Workplace Mental Health @ ESDC in 2017

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Workplace Mental Health @ ESDC in 2017 Workplace Mental Health @ ESDC in 2017

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  • Workplace Mental Health @ ESDC in 2017 - Long description.

    Departmental Survey Results

    Background

    ESDC conducted a Workplace Mental Health Survey to gain insight into the well-being of employees. The Survey uses a tool developed by the Department of National Defence, and assesses 13 risk and resilience factors consistent with the National Standard of Canada for Psychological Health and Safety in the Workplace.

    6,957 employees were invited to participate

    48% completed the questionnaire

    Approach
    • Research shows that key factors shape how people experience the workplace.
    • Job demands are physical or emotional stressors like time pressure, heavy workload, and a stressful working environment.
    • Job resources can protect employees from the negative effects of job demands, and reduce potential negative outcomes.
    • ESDC's Workplace Mental Health Survey measures five workplace well-being outcomes associated with employees' psychological health and safety.

     

    Job Demands

     

    62% can balance work and family life

    55% experience moderate to high challenges with respect to their workload

    73% experience moderate to high challenges with job stress

     

    Job Resources

     

    85% feel competent in their job

    80% feel they work in a civil and respectful environment

    75% understand their role

    66% find their work meaningful

    64% feel safe to take risks and voice their opinion

    62% feel connected to their colleagues

    57% report their leaders are supportive and inspiring

    52% experience low to moderate team culture and organisational support

    64% feel low to moderate sense of control over their work

    47% feel a low sense of impact in their job

    42% feel their work is not appreciated or recognized

    (Job Demands +

    Job Resources) =

    Workplace Outcomes

    80% are highly engaged in their work

    56% intend to stay in the organization

    52% have low to moderate morale

    69% experience moderate to high burnout

    72% are at moderate to high risk to meet minimal clinical threshold of anxiety or depressive disorder

    Employees' morale, job burnout, and psychological distress is particularly concerning

    Workplace Well-being Groups

    There are four distinct groups among ESDC respondents:

    1. 43% of respondents are described as Functioning
    2. 25% as Thriving Movers (Employees with high well-being scores who would consider leaving ESDC)
    3. 17% as At-risk
    4. 15% 15% as Thriving Stayers

     

    At-Risk Group: those in mid-career; who are citizen facing; in non-supervisory roles; or younger than 35.

    Five key predictors that increase a respondent's likelihood of being at-risk:

    • lower levels of autonomy
    • less meaningfulness at work
    • less organizational support
    • a reduced sense of belonging
    • elevated levels of job stress

     

    Employees at all levels are encouraged to take action in the following four areas to create a psychologically healthy and safe workplace.

    Suggested Areas for Action

    Leadership, Organizational Support, Group Culture
    Leadership, Organizational Support, Group Culture
    Managers

    Be:

    • Available to all employees
    • Transparent, clear, and direct
    • Proactive: Create opportunities for conversation within your team
    Employees

    Be:

    • Curious: Ask questions and seek answers
    • Part of the solution
    • Open to feedback - An active participant in team conversations
    Job Stress and Workload
    Managers

    Be:

    • Strategic when delegating, proactive where possible
    • Action oriented to reduce obstacles to productivity
    • Flexible with expectations and willing to hear suggestions
    Employees

    Be:

    • Strategic when deciding task priorities, proactive where possible
    • Action oriented to reduce obstacles to productivity
    • Flexible with expectations and willing to hear suggestions
    Recognition
    Managers

    Do:

    • Support personal growth and professional development
    • Celebrate your teams' success
    • Follow the Platinum Rule: "Treat others the way they want to be treated"
    Employees

    Do:

    • Seek opportunities for personal growth and professional development
    • Celebrate colleagues' successes
    • Follow the Platinum Rule: "Treat others the way they want to be treated"
    Psychological Needs at Work: Autonomy and Impact
    Managers

    Do:

    • Involve employees in decision making
    • Communicate with your team about the potential impact of external decisions on their work
    • Support the basic but critical human needs of your employees to feel connected, competent, and capable of exercising choice in their work
    Employees

    Be:

    • Provide constructive input in decision making
    • Discuss with your manager the potential impact of external decisions on your work
    • Explore with your manager ways to increase your sense of connection, competence, and how to exercise choice in your work

    For the full report, or more information on ESDC’s, please go to Workplace Mental Health Survey, or contact the survey team at na-coe_survey-sondage_ce-gd@hrdc-drhc.net