisfaction and wellness.  Analyze and evaluate existing wellness projects and programs to enable continuous improvement, while allocating the time and resources needed for longevity. o The following link lead to the Treasury Board Secretariat’s – Government of Quebec - program evaluation tools; or other program evaluation tools.  Set up a wellness at work action plan that integrates a follow-up and management dashboard. o When creating an action plan (click here to view a sample action plan), the various stakeholders should be involved in the selection of measures and the actions to be implemented, along with objectives, measurement and results-evaluation indicators. ALIGNING WELL-BEING INDICATORS WITH MANAGEMENT AND PERFORMANCE SYSTEMS 5  Develop wellness indicators to assess the consistency and effectiveness of management strategies and/or practices.  Create dialogue opportunities for employees by asking them which internal policies/procedures hinder their tasks/wellness at work, and discuss possible solutions and then implement them. 3 Meeting at which the participants usually stand. The discomfort of remaining standing keeps the meetings short.

Leadership is the “process by which a person influences a group of 33 people to achieve a common goal.” Individuals with a leadership role and prime responsibility for the organization’s performance must strengthen the creation and maintenance of a psychologically safe work environment. (Northouse P., 2002, p. 16) 3.2 CLARITY OF LEADERSHIP sources, such as personal development on emotional intelligence, authenticity, conflict management, etc.“ According to the literature, managers/supervisors have the (Pelletier, 2013, pp. 1-8). capacity to indirectly influence employee behaviours with regard to managing stress at work. That capacity to influence is possible by reinforcing key behaviors that an effective leader should possess (Kuehnl, et al., 2014, pp. 1-3). An effective leader adopts a number of skills-related key behaviours (e.g. the ability to clarify and evaluate information, the ability to make decisions, the ability to influence people, and the ability to create connections (Tokarev, Phillips, Hughes et al., 2017, pp .911-920). Finally,“an effective leader should know not only how to master his/her individual skills (e.g. self-confidence, knowing one’s leadership style, being authentic, etc.), his/ her group or team skills (e.g. how to inspire people, communication, inclusion, problem-solving, collaboration, etc.), but also to be in constant contact with training Table 3: Examples of Effective Leadership Behaviours Promoting Wellness at Work https://www.canada.ca/en/treasury-board-secretariat/ser- vices/professional-development/key-leadership-competen- cy-profile/examples-effective-ineffective-behaviours.html . . . Table 3 presents examples of behaviours that may come from the influence of effective leadership on workplace wellness. . . . . . . . . . . . .

34 POTENTIAL CONSIDERATIONS _ CLARITY O F L EADERSHIP 1 COMMUNICATING INFORMATION AND DECISIONS 2  Promote information transparency (e.g. quarterly 3-to 4-minute videos [financial statements, organization’s anniversaries, introduce new clients/challenges, recognition for 3 accomplishments, explaining certain organizational decisions, etc.]). ACCESSIBILITY OF THE LEADER AND INFORMATION  Manager involvement in disputes when necessary (monitoring as needed).  Implement an open-door policy.  Inspire accessibility through meetings: o 1-on-1 meetings (30 minutes); o “Flash Meetings” or “Stand-up Meetings” .  Demonstrate accessibility through your presence among your teams: o E.g. move about the offices when you are present to greet employees, catch up on things, etc. INSPIRING AND CULTIVATING TRUST  With the “How can I help you?” attitude o Show that you are a model of openness. Walk the talk and lead by example. o Seek to discover your employees’ key skills: what they like to do (vs. what they can do). o Define employee roles and deliverables more clearly. o Eliminate the fear of making mistakes and foster a spirit of experimentation (e.g. asking them to think about different options for solving a problem).  Through flexibility and recognition: o Promote breaks and holidays by occasionally communicating their health benefits through meetings, message boards, e-mails, etc. o Reward employees (see the Recognition and Performance section). TRAINING, AWARENESS AND PERSONAL DEVELOPMENT  Provide workplace well-being awareness training and workshops to managers. 4  Offer expert lectures on personal development: emotional intelligence, authenticity, leadership styles, ethics and integrity in leadership, strategic and/or operational planning and execution, stress management, conflict management, inspiring leadership, diversity and inclusion (including cognitive diversity), effective communication, trust, active listening, respect, empathy, etc.  Develop an ongoing program on the skills and qualities that a leader should obtain and provide appropriate training and workshops based on the skills identified. EMPLOYEE FEEDBACK 5  Enable frequent feedback (official or not): e.g. during check-in (stand-up).  Acknowledge and commend employees’ effort and work with respect to teamwork, work objectives, effective communication, etc.  360 Evaluations. 6 ENGAGEMENT THROUGH PARTICIPATION  Encourage employees to propose initiatives and participate in implementing them.  Encourage employees to get involved in various organizational projects including employee recruitment. 7 EMPLOYEES’ PROFESSIONAL DEVELOPMENT  Support employees’ professional development by allotting time for online modules, seminars, access to coaches/mentors, etc.  Consider employee ambitions in order to align them with their professional development plans. 8 EVALUATING MANAGERS  Develop a manager performance report based on input (surveys) from employees and ensure confidentiality.  Integrate specific items pertaining to the aspects and indicators of employee wellness into manager performance agreements. STRATEGIC PLANNING 9  Integrate key workplace wellness objectives and strategies (medium- and long-term) into strategic plans (at strategic, tactical and operational levels). o Tools and guides provide instructions on how to create a strategic planexample from the Ministère de l’Économie et de l’Innovation [Quebec ministry of economy and innovation]). o The “Appreciative Inquiry”4 approach can also be used to implement strategies for wellness in the workplace. 4 The“appreciative approach”is a method for driving change. It represents a change from the traditional problem-solving approach and it puts increased attention on and makes change based on the company’s successes, learnings, and positive energies using a specific methodology. The uses of the appreciative exploration are many: stock-taking report, social or organizational diagnostic, change agent, team cohesiveness, innovation for a better organization, management and leadership development, organization of work and activities, communication, etc. (https://www.inovane.fr/lexploration-appreciative-une-methode-innovante-de-conduite-de-changement/).

35 When used to reward employee contributions, from work practices to personal investment and engagement, recognition can be a performance leverage. Recognition is first and foremost a constructive and authentic, preferably personalized, response that is used on a daily, regular or one-off basis, and is shown either formally or informally and through human relationships. It is based on acknowledging each person as a unique being with not only needs, but also valuable experience. Finally, recognition can have symbolic, affective, concrete or financial value. (Source: Brun et al., 2005, pp. 1-3) 3.3 RECOGNITION AND According to the literature, there are several recognition PERFORMANCE models and theories. Here are some examples: humanistic and existential appreciation (Martin et al., 1996, pp. 41-51), At a time when companies are competing in order to outdo work practice or behavioural appreciation, recognition of each other and they realize that individuals are their commitment to the job or the psychodynamics of work, greatest asset, incorporating recognition into management and recognition of the outcomes or the ethical perspective processes and practices can foster better resource planning (Brun et al., 2005, pp. 1-3). and serve as a basis for a motivational system of feedback on performance. Recognition is most effective when multiple forms are applied simultaneously. Figure 1 (below) suggests some Recognition plays a crucial role in employee satisfaction, existing forms of appreciation. performance and engagement. It helps reduce turnover, improve the attractiveness of the organization, reduce absenteeism and improve the social climate (WHO, 2010, pp. 2-15, 2013, pp. 7-10). In people management, recognition at work is known to be a powerful engagement lever when well mastered (Stratégie de santé mentale, 2012, FP9; Parent, 2014, no. 5). Recognition practices act on an employee’s identity, interpersonal relationships, motivation, health, even conflict and performance. Figure 1: The four forms of appreciation according to the model of Martin et al., (1996, p. 44). WORK PROCESS INDIVIDUAL Recognition of Recognition of individual OUTCOMES individual or group work or group commitment to Existential Recognition of recognition practices the job individual or group outcomes /performance In addition, Table 4 presents examples of habits that managers can adopt based on the four proposed forms of recognition.

36 Table 4: Examples of recognition actions that managers can adopt based on the four forms of recognition in the model by Martin et al. (1996, pp. 45-49). In addition, to be more effective, the recognition practices adopted by managers must meet certain quality criteria (Figure 2) in order to have a positive, lasting impact on employee engagement and the organizational culture. Figure 2: Quality criteria for effective appreciation practices In addition to appreciation, several authors also suggest considering: Thus, the role of managers is not only to support, guide and equip employees, as well as recognize their work, but especially 1 to accept employee errors and help them transform errors into sources of learning. Flexible work and work-life balance in managers’ behaviour and the organization’s policies; 2 Professional development, for general well-being and employee satisfaction; 3 Transparency of the information conveyed, including reporting on general aspects of the organization such as the vision, financial health and challenges; 4 Technology to help find different solutions to problems and to communicate visually rather than with words, in addition to fostering creativity; 5 Creativity that becomes a performance driver when managers encourage opportunity seeking and risk-taking. (Richardson A. et al., 2017, pp. 41-45; WHO, 2013, pp. 7-10)

37 POTENTIAL CONSIDERATIONS _ RECOGNIT ION AND PERFORMANCE RECOGNITION 1 RECOGNITION PROGRAMS INCENTIVES & REWARDS  Establish a recognition program (e.g. recognize years of service within the organization, recognize employee involvement and engagement in various activities). FORMAL AND INFORMAL FEEDBACK BY MANAGERS  Integrate recognition into management practices: informal recognition by managers and employees.  Appreciate and reward gestures and actions deemed desirable by the company. 2  Consider the work process (efforts, strategies, difficulties, risks).  Pay attention to the purposes and the consequences of actions taken.  Communicate about the recognition activities within the organization.  Make a commitment to know people.  Develop and maintain a corporate culture that clearly values jobs well done, not just the amount of work done (e.g. not the number of hours worked).  Highlight and recognize the staff’s efforts during periods of intense work.  Foster recognition of teamwork and mutual help. 3 WORKSHOPS, AWARENESS AND TRAINING  Recognition awareness and training workshops for managers. 4 COMPLAINTS AND CONFLICT RESOLUTION SYSTEM ALIGNED WITH THE FEEDBACK SYSTEM?  Recognize improvements made through complaint resolution, changes in work processes and/or comments made during the year (e.g. with a ceremony to recognize work done or improvements made by the Workplace Wellness Committee during the year). PERFORMANCE 5 ADVANCEMENT OPPORTUNITIES/ADVANCEMENT MEASUREMENTS AND SYSTEMS IN PLACE  Establish a career advancement program based on actions deemed desirable by the company. 6 MEASURE AND EVALUATE THE PROGRAMS  Integrate workplace wellness indicators into performance measurement (e.g. flexibility, creativity, participation in various activities, etc.).  Evaluate the recognition programs to ensure their longevity and learn from experience and from the recognition activities in place. CREATIVITY, INNOVATION, AND TECHNOLOGIES 7  Invite employees to explore possibilities of any project or task. o Use the “appreciative approach” to foster an atmosphere of creativity.  Promote the use of technologies, such as electronic signatures and the latest technology across fields, to accelerate and facilitate work tasks (e.g. software for quantitative and qualitative data analysis, real-time surveys, etc.). 8 TRANSPARENCY  Communicate information related to, for instance, the challenges faced within the organization and the measures taken to overcome them.

38 3.4 WORKLOAD MANAGEMENT Successful workload management is “a When the workload is properly managed in a workplace, workplace where employees have the opportunity to effectively perform employees can effectively their duties and fulfill their responsibilities within the perform their duties and allocated time frames. Workload management is a responsibilities within psychosocial factor acting as one of the main sources allocated time frames.” of work-related stress. Source: Protégeons la santé mentale au travail (PSMT) In fact, workload is described by many Canadians as the Web page consulted in September 2018. most significant stressor at work (Lardner, 2002, pp. 2-8). In other words, having too much work, but not enough time to perform tasks not suited to the person’s skills, or how the tasks and operating systems are designed and managed (work organization), can be a cause of work- related stress if the situation is poorly managed (occupational stress). There is also an increase in the rates of industrial accidents, absenteeism and complaints. Employees who face increasing demands without having the ability to exercise control over their workload end up experiencing great physical, psychological and emotional fatigue, as well as increased stress and tension. This situation has a negative impact on their work performance and engagement, and can adversely affect their health (Barnes, 2009, pp. 69). Research has shown that employees and the organization must not only manage workload, but also have the necessary resources (time, equipment, support) for properly performing (Barnes, 2009, p. 81). Further, research results reveal that the more that occupational demands and pressures are adapted to the knowledge and the capacities of employees, the less they are exposed to stress. Additionally, when workers receive support in their work or in connection with their work, the less less exposed to stress. And finally, the more control they have over their work and how they perform it, and the more they participate in decisions about their work, the less likely they are to experience work-related stress. (WHO, 2004, pp. 8-15).

39 POTENTIAL CONSIDERATIONS _ WORKLOA D MANAGEMENT WORKSHOPS AND TRAINING 1  Provide training related to workload management (e.g. time management, task organization and prioritization, assertiveness, staff management, technology use, coaching, etc.). 2 COMMUNICATION AND SUPPORT FROM MANAGERS  Inform and prepare staff for more intense work periods (e.g. seasonal demands, peak periods during work shifts).  Involve employees in decisions about their work (e.g. in working committees). FLEXIBLE SCHEDULES AND FLEXIBILITY HOW TASKS ARE COMPLETED 3  Be flexible with respect to task prioritization and deadline setting/modifications (e.g. flexible work schedule (“Your Work, Your Way” - Deloitte), teleworking, work by deliverable).  Ensure that staff have access to necessary equipment and support services (e.g. tools, technology, support staff, etc.). HIRING AND RETENTION PROCESSES  Write job descriptions that include explicit and reasonable expectations for productivity. 4  Ensure that systems or strategies are implemented to address staffing shortages (e.g. trainee bank, during vacations or sick leaves, vacancies, temporary staff, job pools, job-sharing, etc.).  Conduct job analyzes or audits to identify needs based on volume of work, fairness in task distribution, and areas for improvement.  Employee representation during performance discussions. o An advisor is assigned to employees and represents the employee in performance and development meetings once a year for discussing employee performance and development (Deloitte). EVALUATION OF WORK PROCESSES AND RISKS 5  Evaluate work processes and job-related stress risks by giving an active role to employees for developing strategies to better manage workload (e.g. reducing or eliminating unnecessary or redundant tasks, better distribute work by providing access to continuing education, flexible schedules, etc.). o Evaluate work-related stress issues and solutions while keeping an information registry.  Regularly check employee satisfaction and health levels through surveys. 6 ACTION PLAN  Develop an action plan for reducing work-related and workload-related stress. 7 STRESS PREVENTION AND DESIGN OF THE WORK ENVIRONMENT  Design a better work environment by arranging the spaces. For example, reorganizing folders and lockers, reduce paper use and transition to “paperless”, have ergonomic workstations, etc.

40 3.5 INCLUSION AND DIVERSITY “Diversity is naturally present. Each person has a unique combination of values, beliefs, and talents, as well as special When employees do not feel that they can be themselves at characteristics such as gender, sexual orientation, culture, work, they fail to fully integrate into the team and do not language, cognitive diversity, and more. Diversity also exists fully commit to their work. This kind of“closed”environment among people and organizations, expressed different work can have a significant influence on a person’s commitment styles and lifestyles. to the organization, and may affect staff morale, increase absenteeism, reduce productivity, and lead to retention Inclusion, on the other hand, requires effort. It is about valuing challenges (Human Rights Office, 2018). the unique strengths of individuals, groups and organizations. Research shows that by embracing, integrating and managing As organizations hire, they must ensure that the work inclusion practices and policies, organizations and their environment is inclusive, that employees feel valued and members flourish, and engagement, innovation, and that differences are respected to allow everyone to productivity increase.” contribute to their full potential. This means understanding barriers that can hinder inclusion and impact employee (Source: Human Rights Office, 2018) wellness and productivity. Example of obstacles to xenophobic comments and behaviours, immigrants often inclusion and diversity: excluded either unconsciously or through xenophobia, unconscious biases and foreign sounding names, discrimination in hiring older discrimination people, etc.), all of which have the potential to create work-related stress and hinder a truly inclusive culture. Unconscious biases are social stereotypes about certain It is crucial to be aware of this to begin to act systematically groups that people convey without being aware of what to mitigate them. they are doing (e.g. based on people’s sexual orientation, age, gender, culture, religion, physical or mental disability, etc.). Because of this, those biases can be difficult to address. Various forms of unconscious biases exist within organizations (e.g. women are more maternal and therefore occupy employee positions rather than leader positions,

41 Microbehaviours Group favouritism Small behaviours can be conveyed in such a subtle way Humans have a tendency to look for people who are similar that it is sometimes difficult to be aware of them. They may to them. This leads to the formation of groups or cliques seem harmless, but in fact, they send a dangerous message which, in turn, cause involuntary exclusion of others. Group of contempt. Those who repeatedly receive those behaviors favouritism can derail any inclusion plan, causing may experience a decline in morale and become employees to change jobs because of a feeling of exclusion unmotivated. or insufficient or excessive work. According to a study by the Harvard College for Equity To resolve this problem, organizations can implement (WHO, 2005, pp. 2, 23, 29) diversity and inclusion mean initiatives to strengthen the positive links between different that making small positive affirmations through our groups of employees. Leaders must strive to listen to and actions or words can be a key method to counteract encourage people with different points of view and micro-aggressions. Whether positive or negative, perspectives. The organization’s leaders can play an microbehaviours can hugely impact the workplace and important role in setting the tone for organizational change employees’perceptions of themselves and their work in favour of diversity and inclusion. Open and effective environment. Ensuring that these behaviours are mostly communications and well-defined feedback channels are positive can also have a positive impact on the needed to facilitate discussion about issues related to organization. inclusion and discrimination. According to a 2012 report by Citizenship and Immigration When an organization has successfully changed its Canada (now IRCC), recruiting and hiring practices to achieve a more diverse workforce, the next step is to engage and support “the well-being of recent employees. immigrants has a profound An educational approach can help dispel people’s fears regarding diversity. Managers and employees are afraid impact on our current and of not expressing themselves correctly; they fear being perceived as discriminators or being stifled under rigid future success as a nation.” organizational rules. Diversity and inclusiveness are maximized in an open environment where mistakes can Taking steps to remove barriers to the recruitment of be a source of learning, not embarrassment or shame. skilled immigrants can have a transformative effect, creating an inclusive environment not only for immigrants but for every employee. Cognitive diversity is the inclusion of people with different problem-solving styles and can offer unique perspectives since they think differently. Unlike demographic diversity, which focuses on achieving a mix of statistical characteristics, such as gender or age, cognitive diversity focuses on achieving a mix of how people engage in intellectual activities, including making associations or reasoning to reach a conclusion.

42 POTENTIAL CONSIDERATIONS _ DIVERSITY AND INCLUSION IMPROVE RESPECT AND THE EXERCISE OF RIGHTS 1  Educate and raise awareness among employees and managers against biases, racism and discrimination.  Inform employees about new procedures for handling discrimination complaints. ENSURE GREATER REPRESENTATION OF CULTURAL DIVERSITY  Highlight diversity within the organization promoting values of tolerance and openness towards others via: 2 o e.g. posters, emails, team meetings, how teams are assembled, manager communications, video promotion, social events, recruiting, etc.  Have an all-encompassing culture that reflects employee concerns. o e.g. many employees were reaching the age of starting a family, so the company decided to incorporate family and children into its culture (such as more benefits for the whole family, decisions that include family and not just employees, everyone saying hello and addressing each using first names, etc.). QUESTION AND REVISIT OUR PRACTICES  Ensure access to employment, as well as job retention and advancement. 3  Promote informal interactions by creating a workspace where bosses are no longer isolated, and share/frequent the same space as their employees (Deloitte). o No “second class citizens”: associates and trainees have the same “rights” (e.g. office space); the assistant does not have to be beside the boss; direct access to the experts (no need to go through the assistants), etc. (Deloitte).  Defend inclusion and diversity when speaking.  Create work teams with cognitive diversity in mind, or based on the strengths needed for the task. ENCOURAGE AND ACKNOWLEDGE PEOPLE’S COMMITMENT TO COMBATING RACISM AND DISCRIMINATION 4  Highlight people’s outstanding efforts in combating racism and discrimination. E.g. recognize work well done in a diversified team, recognition underscoring a successful social event on cultural diversity, etc.  Elect a champion responsible for advancing inclusion and diversity within the organization. ASSESS AND MEASURE DISCRIMINATION  Evaluate and analyze employee recruitment and selection processes and tools to ensure they are free from discriminatory practices. 5  Analyze diversity and inclusion within the organization using gender-based analysis, and based on cultural and cognitive diversity, etc.  Create a program evaluation committee on diversity and inclusion.  Keep records of discrimination incidents and investigate complaints (e.g. harassment, abuse of authority, etc.) (Kronos).  Record, discuss and disseminate the results and lessons learned from investigations/evaluations of complaints or discrimination incidents.  Dynamically evaluate performance relative to inclusion (progress, regression) (Deloitte). 6 EMPLOYEE ENGAGEMENT  Encourage and support the creation of a network of managers or employee groups: o Examples from Deloitte: Women’s Initiative Network; Mothers at Work Network and Deloitte Dads. ACTION PLAN  Implement an integrated awareness and training plan on human rights, discrimination and recourse. 7  Increase diversified cultural, cognitive, and other forms of representation.  In the managerial staff selection process, consider the addition of “openness to diversity” as a key competency. o Create a selection committee to ensure that the “openness to diversity” key competency is factored in during the selection process.  Creation of an Inclusion and Diversity Report to identify organizational initiatives under way, complaints and status reports.

43 3.6 MENTAL HEALTH Mental health is defined as a state of well-being in which individuals can realize their own potential, cope with the It goes without saying that wellness and mental health normal stresses of life, work productively and successfully, are related to each other. In Canada, as well as globally, and contribute to their community. promoting mental health and workplace wellness is a priority (Sutherland and Stonebridge, 2017, p. 6-8; MSSS, (WHO, 2016) 2015; WHO, 2004, pp.5-10). Also, as an essential element of health, mental health and wellness impact people’s physical health. In fact, it is observed that people with certain mental disorders, such as major depression and stress, have higher rates of disability due to chronic physical health problems, such as musculoskeletal disorders and high blood pressure (WHO, 2004, pp. 8-15). By 2020, depression will be the second leading cause of disability worldwide, after heart disease, which could impact various occupational aspects, including productivity and teamwork (Barnes and Van Dyne, 2009, p.75-87; Stratégie de santé mentale, 2012, FP 9). The Mental Health Commission of Canada predicts that close to 50% of the population will have suffered or will suffer from a mental disorder by the age of 40 (MHCC, 2010, p. 15), hence the importance of preventing mental health problems and developing standards to guide employers in promoting and encouraging psychological health and wellness. (Centre de recherche en santé mentale & travail,2018) 615 M people with a common mental disorder worldwide. In 2020 depression will be the second leading cause of disability in the world. Canadian workers go on sick leave each week due to a mental disorder. 500 K absences for illness are due to a mental disorder. ~ 40 % in costs related to work disabilities in Canada. of people with depression do not seek help. $51 B risk relapse after a first depression. 70 % Promotion, prevention and intervention produce a positive return 50 % on investment. The + side

44 Significant social and economic repercussions The National Standard of Canada on Psychological Health and Safety in the Mental health problems have significant economic and Workplace social repercussions. As threats, they are also costly for businesses and organizations in terms of absenteeism and The National Standard of Canada on Psychological Health “presenteeism”, staff turnover and performance in general. and Safety in the Workplace (hereinafter the“Standard”) In recent years, interest in reducing stress and its impact was established to help organizations implement the on performance has risen, in part due to difficult economic actions needed for improving their existing policies in a conditions that require more innovative and effective ways variety of areas and harmonizing the policies from one to reduce costs. Because of the stigma associated with organization to another. Workers can benefit from the mental disorders, employers must ensure that people feel resources, knowledge and tools needed for developing and supported and able to seek help to continue or return to maintaining psychologically healthy and safe workplaces work and that they have the resources they need to do (Public Health Agency of Canada, 2016, pp. 34-47); their job. (CSA and BNQ, 2013, pp. 16-23). Mental illness affects not only the people who suffer from it, The Standard was created in collaboration with the Bureau but also their families and society. In Canada, the costs are de normalisation du Quebec (BNQ) and the Canadian estimated at $50 billion a year (MHCC, 2010, p. 15). Those Standards Association (CSA Group). costs can be direct, i.e. the cost of treatment, or indirect. Indirect economic costs are mainly related to job loss, absenteeism and decreased productivity among people with mental illness and their loved ones (WHO, 2005, pp. 15-23, MHCC 2010, p. 15). Also, indirect economic costs are higher than direct costs (WHO, 2005, pp. 15-23, MHCC, 2010, p. 16). The Mental Health Commission of Canada is supporting organizations in the implementation of the“Standard”. The Objective is to help organizations in promoting mental health and preventing psychological harm at work.

45 The World Economic Forum suggests Interventions and best practices that protect that interventions take a three-pronged and promote mental health in the workplace approach: include: 1 • Implementing and enforcing health and safety policies and practices, including: identifying distress, harmful use Protect mental health by reducing work-related of psychoactive substances and related, and providing resources for managing those issues. ri sk factors. 2 • Informing the staff that support is available; involving employees in decision-making, projecting a sense of Promote mental health by developing positive control and involvement. aspects of work and employees’strengths. • Involving the union in setting up and deciding on 3 Treat mental health problems, whatever the cause. initiatives to be implemented. Organizations can take steps to create a healthy • Organizational practices that promote a healthy balance workplace, including: between work and personal life. • Work environment awareness and how it can be adapted • Employee career development programs. to promote better mental health for various employees. • Recognizing and rewarding employee contributions. • Learn from motivations of organizational leaders and employees who have taken action in this regard. Mental health interventions should be done as part of an integrated health and well-being strategy that covers • Don’t reinvent the wheel – draw on what other companies prevention, early identification, support and rehabilitation. have done. The key to success is to involve stakeholders and staff at all levels of the protection, promotion and support • Understand employees’individual opportunities and intervention provided, and to monitor the effectiveness needs in order to help develop better mental health of these approaches (with the unions). policies in the workplace (jointly develop create the bottom-up policy). • Knowledge of the support sources and places where people can find help. Other mental health resources available on GCPedia • Canada School of Public Service (CSPS) • Joint Learning Program (JLP) • Health Canada’s Employee Assistance Program (EAP) • Center of Expertise for Mental Health in the Workplace: https://www.canada.ca/en/treasury-board-secretariat/ topics/healthy-workplace/mental-health-workplace.html • Great West’s Workplace Mental Health Strategy: https://www. workplacestrategiesformentalhealth.com/ • Canadian Mental Health Association (CMHA): https://cmha.ca/ • Mental Health Commission of Canada: https://www.mentalhealthcommission.ca/ • Toolbox and inventory of best practices - Quebec Federal Council: http://www.gcpedia.gc.ca/wiki/Meilleures_ pratiques_en_sant%C3%A9_mentale_et_mieux-%C3%AAtre_-_Conseil_f%C3%A9d%C3%A9ral_du_Qu%C3%A9bec_(QFC)

46 POTENTIAL CONSIDERATIONS _ MENTAL H EALTH TRAINING, AWARENESS AND WORKSHOPS 1  Provide training, workshops and awareness-raising on mental health, stress management, harassment, etc. 2 ACTIVITIES  Promote and implement activities for prevention and for health and mental health (e.g. activities for reducing stigma and discrimination). 3 POLICY  Create a mental health at work policy (harassment, abuse of authority, etc.).  Ensure confidentiality for people who come forward. EVALUATION  Create a structure that evaluates the workplace mental health programs and issue recommendations for improvements to those programs or activities. 4  Assess the organization’s needs and resources (including key people, partners).  Survey and evaluate existing measures.  Identify the psycho-social factors related to working conditions.  Determine the indicators to be measured and monitored (i.e. sick leave, injuries, etc.). RESOURCES TO OFFER 5  Access to occupational health services (e.g. psychologist, social workers, etc.).  Physical health resources (e.g. trainers, exercise rooms, occupational therapist, nutritionist, etc.).  Mental health resources (e.g. psychiatrist, social committee and social activities within the organization, time dedicated to mental health (e.g. one hour once a week)). 6 ACTION PLAN  Create a wellness action plan and a plan to communicate to results and status reports.  Identify mental health experts within the federal public service and invite them to join a committee and participate in creating the action plan. 7 REVISIT OUR PRACTICES  Inventory our current programs and practices.  Re-assess the social support given to employees for helping prevent or reduce stress-related problems , back pain, etc. HEALTHY ENVIRONMENT 8  Promote an environment of well-being. o E.g. the 7th concept in the WELL holistic approach: Spirit - an environment that promotes a healthy mental state can have significant psychological and physical benefits. o Create “collision” areas (e.g. stairways [see interview with Deloitte], spaces for meeting and exchanging ideas).

47 4 Summary and closing remarks By visiting private companies, the Working Committee was 2–Importance of change management exposed to a number of original initiatives that could be Incidentally, before creating an action plan for any change adapted to foster workplace wellness within the federal project, it is necessary to conduct a needs and impact government. That being said, there are multiple internal analysis on the organization, its employees, etc. (a“needs” procedures and policies specific to the public sector, that analysis, or SWOT analysis, presents aspects to consider could slow down the pace and feasibility of the proposed for impact analysis of the impacts based on the initiatives. However, the results certainly trigger some organization’s strengths, weaknesses, opportunities and thinking about what may be possible. threats (see Figure 3 below)). To summarize, here are the main Similarly, other aspects are important to consider in takeaways from this report: managing change, such as: a clear vision of the change; defining and assigning clear leadership roles and 1–Integration of wellness into management responsibilities; communicating the strategy and carrying practices and the organizational culture out a communication plan throughout the change process; It is recognized that good management practices have a tools for the managers in charge of the change and the positive influence on the health and engagement of the employees affected by that change; anticipating and people at work. When these psychosocial themes are managing the impacts and resistances through an impact supported by a people-centric vision, mission, and assessment; and lastly, setting up a support structure within organizational values, the management practices of the the organization to support the change. organization’s leaders have powerful leverage, promoting organizational and individual health. Consistency across the According to data from a Harvard Business Review (HRB) various levels in the organization gives meaning to people’s article on the success rate of organizational change work and lasting reasons for them to commit to it. initiatives, 60% to 70% fail (Ashkenas R., 2013, p. 1). Among the causes of failure, the authors acknowledge the Those practices can reduce the psychological health risk following factors: managers’haste to implement the factors. In fact, we were able to identify a number of best change; lack of management training or support from the management practices among those of the private organization for completing the roll-out of the change; companies visited, such as: losing sight of the basic objectives of the change; lack of • adequate change and transition management; adequate resources, etc. • investing in coaching for managers; • employee participation in certain management Figure 3: Needs and Impact Analysis (using a SWOT analysis) decisions, such as choosing their team supervisors or hiring new colleagues; • inclusive and non-discriminatory management practices. • etc.

48 3–Importance of clarity of leadership To go even further, Ædifica advocates obtaining the WELL When an organization goes through a desired change (e.g. certification, according to which the layout of physical introduction of a workplace wellness culture) or undesired places integrates seven basic concepts (air, water, nutrition, change (e.g. downsizing), the most important factors are light, fitness, comfort and spirit) in order to create a healthy the leader’s ability, competence and credibility to effectively work environment from a holistic point of view. manage the change. Maximization of the use of technology Based on our visits to private companies, here are some of the effective leadership practices observed: Workload is not the only factor influencing an employee’s satisfaction and success. There is also the extent of the • Promote information transparency (e.g. quarterly videos resources made available for doing the job well (time, 3 or 4 minutes long [financial statements, corporate equipment, support). These resources remain important anniversaries, new clients/challenges, employee in relation to employees’workload and their wellness in recognition, explaining certain organizational decisions, the workplace. etc.]). As technology evolves, workplaces must adapt to it • Inspire accessibility through meetings: because the very nature of work itself is changing. o 30-minute one-on-one meetings; Companies like Groupe CT, Deloitte and Kronos are all o“flash meetings”or stand-up meetings. transitioning to a“paperless”environment, while others are introducing teleworking, both for efficiency reasons and • Engage employees through the accessibility of flexible work-family balance reasons. hours: o open holidays, teleworking, work per deliverable. • Have a“How can I help you?”attitude: o Acting as model of openness; walking the talk and leading by example. • Recognize employees’efforts and work and commend them on teamwork, work objectives, effective communication, etc. • Invite employees to engage in various organizational projects, including employee recruitment. 4–Modernization of the workplace layout and maximization of the use of technology The physical environment of workplaces is fundamental to promoting and protecting physical and mental health at work. A number of examples in private companies were noted. Deloitte, for example, has adopted an ergonomic and strategic approach to space layout. In fact,“collision spaces”, including stairways, were designed to create opportunities for spontaneous meetings and for gathering people or teams. The physical workspace as a means of socialization(colours, bulletin boards, architecture and technologies for cultivating a modern image) is a communication tool for the company, enhances creativity and improves the biological condition of the workplace.

49 Among the best practices identified during the visits, crucial to keep track of it and determine whether we need there are: additional or complementary data (e.g. qualitative and not • access to laptops to facilitate working remotely and in just quantitative data, for example). Through evidence, we would be in a better position to identify needs-based team meetings (e.g. note-taking); approaches and initiatives. • access to a cell phone; state-of-the-art, real-time Lastly, despite technologies for saving time and making work stimulating these original (i.e. real-time evaluation technology for surveys sent by observations, employees, etc.); • using electronic signatures to facilitate managers’ approval process; • Wi-Fi access for employees to use the social media communication platforms (e.g. mental health); • using popular social networks or instant messaging. 5–Lack of an official mental health program it is important to not“reinvent the wheel”and to draw on During our visits to private companies, we noted a glaring our internal successes and initiatives. It must be noted that lack of official mental health programs, compared to the a number of the initiatives mentioned in this report are federal government. In fact, in the federal public service, already underway in several departments. In fact, the QFC there is a focus on mental health programs, such as the also mandated the preparation of an inventory of best Employee Assistance Program, mental health champions, practices related to workplace wellness within government, committees, or action plans. Those programs pertain as well as the creation of a toolbox for managers and directly to mental health. In contrast, private companies employees. To access the tool box and the inventory of best focus more on multi-faceted and associated initiatives, practices, see (only available in French for now): Best such as the physical environment, a culture of wellness Practices in Mental Health and Well-Being - Quebec Federal embedded in management practices, flexibility at work, etc. Council (QFC). 6–Lack of measurement and evaluation of That inventory highlights workplace wellness best practices workplace wellness initiatives across the in Quebec’s federal departments. Note that this data was organization collected in the fall of 2016. In private companies and the federal public service alike, there appears to be a lack of a culture and a capacity for analyzing workplace wellness. Although data is available to us, we would still need to use it properly. It would be

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