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APPENDICES 52 APPENDIX A INTERVIEW GUIDE: REPORT ON BEST PRACTICES OBSERVED IN PRIVATE AND PARAPUBLIC ORGANIZATIONS General questions 1) Name and mandate of the company (line of business, types of jobs) 2) Number of employees 3) Structure (1 office vs. several) 4) Number of years the company has existed 5) Retention rate 6) Absenteeism rate 7) Benefits program? 8) Do you have indicators (dashboard style) for tracking performance, workload and the impact of well-being initiatives? 9) Unionised environment? Organizational culture Corporate culture is, in a way, the company’s overall lifestyle. It encompasses a wide range of aspects that will enable your organization to stand out from allies and internal and external collaborators. For example: • company beliefs; • working methods; • company’s history; • ethics; • social responsibility; • enjoyment and wellness at work; • team spirit; • customer service; • work environment; • dress code; 1. How would you define your organizational culture? What are the company’s values? 2. How does your organizational culture positively affect the wellness of your employees at work? 3. From this perspective, what do you think are the best practices related to wellness at work in your organization (strategies/mechanisms/policies/initiatives/activities, etc.)? • Do you have specific ( ) in place for managers? 4. How do you involve employees in decision-making related to the workplace wellness initiatives? • How do you involve employees in wellness at work ( )? How do you keep them motivated? Describe the commitment and participation within your organization. • Do you have measures in place for innovation? • In which context do you discuss wellness at work? 5. What are the specific resources (human, financial, infrastructure or information-related) that your organization allocates for implementing work wellness initiatives? 6. In your opinion, which factors contributed the most to the implementation of workplace wellness initiatives/activities? Are there any leading aspects (practices/strategies) for improving wellness at work? • governance and leadership; • culture; • resources; • tools and methods. 7. How do you manage conflicts? Mental health 1. Is there an employee assistance program and, if so, what services are offered and how are they accessed? 2. What means are used to raise mental health awareness and prevent stigma and discrimination for managers and employees? 3. How does the organization manage sick leaves and returns from sick leave? 4. What accommodation measures are put in place for returns from extended leave? 5. Does the company have tools for tracking absenteeism rates, short- and long-term disability claims, use of the EAP, or other indicators indicative of a healthy work environment? How often, to whom are they submitted and what measures are put in place for responding to problematic indicators? Inclusion and diversity5 1. In your organization, what do you think are the factors that contribute to a diverse and inclusive workplace (up to three choices)? (Answers for information only) • Respect and civility (civility means avoiding exchanges of inconsiderate words and acts that violate the conventional standards of workplace conduct). • Representativeness (e.g. representation of diverse groups such as women, visible minorities, Indigenous peoples, people with disabilities, etc.). • Cultural sensitivity (a person’s interpersonal skills and competencies that enable him/her to understand and appreciate people from different cultures, as well as knowing how to work with them). • Fairness in all aspects of employment (e.g. hiring, talent management [career advancement], assignment of duties, selection of opportunities such as training, interims, etc.). • Effective equity policies and programs (women, visible minorities, Indigenous peoples and people with disabilities). • Effective workplace policies (e.g. teleworking, compressed work week, discrimination, harassment, etc.). • Effective conflict resolution: how are conflicts between managers and between employees, or between employees and managers resolved (e.g. during harassment cases)? • Fair and effective management practices or leadership: what are your management or leadership practices for diversity and inclusion (e.g. your practices regarding non-discrimination, harassment, etc.)? 5 Diversity and inclusion”is defined as the variety of people and ideas in a company, and the creation of an environment where everyone feels a sense of belonging and feels respected, valued and connected, and expresses their“authentic”selves (e.g. ideas, background, and perception of things) to the team and the organization.

53 2- What diversity and inclusion projects or activities are carried out within your organization? (for information purposes only) • Staff survey. • Information incorporated into governance documents. • Information or training sessions, including access to second-language training. How do employees and managers access that training? • Distribution of promotional brochures. • Emails. • Performance evaluations for the entire staff, with commitments to diversity and inclusion. 3- What measures are implemented within your organization to track diversity and inclusion efforts? Do you have tools or monitoring systems? Do you have tracking indicators? 4- Within your company, are there any barriers to achieving a diverse workforce and an inclusive workplace (up to 3 choices). • With respect to workplace accommodation and accessibility. • Diversity and inclusion awareness and training for managers responsible for hiring employees. • Hiring and recruitment policies or practices that your organization adopts. • Equity policies and programs that your organization has (women, visible minorities, Indigenous people and people with disabilities)? How do you integrate them into your organization? Clarity of leadership Effective leadership and clearly defined expectations create an environment where employees know exactly what they need to do to succeed. It also helps to boost employee morale and confidence in the organization. Lack of leadership and poorly defined expectations can increase frustration and stress. Leadership can be defined as an individual’s ability to lead or direct other individuals or organizations with the aim of achieving certain objectives. Therefore, it can be said that a leader is someone able to guide, influence and inspire. 1. What are your organization’s strengths in terms of clarity of leadership, how did you achieve it, and what indicators do you use to measure clarity of leadership? 2. What are the most effective means of communication that you use between senior management and employees to circulate information in a timely manner and to increase employee involvement in senior management’s decision-making processes. 3. How does your organization promote opportunities for dialogue between managers/leaders and employees to ensure: • that employee mandates, tasks and responsibilities are well understood; • that employees are made aware of the challenges facing the organization and the decisions that have been made; • that employee contributions toward the organization are well understood; • that employees know where to go for help in resolving an ethical dilemma or conflict with workplace values? 4. How does the leadership demonstrate that wellness and psychological health are important, and how does the organization communicate the actions in put place and their progress and outcomes? 5. How does the organization ensure the wellness of employees who take the lead, their ability to set the example, to generate innovative initiatives, to maintain employee confidence and to maintain the knowledge needed for promoting clarity of leadership? Engagement Engagement is defined as an employee’s emotional connection to the company, which will determine the discretionary effort the he/she will add to his/her work. 1. What does your organization do to encourage employee engagement, how is it done, and what indicators do you use to measure engagement? 2. What is done in your organization so that: • employees relate to the mission and the success of the organization. • they see a clear link between their work and these objectives. • they know what to do to help the organization achieve its objectives. • they feel fully involved by contributing to decisions and having the flexibility needed to innovate and take initiatives. • they have a sense of belonging and pride in their organization and a sense of satisfaction with their work? 3. H ow do you make sure that employees have a feeling of confidence in the organization, senior management and managers, and how do you encourage employees to believe that the management team is on the right track, has a good plan and good priorities, and employees feel they have a place in that plan? 4. What are your organization’s initiatives for making front-line managers and the work teams inspire your employees to do their best, make discretionary efforts that demonstrate their commitment? 5. How do you ensure that different work styles are considered to be complementary, and that your employees: • are committed to their colleagues. • learn and understand each other. • are inclusive. • have a sense of community. • foster collaboration? Workload Workload management is present in a workplace where employees have the opportunity to effectively perform their duties and responsibilities within the time they have available. This is the psychosocial factor described by many working Canadians as the most significant stressor at work (i.e. having too much work to do and not enough time to do it). 6. What flexibility measures regarding work organization are favoured within the company? (e.g. teleworking, flexible schedule, etc.) • How does the organization monitor these measures? Are they used and encouraged by managers? • What influence do these measures have on workload management? Do you have examples? 7. Is there any training or tools available to employees and managers for managing stress, time or workload? What are they? • How do you use these tools to manage your stress? Your workload? 8. Do you have indicators or tools that enable you to measure workload? What are they? 9. During especially busy periods, what methods are used by managers to track workload levels and redistribute loads as needed and in a timely manner? 10. What happens if an employee says that he/she is overloaded?

54 Performance A negative connotation is sometimes associated with measuring performance and implementing productivity standards. But at a time when companies are striving to measure themselves in order to compete with each other and are realizing that individuals are their greatest asset, performance measurement, incorporated into management processes, can lead to better resource planning and serve as a basis for a motivational system of feedback on performance. 1. What means do you use to evaluate employees based on their performance? • What are the indicators/tools? • How frequent are the assessments? • Is there any follow-up? • Is there a talent management/action plan for performance below the position’s requirements? • Is there a development plan / any training? • What is the manager’s role in performance management? 2. What do you think are the factors that make employees perform better? 3. Do you distinguish between individual performance and team performance? 4. What is the manager’s role in performance management? 5. How did you set the expected performance thresholds for each type of job? Recognition In the field of people management, recognition at work is known to be a powerful lever for engagement. It is also known that recognition practices act on a person’s identity, interpersonal relationships, motivation, health, and even conflicts.. A few main principles: o Recognition must not focus solely on organizational effectiveness. It must aim to value people and advance them within the company. o Individual appreciation is more important and has more impact on employees than group recognition. Thus, each person responsible for employees should be responsible for expressing his/her appreciation through informal processes and human relations. o Recognition must try to merge with management practices. For example, consulting, listening and acting quickly in response to a request are acts of appreciation that must be valued. o Recognition is not part of management habits. Therefore, they have to force themselves to show it , which requires effort at the beginning, but it then becomes a natural action. 1. What is your corporate philosophy for employee recognition? 2. How does the organization recognize employees who stand out through their performance/skills? • How are achievements underscored? • How are employees rewarded? • What incentive mechanisms/tools/systems are used? • What is your approach to advancement opportunities within your organization? 3. What is the level of employee involvement in decision-making? APPENDIX B ACTION PLAN FOR DELIVERABLE _ 1 WELLNESS IN THE WORKPLACE For achieving deliverable # 1, an action plan consisting of seven main activities was developed. The details of that plan are below. *The Université de Montréal case will involve a workplace wellness study, not on an analysis of the organization.

55 APPENDIX C CONCEPTUAL FRAMEWORK ORGANIZATIONAL _ ASPECTS TO BE CONSIDERED FOR CREATING THE INTERVIEW GUIDE The interview guide was produced using a conceptual framework (Appendix C) that identifies the aspects to be considered when incorporating a new change, such as “wellness at work”. A number of theoretical approaches guided the selection of aspects, including the institutional theory of change and the “appreciative inquiry”6 approach to better understand initiatives/forces that lead to workplace wellness. The conceptual framework below illustrates the main measures to be implemented (according to the literature) in relation to the six themes raised and for which improvements are desired: (1) organizational culture; (2) clarity of leadership; (3) and performance; (4) workload management; (5) inclusion and diversity; and (6) mental health. 6 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/).

56 APPENDIX D INNOVATIVE INITIATIVES AND APPROACHES BASED ON THE VISITS AT TO EXTERNAL ORGANIZATIONS CLARITY OF ORGANIZATIONAL APPRECIATION AND INCLUSION AND MENTAL HEALTH ORGANIZATIONS LEADERSHIP CULTURE PERFORMANCE WORKLOAD MANAGEMENT DIVERSITY “Open door” Policy.  Employee involvement  Personalized training  F lexible work schedules; teleworking;  Pay equity.  Create spaces via key messages; and coaching for sabbatical (a certain percentage  C larify and align  where people can work decision-making managers on personal paid) to work on a social project; etc. process; technology. development aspects. fundamental values. well, collaborate.  R eview work processes and tasks.  Produce an annual  Consider converting  Offer workshops on  E ncourage employees to talk about culture, inclusion/ report on inclusion and a meeting room into a diversity and vision, and their workload, for example during diversity. relaxation area, for the workplace vision SCRUM meetings (10 minutes each  Recognize the work of reflection, meditation and culture. morning) and consider potential inclusion and diversity or short naps. replacements. champions while talking  C reation of a Workplace about their Wellness Committee and achievements. Subcommittees (e.g.  Create support groups. communication).  E mployee  A daptation to change  O fficial recognition and  Support the personal development  Develop a culture of  Short surveys on involvement in by creating a personal development of employees, not just managers innovation and trust. wellness in the the decision- transformation or system and program for (attending conferences, modules workplace. making process. innovation office. employees. or refresher courses, access to a Offer workshops on personal development coach, assign culture and vision in the  H olistic WELL  Informal employee a mentor to each employee based on workplace. certification. recognition by their career aspirations, etc.). managers. Promote cognitive  healthy workplace diversity when building certification.  Reward those who teams. participate in wellness initiatives.  Peer recognition by promoting collaboration and interdisciplinarity.  D aily and/or  Employees and  Real-time survey data Employee involvement in the  Promote existing frequent team managers management system. evaluation process. support services. meetings (5-10 Support breaks and  Evaluation of supervisors and minutes). vacations in managers’  E mployee and  Analyze and identify communications. organizational managers: online manager risks related to mental  Frequent o A break between involvement in social assessment tool for employees: health. communication meetings encourages causes. o Enables employees to express of the employees to walk themselves and managers to organization’s around and socialize.  Include wellness receive feedback on their leadership vision and o Personal time indicators in (and to improve) while providing strategy. - including vacations performance employees with a sense of belonging - must be encouraged evaluations. and value. to get away from work  Online self-evaluation tool: completely. o Enables employees to evaluate themselves and share their results (strengths) with anyone in the organization.  Involve employees in the evaluating of their colleagues (often referred to as “360 feedback”).

57 APPENDIX E SUMMARY TABLE OF INITIATIVES FROM THE VARIOUS ORGANIZATIONS VISITED ORGANIZATIONS CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH Clear and quantifiable health Engagement Talent management plan: Schedule matching based Incidents related Flexible benefits and safety objectives Online engagement Training / coaching / 360 on positions. to harassment, program o Employee engagement feedback / action plan (in the Review of work processes. for example, if Objective: to reduce the number strategy through YouTube. event of poor pe ormance). Flexible work schedules. applicable, are Based on employees’ of accidents in the factory. Engagement in evaluations Online self-evaluation system. Teleworking oppo unities identified for needs. Indicator: accident rate using o Employee engagement in for managers. discussion. the formula of the manager evaluations. Profit sharing at all levels of Occupational Safety and Health the company Administration (OSHA). Culture of innovation Future deployment of a health i-LEAD: Innovation (i); Highlight everyone’s and safety data management demonstrate leadership (L) contribution. system in SAP (not deployed). embrace (E) the change; Manager Training adapt (A) and discover (D) Training for managers on the new possibilities. coaching approach, which focuses on personalized Patience coaching of their employees Take the time to reassure and and on problem solving. explain the impo ance and Access to managers: procedures regarding safety. Open-door policy. Presence of commi ees to improve workplace communication and wellness and employee pa icipation on various commi ees Management/union commi ee. Environment, health and safety commi ee. Communication commi ee.

58 ORGANIZATIONS CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH Creating key positions within Engagement Technological approach for Personal development Equal pay Sho term project: management Engagement through design and optimizing pe ormance $500 investment for each Project currently Implementation of technology Process automation, training taken by employees underway. an operational Creating key positions within optimization of the use and seeking to gain new knowledge Several women structure to management Modern offices and layout of location of equipment, and be more effective at their recruited on the facilitate Director of training: responsible the premises. technological management jobs. Board of teleworking. for integrating all new Automated environment and tools. Mentorship program Directors and employees (training on new processes. Each employee identifies a many young Modern and inviting work techniques, coaching Pa icipative meetings at the Combination of frequent and coach, and they jointly develop talents in all offices strategies, integration offices every Friday (30 minutes) meaningful rewards a program. depa ments. program). Employees can propose Awards are offered 5 to 7 times $ 1,000 for elective training. Employee-led Improves Director of talent and culture, initiatives. a month at the office. Groupe CT invested heavily in social relationships and a process optimization Offices technological solutions to commi ee. between members advisor: developing an Modern, welcoming offices to President’s Club simplify and optimize work for of the organizational transformation show employees and potential Biannually, representatives who its employees (e.g. CEO Juice). management team program. candidates that we operate in reach their sales quota go on The business process and all employees. Seize/raise all relevant a dynamic, professional and a business trip abroad with improvement advisor and the Social commitment oppo unities for communicating collaborative work environment. the CEO. director of talent and culture encouraged by the the company's strategy and are developing an Executive Commi ee vision Creation of a pe ormance organizational transformation Pleasure and All relevant oppo unities are evaluation dashboard program. well-being at work: seized for communicating the CEO Juice so ware enables Two trips/year company’s strategy (and automated, customized Massive investment in (unaccompanied). progress of it) and vision to pe ormance repo ing to track technological solutions to Christmas pay employees. pe ormance indicators, simplify and optimize the work (weekly Pa icipative meetings simplify the layout of of its employees contribution, Encourage employees to information, and target Identify and computerize employer propose initiatives and be specific goals. boring and potentially contributes 50%). involved in implementing the demotivating processes. corporate strategy. Using the same solutions offered to their customers to optimize their own processes (e.g. Prin leet, Therefore). Use of internal expe ize to optimize work processes. The business process improvement advisor and the Director of talent and culture are developing an organizational transformation program to strengthen the organizational structure and culture.

59 CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND ORGANIZATIONS LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH La core team Engagement Inclusive recruitment system SCRUM meetings To develop Flexible group Internal mobile team that Engagement in recruiting and that engages employees Beyond simple work meetings: organizational culture insurance plan for its makes recommendations to training teams Not only the boss, but the every morning at 10 am, by considering employees management on possible team must also say, \"Yes, I employees meet not only to employee values employee combinations (to Employees are encouraged to see myself working with this state daily tasks and reflect on According to their work on projects as teams) choose their team supervisors person.\" previous ones, but also to offer Many employees specific sho - and based on personality, and be involved in recruiting new mutual assistance and reach an age when long-term needs. occupation, availability, and colleagues. Failure and experimentation cooperation (if a colleague is they sta families. On-site services interest. Engagement through the work are encouraged too busy, colleagues can The company focused on family and environment \"The sooner you fail, the intervene or offer advice). decided to health Bo om-up philosophy Design- studio style environment. be er.\" incorporate family Gymnasium (in The opinions/ contribution of Using the most powe ul \"You have to let people A system based on trust and children into collaboration with employees for decision-making technologies in the industry. dream, create.\" No evidence required or its culture. the YMCA, on team creation, definition of Engagement through task kinesiologists and values, etc. diversification checking when parents or private trainers). Employees have horizontal Non-delivery is not failure children are sick. Medical Clinic Adherence to the \"Healthy promotions (change Distinction between Sick days are different from (Tuesdays and Enterprise\" standard depa ments). non-pe ormance and personal days. Thursdays, a doctor 32 studios worldwide. non-delivery. No ove ime bank to avoid a or nurse from the Ce ification obtained in Give access to the social networks Analysis of an individual's schedule culture (i.e. \"9 to 5\") Westmount Square May 2010. in the workplace pe ormance in multiple and making employees Medical Center are SCRUM meetings Use social networks as work teams. accountable. on-site). Beyond simple work meetings: tools. Access to social networks in Private daycare. every morning at 10 a.m., Follow the online player the workplace, because employees meet not only to communities (Twi er, fans, etc.). several positive points: state daily tasks and Familiarity and proximity o Ability to use social networks summarize previous tasks, but Internal emails signed with first as a collaborative tool (less also to offer mutual assistance names only (including those formal than e-mails). and cooperation (if a person is sent to the CEO). o \"The online community can too busy, a colleague can Culture very much focused on inform us of crises or bad intervene or offer advice). spo s and physical activity experiences.\" Managers encourage (presence of daycare, employees to talk about kinesiologists, gym, etc.). Flexible teams something other than work Teams are formed and (the small pleasures of disbanded based on projects life, etc.). (employee rotations). Develop the organizational culture by considering the values of the individuals who are pa of it Employees value the environment, sustainable development and health, themes that have become the company's values. Less control, more trust No checking of absences, no need to be physically present at work (telework). Horizontal culture Everybody speaks to each other and knows each other: they address each other using first names, including Yves Guillemot (CEO). Failure IS an option: \"The sooner you fail, the be er.\" You have to let people dream, create, without fear of mistakes.

60 CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND ORGANIZATIONS LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH Have a very long-term vision Engagement Engagement through During Check-in meetings: Culture d’inclusion Emphasis on the mental Deloi e has a corporate Engagement through self-evaluation Focus on the employee's No \"second-class health and resilience of strategy for the next self-evaluation Self-evaluation tool that allows strengths (which the citizens\": associates pa ners and employees 30-50 years. individual members to employee likes to do). and trainees have the A confidential overall The evaluation system understand, explore, and present Allow leaders to set same \"rights\" health index survey Inclusion is a prerequisite for enables employees to their strengths to teammates, expectations for the coming (e.g. office), on personal any promotion understand and explore their team leader, and the rest of the week. assistants do not mental health strengths, then present them organization to discuss. Review priorities, comment have to be next to administered by To become a leader of large to teammates, team leader Talent value proposition: reinforce on recent work, provide teams, to be president, etc. and the rest of the the philosophy of working by their boss, direct Morneau Shepell. Check-in Meetings organization. deliverable, not by working hours. adjustments along the way, access to expe s (no o Employees receive Every leader must meet with Use of technology Employee representation during coaching or impo ant new need to go through a personalized repo their employees at least once pe ormance discussions: An information. assistants), etc. containing ideas and every two weeks. One-on-one Engage employees by advisor is assigned to each Provide clarity as to what is Inclusion is crucial recommendations meetings 30 minutes long. encouraging the use of a employee to represent him/her expected of each team to building more about their personal The \"How can I help you?\" technological environment at pe ormance and development member and why. courageous wellness, and a itude (sma phones, laptop, wi-fi) meetings. The workload: how everyone organizations. considerations about Adopt this a itude towards For lower-pe orming employees: the next steps employees as much as (Deloi e, 2018). creation of target groups to can do their best to work in Inclusion Repo : possible. Use of social networks assist them in their development. the coming days. How to promote even in their journey Seek to discover the person's allowed. Team of 10 people to see how to more inclusion. towards wellness. key skills: what the person likes help them. o The anonymous data to do (not what they can do). Pe ormance Coach Use lessons learned from Engage employees by 10-minute meetings with collected will help previous projects encouraging the use of a Strengthening the meaning of each employee. define Deloi e’s Convenient for larger technological environment tasks relative to the big picture Feedback throughout the comprehensive organizations (e.g. the Toronto (sma phones, laptop, wi-fi) year. strategy focused on office learned from Montreal Understanding the vision in office). relation to daily tasks through Create open and closed survey questions based on a psychological health collaborative spaces. Mike Birmingham study. Your Work, Your Way and safety. 18 types of work environments. Pe ormance management by 9 to 5 (obsolete idea): some Implementation deliverable are more productive very project for the Ergonomics; stimulation of Talent value proposition: to early, others very late. The National Standard of creativity; acoustics reinforce the philosophy of offices are shared based on Canada for (soundproofing); working by deliverable, not by working hours. Psychological Health reconfiguration (moving Favour trust instead over and Safety in the tables, chairs, etc.); working hours. Workplace. Flexible work schedule control: only 5% of spontaneous meetings; (Work your own way). employees require more Create collaborative natural light; air quality, etc. User-friendly self-evaluation control. spaces (open and Eliminate the fear of making pla orm However, some roles require closed). mistakes: a endance at specific The assessment system allows times. Philosophy rooted members to individually in a statement and displayed understand and explore their on office screens. strengths, then present them to teammates, team leaders and the rest of the organization. Rationale: building on strengths leads to be er pe ormance and give them a chance to offer their best. Designed as a consumer technology: simple, fast, and above all, stimulating to use. Employee representation during pe ormance discussions One advisor is assigned to each person and represents the employee in consensus meetings once a year to discuss employee pe ormance and development. For lower-pe orming employees: Creation of target groups to help them in their development. 10-people team to see how to help them. Deloi e University: development of our leaders and our people.

61 CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND ORGANIZATIONS LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH CEO pa icipation and Engagement Manager Pe ormances Flexible schedules and Accountability in case My work inspired: communications: Engagement through Pe ormance repo s based on holidays of conflict Encourage people to surveys feedback received from Flexible hours; work in Accountability in case think beyond work at Qua erly videos of 3-4 minutes employees. If the manager does evenings or on weekends in of conflict work. (financial statements, to mark Twice a year not pe orm well, a development exchange for 1-2 days of Human resources do o Games rooms, gym. the 30th anniversary of the (January and July). plan is put forward. holidays. not mediate in the o Give and create company, introduce new Engagement through Employees must nominate Open holidays (MyTime); event of conflict oppo unities to customers, recognition of good evaluation managers and colleagues based volunteer leave. No maximum between two develop and engage moves …). Employees provide on pre-established criteria and or minimum. employees; HR only employees outside of Many employees stay for the feedback for manager behaviours (e.g. collaboration). Teleworking automatically coaches managers work. current boss (very inspiring, evaluations. authorized for ce ain and employees. excellent speaker). Use of technology Evaluation under the \"3C\" rule positions (e.g. engineering). Open environment and Sho survey on CEO involvement in conflicts Using an online social Work objectives; behaviours employees say what well-being (voluntary) (sending e-mails, followed as network (corporate related to collaboration; customer Encourage employees they think. Measures well-being needed). Facebook). service and communication. to repo work overload An investigation is i.e. physical, mental, In-house social network (similar The manager must do his conducted when there monetary. to Facebook): 360 evaluation job and not penalize or are complaints (e.g. Offers updates, decreases the Self-assessment followed by blame the employee. harassment). Benefits with original number of emails. voluntary comments from 3 to 5 options colleagues. Financial assistance Leadership Program for Training plan is put forward in for adoption Managers (launched in 2016):: case of low pe ormance. ($3,000 and 100% of salary for 4 weeks). Courage to lead: the role and Talent review process Scholarship programs impo ance of pa nership with Managed process with HR and for the children of employees. Talent Management Commi ee. employees (university A repo generated from a Opinion poll / engagement twice reference grid and discussions or graduate). a year (January and July): with managers. Child care suppo : Employees are classified as $500 / year. Provides information about high-potential, well-placed or Free consultation with relationships between good-potential. a wellness expe to employees and managers and Assessment of critical positions develop a diet, the management of the to plan a succession plan exercise, stress company. (directors or higher levels). reduction or disease Appreciation programmes for management leaders and employees (online) program. Peer acknowledgement of individual work: Employees must nominate managers and colleagues based on pre-established criteria and behaviors (e.g. collaboration). Managers offer \"tokens\" to employees. Managers who give out the most chips are also acknowledged. Monthly prizes and annual Grand Prize (e.g. $ 5,000 gi card, training, personalized acknowledgments).

62 CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND ORGANIZATIONS LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY MENTAL HEALTH LEED and WELL ce ifications Integrated process: Data not collected. Flexible schedules Data not APPR HOLISTIC APPROACH: Suppo ed and driven by Pa icipation from IT, HR, Teleworking. collected. Application of the 7 WELL management. occupants; incentives from HR; No 9-to-5 policy ce ification concepts global approach, global impact, (but presence required VPs are easily accessible corporate culture. between 10 am and 3 pm). Air, water, nutrition, light, VPs are in the middle of the HOLISTIC APPROACH: Schedule abuses are handled fitness, comfo , spirit. workspace with glass-walled Application of the 7 WELL during annual evaluations. Physical activity offices. ce ification concepts Bicycle maintenance paid Facilitates discussions. Air, water, nutrition, light, for by the employer. fitness, comfo , spirit. Equipment and places for physical exercise on site. Very sho and targeted surveys on satisfaction Noise, cleanliness, etc. Stress management program Help-line. In-house chef Cooks healthy meals for about $7.

63 ORGANIZATIONS CLARITY OF ORGANIZATIONAL RECOGNITION AND WORKLOAD INCLUSION AND MENTAL HEALTH LEADERSHIP CULTURE PERFORMANCE MANAGEMENT DIVERSITY Co-creation and pilot projects Engagement Data not collected. Data not collected. Data not \"Reviewing work Interventions are co-created Employee engagement at collected. schedules or with the institutions. the individual level organization of work Implementation of (processes)\" - which interventions at a pilot Study on the ability of are pa s of identified institution before implementing individuals to seek resources. workplace stressors. them in others. To identify sources of stressors. Evaluation of initiatives in place Interventions contain 3 Research component components: Following a coho longitudinally. Niveau individuel Using a template: o Ability of individuals to seek resources-requests to analyze resources. the interventions. Identify stressors by working Intervention component: with teams two interventions that target MSD o E.g. reviewing schedules or and MH respectively work organization. Interventions are co-created Organizational level with the institutions. o Suppo provided to Interventions introduced at a employees during their pilot institution before absence and during their return implementing them in others. to work.

64 APPENDIX F TOOLS FOR MEASURING WELLNESS IN THE WORKPLACE (OTHER THAN THE PSES TOOL) Tools Year Reference When should the tool be used? Talent pulse N.A. Deloitte This tool is used to measure team engagement and morale The performance snapshot N.A. Deloitte  T o have a fairer system that captures real-time performance feedback (which ultimately will influence Net Promoter Score the compensation system). https://hbr.org/2015/04/reinventing- Mayo Clinic Leadership performance-management  T o create links (encourage upstream and downstream discussions) between team members. Dimensions Assessment  T o reposition this (performance) process as a business process and not an HR process. Maslach Burnout Inventory 2003 Reichheld FF. The one number you need If your organization is looking for an overall measure of well-being at work, this tool can be effective to grow. Harvard Business Review. because it gives an idea of how colleagues perceive the organization. Décembre2003. Some examples of questions: https://hbr.org/2003/12/the-one- a) Overall, the organization is an excellent work place. number-you-need-to-grow b) I think the organization is moving in the right direction. c) My immediate supervisor cares about the work I do. d) I feel comfortable talking about problems and difficult situations. e) I believe that employees respect and factor in all points of view expressed. 2012 Barry MJ, Edgman-Levitan S. Shared The assessment of leadership dimensions can be administered to individuals or groups. Individual data decision making: Pinnacle of highlights areas where multiple supervisors or leadership areas require additional training or improvement. patient-centered care. New Doing this assessment with a group facilitates conversations about strengths and areas for improvement. England Journal of Medicine. Mars 2012;366(9):780-781. 1996 Maslach C, Jackson SE, Leiter M. The The Maslach Burnout inventory measures the relationship between respondents and the work. It is typically used for evaluating a group of employees in an organization rather than as an individual diagnostic tool. The Maslach group results can be correlated with other demographic information and used as baseline data for determining the impact of an intervention. Consulting Psychologists Press; 1996. Mini Z Burnout Survey N.A. American Medical Association The survey is distributed annually and filled out individually by all employees within an organization. StepsForward. « Mini Z Burnout Survey » Data can be used as a baseline measure and as an indicator of overall staff well-being over time. https://www.stepsforward.org/modules/ physician-burnout-survey Hackman and Oldham Job 1976 Hackman JR. Motivation through the The purpose of this tool is to understand the meaning that people give to their work, their tasks, and the Characteristics Model to Job design of work: Test of a theory. meaning that work brings to their lives. Satisfaction Organizational Behavior and Human Performance. 1976;16(2):250-279