The 13 Factors of the Workplace Psychological Factors Awareness Campaign (WPFAC) at ESDC

Congratulations! You found a new piece of the puzzle!

Each puzzle piece represents one of the 13 unique factors that have the potential to prevent psychological harm in the workplace.

The 13 Factors

  • Involvement and Influence (April)

    When it is in the workplace

    • When you feel you have meaningful input into your work, you are more likely to be engaged, to have higher morale, and to take pride in the organization. This feeling, in turn, increases your willingness to make extra effort when required. Job involvement is associated with increased psychological well-being, enhanced innovation, and organizational commitment.

    When it is missing from the workplace

    • If you do not believe you have a voice in the affairs of the organization, you could feel a sense of indifference or helplessness. Job alienation or non-involvement is associated with cynicism and distress, greater turnover, and burnout.

    Self-Check

    • Are you included in discussions about how your work is done and how important decisions are made?
    • Are you able to talk to your immediate supervisors about how your work is done?
    • Do you have some control over how you organize your work?
    • Do you look for opportunities to share your opinions and suggestions about your work?
    • Are you informed of important changes that can impact how your work is done?
    • Does ESDC encourage your input on important decisions related to your work?

    Get involved and influence!

    2018-19 Year-End Performance Agreement Preparation

    • In March and April, the performance agreement (PA) year-end discussions are important to link organizational priorities with your day-to-day work by reviewing your objectives and providing you with tools to enhance your skills and support your career development.

    Training Options - Canada School of Public Service

  • Balance (May)

    When it is in the workplace

    There is an acceptance of the need for a sense of harmony between the demands of personal life and work.

    When it is missing from the workplace

    Role conflict and overload starts to emerge due to conflicting responsibilities (being a worker, parent, partner, etc.).

    Self-Check

    • Do you feel that you are able to reasonably meet the demands of personal life and work?
    • Does your immediate supervisor encourage you to take your breaks and lunchtime and vacation leave?
    • Are you taking steps to promote your own harmony between personal life and work?
    • Are you able to talk to your immediate supervisors when you are having trouble balancing your work and personal life?

    Put your Work-Life Balance to the test!

    Take the Canadian Mental Health Association's Work-Life Balance Quiz to assess balance in your life.

    PSP and M2M Turn One Year!

    Did you know the Peer Support Program and the Manager to Manager Network are celebrating their one year anniversary this May? Visit both resource's websites to find support and help maintain a positive balance between your work and personal life.

    Balancing the challenges of life

    Read how Sara Filbee, ADM Atlantic Region and Departmental Workplace Mental Health Champion, views work-life balance, and how this constant struggle is an integral part of being human.

    Mental Health Awareness Week May 6-12, 2019

    As part of Mental Health Week, why not take the time to learn more about what mental health means, how it presents itself differently in each of us, and what ESDC can offer as support. Participate in the events that will be held in your region!

    Training Options

    ESDC
    Canada School of Public Service
  • Organizational Culture (June)

    When it is in the workplace

    When an organization's culture is characterized by trust, honesty, respect, civility, and fairness, the psychological safety and health of the workplace and the workforce are enhanced. There are norms, values, beliefs, meanings, and expectations that group members hold in common and use as behavioural and problem-solving cues.

    When it is missing from the workplace

    Without strong organizational culture, people might not be held accountable for their actions, and there may be a lack of trust between employees and management.

    Self-Check

    • Is there respect for others' ideas, values, and beliefs in your workplace?
    • Does your immediate supervisor effectively address difficult situations at work?
    • How are you positively contributing to your work community?
    • Which values and beliefs anchor the work of you and your team?

    Promote Civility and Initiating Respectful Dialogue in the Workplace

    A healthy and respectful workplace is everyone's responsibility and is a team effort. Take time to read these two infographics from the Office of Values and Ethics: Six Ways to Promote Civility in the Workplace and Initiating Respectful Dialogue in 4 steps.

    Podcast on Wrongdoing and Fear of Reprisal

    As part of the ASPIRE initiative, the Office of Values and Ethics have recorded multiple podcasts on a variety of topics. You are invited to listen to the Podcast on Wrongdoing and Fear of Reprisal with Eric Chartrand, Advisor, Office of Values and Ethics and special guest, Craig Dowden (Ph.D), expert on civility and wrongdoing.

    National Public Service Week (NPSW) June 9-15, 2019

    NPSW recognizes the importance of the work you do as federal public servants. Join your colleagues in celebrating the incredible impact you are having, every day, on Canadians, our beautiful country and its unlimited future. Participate in the events that will be held in your region!

    How my work family cares for me!

    Read about the workplace mental health journey of Lea Werthman, Citizen Service Workplace Mental Health Champion. Her article highlights the important role of organizational culture in building a psychologically healthy and safe workplace.

    • Organizational Culture – or how my work family cares for me - "Lea Werthman"

      Of the 13 factors of psychological health and safety in the workplace, “organizational culture” can be challenging, as it calls upon the entire community to embrace a set of shared values and behaviours. In my own experience, however, I can tell you that our department is “all in” on organizational culture. More than just words in a Performance Agreement, or a policy document, ESDC’s commitment to supporting the mental health of employees is a living, breathing thing.

      When my world fell apart in the Fall of 2016, I trusted that my manager and my colleagues would understand that I was Not Myself. That first Monday morning after my husband left me, I walked in to my Director’s office, closed the door, and burst into tears. “I don’t know how I can even function” I said to him. His response: “What do you need? How can we help?”

      I needed a lot. Space to cry. Regular hugs. And I needed the time to recover. One phone call to the Employee Assistance Program and I had a list of four therapists within 10 kms of my home. As I began talking through my trauma, I experienced – and am still experiencing – issues with anxiety, which really revealed themselves when driving in rush hour traffic. I would arrive home from work shaking, and hoarse from screaming at the cars around me. What might have been an ok day at work was quickly destroyed by the 45-minute drive at the end of it. Solution: I don’t do rush hour any more. Through an Alternate Work Arrangement (AWA), I now arrive early and leave early, and use technology to work from home while others are shouting at the traffic.

      Not once did anyone trivialize what I was experiencing. When I decided to share my story – and my “eureka” moment about the Mental Health Continuum – there was no shame. And when ESDC launched its Peer Support Program, not only was I feeling healthy enough to become a Peer Supporter, I had an inspiring story to share about my own experience with mental health. Now, as we embark on the second three-year Mental Health Action Plan, we are building on a solid organizational culture that recognizes the importance of creating a psychologically healthy and safe workplace. I am proud to be Co-Chair of the department’s Workplace Mental Health Champion’s Network, and to share the story of our supportive culture with other departments through my speaking engagements.

      Visit iService’s Mental Health page. Nowhere is it more evident that our department’s culture is focused on creating a working environment that allows us all to bring our best selves to work. Read/watch the testimonials from your colleagues, and you will see that my experience is not unique to me. Check out the wide range of resources available – both inside the department, and from expert service providers. This is an organization that walks the talk.

    Training Options

    Canada School of Public Service
  • Civility and Respect (July)

    When it is in the workplace

    Employees show esteem, care and consideration for others, and acknowledge one another’s dignity. Individual differences of all nature are celebrated, and alternative perspectives are encouraged to promote and contribute to a diverse and inclusive work environment.

    When it is missing from the workplace

    Employees may not demonstrate respect or consideration in their interactions with colleagues, or with the public. There is a lack of willingness to consider perspectives, opinions, ideas and values that differ from those an employee may hold personally. Individual differences, rather than being valued, could be disregarded, undermined, or deemed as unimportant.

    Self-Check

    • How do you demonstrate respect and consideration in interactions with your colleagues?
    • Does ESDC effectively handle conflict between stakeholders? (i.e. unions, Canadians)
    • Are all employees treated fairly and equally within your team?
    • Does ESDC effectively address inappropriate behaviour from its employees?

    A healthy and respectful workplace begins with you!

    Small acts of kindness go a long way towards making people feel appreciated. Take a look at Gail Johnson, ADM HRSB, thanking an employee for her great work! For the month of July, you are invited to engage in an act of kindness every day by following the Random Acts of Kindness Calendar. This is an easy and fun way to show someone you care!

    A manager’s guide to maintaining a civil workplace

    Managers and Executives play a vital role in exemplifying ethical behaviour, and set a standard for employees within our department to follow. Read how to maintain and encourage civil workplaces with your colleagues and teams in HRinfo.

    • A manager’s guide to maintaining a civil workplace

      Managers and Executives play a vital role in exemplifying ethical behaviour, and set a standard for employees within our department to follow. Promoting civility can positively impact you and your employee’s interactions on a daily basis and help to cultivate a respectful Federal Public Service.

      Here are a few tips to maintain and encourage civil workplaces with your colleagues and teams:

      • Consider the “Platinum Rule”: treat others the way they would like to be treated. Maintaining ongoing, regular, and open dialogue, where all staff can engage and participate is key to a healthy workplace culture.
      • Communicate your expectations about civility with your employees. Hold everyone to the same standard and take action against acts of incivility as rapidly as possible. Remember that you do not have to do this alone; you can contact the Office of Values and Ethics or the Office of Informal Conflict Management for guidance.
      • Adjust your attitudes and behaviours to remain respectful. Consider the diversity of experiences, perspectives, and expectations of your colleagues and staff. Remember that we are all different and it is important to allow each individual to use their strengths to their full capacity.
      • Remember that civility, respect, and communication go hand-in-hand. If a colleague is treating someone in an uncivil way, remember to firstly communicate with the person. Consider the facts and the impact of the situation, and then share your needs, making requests in a kind and respectful manner.
        • Tip: Communicate using “I” statements (i.e., “I feel”, “I saw”, etc.) to share your point of view. Be careful making “you” statements which can often bring out defensive behaviour.

      For more information about civility in the workplace, please refer to this infographic about 6 ways to promote civility, or this infographic about Initiating respectful dialogue in 4 steps. You can also consult the Office of Values and Ethics iService site, or contact them by email for all enquiries, questions, or concerns.

    Podcast on Civility

    As part of the ASPIRE initiative, the Office of Values and Ethics have recorded multiple podcasts on a variety of topics. You are invited to listen to the Podcast on Civility with Ausama Alsousi and Ben Po, Managers, Office of Values and Ethics. Also do not hesitate to participate to the Civility True or False Questionnaire.

    Civility and Respect in the Workplace

    Take a moment to read the thoughts shared by Fatima Kouraichi El Idrissi, Director, Audit Professional Practices and Special Examinations at the Internal Audit & Enterprise Risk Management Branch. As an Integral Master Coach™, a Mental Health (MH) peer supporter, co-chair of WMH Champions Network, and member of MH Speakers Bureau, she is a fervent advocate for compassionate and authentic leadership.

    • Civility and Respect – or civility and respect in the workplace - "El Idrissi"

      We spend a large part of our lives in our workplaces. The way we are treated - and the way we treat others or witness them being treated - is fundamental to our experience of workplace wellbeing.

      Born under the Moroccan sunny skies, in a culture, where being a girl came with a price tag; it was inevitable that one day or another, somebody – just because they can – would approach you in an unsolicited way (e.g. harassment; obnoxious behaviour). To be seen and respected were compelling values. So, 25 years ago, I came to Canada: "I was not an economic migrant or a political refugee; I consider myself an ideological migrant, because I chose to live in a place where my values are respected."

      As an Integral Master Coach™, Mental Health (MH) peer supporter, co-chair of WMH Champions Network, and member of MH Speakers Bureau, I am a fervent advocate for compassionate and authentic leadership. With simplicity, I am sharing some insights on the impact of incivility on us, our organization and families as its damaging effects transcend the boundaries of the workplace.

      The effects of incivility take a toll on all of us. "It damages our relationships, causing feelings of failure, isolation, and contaminates the workplace by lowering morale, organizational trust and job satisfaction." Whether expressed through overt rudeness, or in more subtle ways such as gossiping or withholding information, incivility can erode self-esteem and increase anxiety. The resulting negative environment leads to unhealthy interactions, less information-sharing, mutual help and team experimentation. Direct results also include mental and physical illness, loss of productivity, absenteeism, eroded engagement, and turnover.

      Tone from the top is key. A recent national Harassment Awareness and Prevention Campaign at ESDC brings into sharp focus senior leadership’s commitment to establishing the conditions needed to create and maintain a workplace that supports productivity, achievement of personal goals, and protection of dignity and self-esteem for all employees.

      I am sharing ten key leadership behaviours to which I have personally committed:

      1. Model good behaviour
      2. Ask how people are doing, and listen
      3. Don’t make excuses for perpetuators to lighten the situation
      4. Hold everyone accountable
      5. Define acceptable conduct
      6. Practice conflict resolution
      7. Train team members to resolve conflicts and speak up against incivility
      8. Hire and train for civility
      9. Cognitive and affective self-care (e.g. mindfulness) to embody the change we want to see
      10. Be kind

      The employer has responsibilities. Each one of us does, too.

      "We all contribute to each other’s experience of civility and respect in the workplace. It starts with practicing gratitude, compassion, and inclusiveness (e.g. various perspectives). As an ideological immigrant who travelled half way across the world to pursue my life here, my wish for us all is that we be kind to each other and respect our shared humanity."

    Training Options

    ESDC
    Canada School of Public Service
  • Recognition and Reward (August)

    When it is in the workplace

    There is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. An increase in motivation, self-esteem and a desire to excel encourages employees to exceed expectations, which enhances the overall success of the team.

    When it is missing from the workplace

    If employees believe their efforts are unappreciated, confidence in their work and trust in the organization may be negatively impacted. Employees are likely to feel demoralized, and some may decide to leave their team or unit as a result. An imbalance between effort and reward is a significant contributor to burnout and emotional distress, both of which encompass a range of psychological and physical symptoms.

    Self-Check

    • Does your immediate supervisor show appreciation of your contribution to the team?
    • How does your team celebrate shared accomplishments?
    • Does ESDC appreciate efforts made by employees in a meaningful way?
    • How do you appreciate and thank your colleagues for their efforts?

    Simple and Inexpensive Recognition

    Day-to-day recognition is free! Recognition can be a simple act or word of thanks that acknowledges the hard work and dedication of others. It can be practiced at all levels, including between peers, employees and managers, on an informal and regular basis. A few examples of day-to-day recognition you can partake in at ESDC include sending a free e-card from Seasons or iBoutique, distributing certificates of recognition, or taking a few minutes out of your day to thank a colleague.

    2019 Deputy Ministers’ Awards of Excellence

    The Deputy Ministers’ Awards of Excellence recognize excellence and innovation, and are the most prestigious methods of formal recognition at the Departmental level. The Deputy Ministers will present the winners with their awards on September 17, 2019 at the Canadian Museum of History in Gatineau.

    Test Yourself on Recognition - A Manager’s “Do's” and “Don’ts”

    Review the following behaviours that build and encourage a culture of recognition. Add them up to find out if you are anchoring a culture of recognition in your team!

    Do you know when Employee Appreciation Day* is celebrated?

    Here’s an even better question: Why does it matter? The truth is that employee recognition is an important part of organizational culture, and always will be. Every day is an opportunity to show your appreciation for those around you.

    *Employee Appreciation Day is celebrated annually on the first Friday in March.

    Training Options

  • Workload Management (September)

    When it is in the workplace

    Employees’ assigned tasks and responsibilities can be accomplished successfully within the time provided, with access to all the necessary resources (i.e. time, equipment, support) required to do their work well.

    When it is missing from the workplace

    Increased work demands, without opportunities for employees to exercise control, can result in physical, psychological and emotional fatigue, and increased stress and strain. Without proper workload management, there is a direct, negative impact on performance.

    Self-Check

    • Is the amount of work you are expected to do reasonable for your position?
    • Has management provided you with the equipment and resources required to do your job well?
    • Do you and your team feel comfortable to talk to your immediate supervisor about the amount of work you have to do?
    • Is your work free from unnecessary interruptions and disruptions?
    • What sort of a conversation will you have with your manager if you believe the level of control needed to prioritize tasks and responsibilities, when facing multiple demands, is lacking?

    For Managers: Did you know?

    Workload Management is the psychosocial factor that many working Canadians describe as being the biggest workplace stressor (i.e., having too much to do and not enough time to do it). Also, did you know that one of the main reasons employees feel negatively about their jobs and their employers is excessive workload? If Workload Management has been flagged as an area of concern in your workplace, it is important to discuss this concern and implement new actions that will provide a strong foundation for building a psychologically healthy and safe workplace. Here are a few suggestions to help managers to take action:

    • Cultivate a work culture that clearly values the quality of work done, not simply the quantity of work (e.g., hours worked).
    • Assign workload equitably, with consideration for varying levels of responsibility associated with different positions.
    • Ensure that the necessary equipment and supports are available (e.g., tools, technology, support staff) to help complete work competently and efficiently.
    • Acknowledge and appreciate employees’ efforts during times of high work demand.
    • Assign tasks based on the particular strengths and abilities of individuals, ensuring equity throughout the process.
    • Provide education on topics relevant to managing workload (e.g., time management, use of technology).
    • Communicate regularly with staff about how they can optimally manage and adjust their workload.
    • Actively involve employees in the development of strategies to better manage workload (e.g., reduction or elimination of redundant or unnecessary tasks).
    • Ensure that systems are in place to cover staffing shortages (e.g., due to vacation, sick leave, unfilled positions).
    • Conduct job analyses/audits to determine workload demands, equity in work distribution and areas for improvement.
    • Janet Goulding, the Departmental Workplace Mental Health Champion, provides us with her perspective on workload management

      As the new Departmental Champion for Mental Health, I was excited to have to the opportunity to contribute to the Workplace Psychological Factors Awareness Campaign, and enthusiastically signed up to write a short article on the September factor: Workload Management. I then diligently added this to my “to do” list and, went on to the next item on the top of my “urgent” pile. You know the saying “time flies, when you’re having fun!”? Well, before I knew it, the deadline to submit this article was fast approaching, and I needed to get on it. When I sat down to write, however, I was admittedly a little unsure how to start. So, the obvious route was to start with a definition.

      Et voilà: “Workload Management is present in a work environment where tasks and responsibilities can be accomplished successfully within the time available”. Nice, simple, clear little definition. No problem, I got this! So next, I reflected a little on what this meant to me: “Is workload management present in my work environment?” Good question. Let’s see: 4 ministers; 4 deputy ministers, mandate letter commitments, Budget 2019 deliverables; MCs, TB Subs, briefing notes, medium term planning, transition advice, trackers of all sorts and sizes…suddenly, my sense of enthusiasm and confidence started to wane. But I made a commitment, so I decided to do what I could in the time available!

      First, a disclaimer: I am by no means an expert in “workload management”. I do co-manage an extremely busy branch though, so I offer a few tips that I hope will resonate with some of you. I think we often feel like workload management is something beyond our control, but there are some things we can all do:

      1. Filter out Distractions: Sometimes we all just need some quiet time to think, read, write without the distractions of email, random questions from inquisitive colleagues and\or last minute meeting requests from your ADM!  Make a conscious effort to block time in your calendar to focus on specific tasks, and to the extent possible follow through on those plans. 
      2. Take a breather: make time to recharge batteries and refresh your mind.  Whether you’re sitting at computer screen all day; attending meeting after meeting or serving the public, find a little time in your day to: have a healthy snack; go for a short walk and get some fresh air; meditate or breathe deeply for 5 to 10 minutes; or simply chat with a colleague. Our bodies and mind can all benefit from a little break to help us re-focus and be more productive. 
      3. Communicate: when the workload gets too heavy, we all have a responsibility to keep the lines of communication open.  If you let your manager know that your workload is getting too heavy, you can work together to find solutions. There are always options to share the load, re-prioritize or move back deadlines that are unreasonable, but managers can’t help if they don’t know there’s a problem.

      As a parting thought, I would like to offer you this:  we all have a responsibility to making our workplace a healthy environment.  So if you see challenges, be part of the solution and engage in the conversation with your colleagues and your supervisors.  And if you don’t know where to start, try the ESDC Mental Health page on iService.

      There are many resources available to help, and remember, nothing is more important than your health!

    Training Options

    ESDC

    Canada School of Public Service

  • Psychological Protection & Protection of Physical Safety (October)

    When it is in the workplace

    • Psychological Protection

      Workplace psychological safety is demonstrated when employees feel safe to take risks by asking questions, seeking feedback, reporting mistakes and problems, or proposing new ideas without fearing negative consequences to themselves, their job, or their career.

    • Protection of Physical Safety
      Workplace physical safety is present when employees are protected from hazards and risks related to their physical environment.

    When it is missing from the workplace

    • Psychological Protection
      When employees are not psychologically safe they experience demoralization, a sense of threat, disengagement and strain. They may feel that mistakes are held against them, that it is difficult to ask other colleagues for help, and can perceive workplace conditions as ambiguous and unpredictable. There could be noted instances of harassment, bullying, discrimination, violence or stigmatization.
    • Protection of Physical Safety
      Workplaces that fail to protect physical safety are likely to be more dangerous. There may be an increase in workplace accidents and injuries with little focus from management on prevention. Employees who do not see the workplace as protecting physical safety will feel less secure and less engaged, which could increase vulnerability to psychological distress and mental health challenges.

    Self-Check

    • Psychological Protection
      • Do you feel your supervisor cares about your emotional well-being?
      • What things are you doing to contribute to a psychologically healthy and safe workplace?
      • At ESDC, what has been put in place to prevent harm to employees from harassment, bullying, discrimination, violence or stigma?
      • At a team meeting, identify one way that your team can contribute to your workplace’s psychological health and safety.
    • Protection of Physical Safety
      • How does ESDC take into consideration the impact of the physical work environment on employee mental health?
      • Do you feel that your supervisor takes all health and safety concerns seriously?
      • How does the Department assess the psychological demands of jobs and workplaces to determine if they present hazards to employees’ physical health and safety?

    How can you help?

    • Maintaining an ongoing dialogue with your supervisor/team leader/manager is essential when addressing issues related to the protection of psychological and physical safety.
    • Why not get involved in your local workplace health and safety committee? Become a member and raise awareness of issues or concerns in your workplace.

    Harassment Podcasts

    As part of ESDC’s awareness and prevention campaign, the Harassment Centre of Expertise (HCE) launched with the Office of Values and Ethics, a series of podcasts called “Harassment: A true story”. You will hear stories of employees and managers who experienced harassment in the public service. At the end of each podcast, HCE experts will provide you with advice. You will learn what to do, and where to go when facing a harassment situation in the workplace.

    Podcast on Bullying

    As part of the ASPIRE initiative, the Office of Values and Ethics (VE) have recorded multiple podcasts on a variety of topics. You are invited to listen to the Podcast on Bullying with Ausama Alsousi, Manager, VE, and special guest, James Gilbert, ADM, Public Affairs and Stakeholders Relation Branch.

    Mental Health Illness Week October 6-12, 2019

    As part of Mental Health Illness Week, take the time to learn more about what mental health illness means, how it presents itself differently in each of us, and what ESDC can offer as support.

    World Mental Health Day October 10, 2019

    World Mental Health Day is observed on October 10 every year, with the overall objective of raising awareness of mental health issues around the world and mobilizing efforts in support of mental health.

    This year, the theme is suicide prevention. Every suicide is a tragedy that affects families, communities, workplaces and entire countries. Facts:

    • In Canada, there are 11 suicide deaths and 250 suicide attempts occurring daily.
    • Countless others have suicidal thoughts.
    • Suicide is the second leading cause of death among 15-34 year olds.
    • The ripple effect of suicide leads to a large number of people impacted by this devastating moment.

    October is Healthy Workplace Month

    As part of Healthy Workplace Month, why not take the time to learn how to mitigate the effects of psychosocial factors that can affect your health. Sign up for some of the trainings below to better prepare yourself.

    ESDC
    Canada School of Public Service
  • Growth and Development (November)

    When it is in the workplace

    Growth and development is present in a work environment where employees receive encouragement and support in the development of their interpersonal, emotional, and job skills. Such workplaces provide a range of internal and external opportunities for employees to build their repertoire of competencies, which will not only help with their current jobs, but will also prepare them for possible future positions.

    When it is missing from the workplace

    Employees who are not challenged by their work will grow bored, their well-being will suffer, and their performance will drop. When staff do not have opportunities to learn and improve their interpersonal and psychological skills, the result can be conflict, disengagement and distress.

    Self-Check

    • Who at work provides you with feedback that helps in your professional growth and development?
    • What opportunities are there for you to advance within your organization?
    • How does ESDC value and prioritize workers’ ongoing growth and development?
    • How might you approach your immediate supervisor with an idea that would allow you to take on new opportunities and challenges?

    Growth and Development Board/Wall

    Take the opportunity to put up a message board/wall in your workplace. Employees can add personal notes and goals to encourage and support themselves and colleagues in the development of their interpersonal, emotional and job-related skills.

    ESDC 2019-20 Mid-Year Performance Agreement

    Performance agreement (PA) mid-year discussions are now complete and documented. Take the time to review your achieved work objectives and prepare your career aspirations, motivations and professional interests at work for the next fiscal year.

    Mentoring Program Options

    Mentoring refers to a one-on-one relationship based on the transfer of knowledge, advice, and expertise. A mentoring relationship is rewarding to both parties, as it provides an opportunity to expand networks, take on new challenges and grow both personally and professionally.

    Training Options

    ESDC
    Canada School of Public Service
  • Psychological Support (December)

    When it is in the workplace

    In the workplace, psychological support is shown when coworkers and supervisors are supportive of each other's psychological and mental health concerns, and respond appropriately as needed. When employees perceive this type of support, they believe their organization values their contributions, is committed to ensuring their psychological well-being and is able to provide meaningful supports if their well-being is compromised.

    When it is missing from the workplace

    When employees perceive of a lack of psychological support from their organization, this can lead to increases in absenteeism, withdrawal behaviours, strain, conflict and turnover. Strain can then lead to greater issues such as fatigue, headaches, burnout and anxiety. Lack of psychological support within an organization can also result in loss of productivity, increased costs and greater risk of accidents, incidents and injuries.

    Self-Check

    • What types of services or benefits does ESDC offer that supports your psychological health?
    • How does ESDC support employees who are returning to work after time off due to a mental health condition?
    • What are two things that your supervisor can do to help support you when you are dealing with personal or family issues?
    • Does your team have a process in place to support one another if someone is showing signs of psychological distress while at work?
    • How would you rate ESDC's understanding and commitment towards improving and supporting employee mental health?

    Take the Mental Health Meter

    Understanding the characteristics that contribute to good mental health will help you determine how mentally fit you are. Evaluate your mental health through the Mental Health Meter*, created by the Canadian Mental Health Association (CMHA).

    *Please note that this is not a scientific test. Information provided is not a substitute for professional advice. If you feel that you may need advice, please consult a qualified health care professional.

    Psychological Support in the Workplace

    Words from Lyne Bourget, the Director General of the Strategic Integration and Governance Branch, and the Mental Health Champion of the Labour Program

    • Pause and reflect for a moment on words from Lyne Bourget

      The workplace is much more than a place to earn a living – it also represents a key source of social support. Try as we may to keep our work and personal lives separate, whatever we feel and experience in one affects how we feel and act in the other. Life is filled with unpredictable ups and downs and it makes sense that we might find ourselves emotionally upset at work whether the cause is work related or not. We need psychological support in the work place to help us through these situations.

      We might all have personal circumstances (e.g. illness, loss or grief, family struggles) as well as professional situations (e.g. difficult colleague, too much work/not enough time, a disappointing performance review) that can affect our mental health, work productivity and job performance. In such moments, we hope the person across from us is able to provide quality and appropriate support…without trying to problem-solve, make things better, or avoid the emotion around us.

      In the National Standard, there is a psychosocial factor called "psychological support" that encourages organizations to be an "environment where co-workers and supervisors are supportive…and respond appropriately as needed".

      Do we really know how to do this for each other? What does helpful psychological support look like?

      I invite you to watch this 3-minute video that models with humour and humanity how to respond to each other with authentic support. (For French subtitles please turn on Closed Captioning).

      What I remember most and that made all the difference when going through my own difficult times over the years are those colleagues who lent a listening ear or made a kind gesture and the bosses who were understanding and supportive. I have tried to do the same for others.

      It is my hope that this holiday season, you will join me in extending this kind of psychological support to others in the Department and beyond!

    Support throughout the holidays

    Did you know that the holiday season is when the Employee Assistance Program receives the majority of calls? Counsellors are ready and available to provide immediate support to both employees and their families at any time of the day or night, every day of the year.

    Training Options

    ESDC
    Canada School of Public Service
  • Psychological Competencies and Requirements (January)

    When it is in the workplace

    Psychological competencies and requirements, or psychological job demands, are present in a work environment where there is a good fit between employees' interpersonal and emotional competencies and the requirements of the position they hold. This means that employees not only possess the technical skills and knowledge for a particular position, but they also have the psychological skills and emotional intelligence to do the job.

    When it is missing from the workplace

    A poor fit between employees’ psychological competencies and the requirements of the position they hold may result in job strain. This strain can be expressed as emotional distress and arousal, excessive cognitive rumination, defensiveness, energy depletion and lower mood levels. Organizationally, a poor match between competencies and requirements is linked to a reduction of applicants in the recruitment and training process, lack of enjoyment and engagement, poor productivity, conflict, and greater voluntary turnover.

    Self-Check

    • Which recruitment, training, and promotion practices does ESDC emphasize that aim for the highest level of interpersonal competencies at work?
    • How does ESDC monitor the management system to address behaviours that impact employees and the workplace?
    • How can your supervisor show that they value employee input, particularly during periods of change and through the execution of work?
    • In which ways does ESDC assess employees’ demand and job control issues, such as physical and psychological job demands?
    • What is the review process for ESDC’s management accountability system that deals with performance issues and how employees can report errors?

    The Annual Mental Health in the Workplace Fair - January 29, 2020

    ESDC, in support of Bell Let’s Talk Day, is hosting a Mental Health in the Workplace Fair. Representatives from various mental health and wellness organizations will be on hand to provide employees with valuable information and to answer questions.

    Let’s talk about the importance of mental health in the workplace. Hope to see you there.

    Reflection

    Think of a time at work when you felt that your job demands did not match your emotional and interpersonal competencies. What did you do to maintain your mental health, while ensuring you accomplished necessary tasks?

    • Did your supervisor and yourself look at the psychological demands of your current position?
    • Did your supervisor and yourself review the jobs expectations?
    • Did you ask your supervisor for the support that you need? Perhaps you might need some job training.
    • Try making a list of the psychological demands of your job. Are there areas that can be made less stressful? How can you make this happen for yourself?

    Training Options

    Canada School of Public Service
  • Clear Leadership and Expectations (February)

    Types of leadership

    There are many types of leadership, and each impacts psychosocial health and safety in different ways. The most widely known types of leadership are instrumental, transactional and transformational.

    Transactional leaders operate within a rewards and punishments system, and achieve employee compliance through external motivation by rewarding performance. These leaders are often resistant to change and discourage independent thinking that deviates from the status quo.

    Instrumental leadership focuses primarily on producing outcomes and achieving goals. These types of leaders excel within production environments because they get the job done, but in being so focused on the end goal, they can alienate other employees. Little attention is paid to the ‘big picture,’ the psychosocial dynamics within the organization, and, often, individual employees.

    Transformational leaders are considered the most powerful. Seen as change agents who motivate their followers to do more than what is expected, they are concerned with long-term objectives and transmit a sense of mission, vision and purpose. These leaders have charisma, give individualized consideration to their employees, inspire, and stimulate intellectual capabilities in others.

    When it is in the workplace

    Workplaces with clear leadership and direction are environments where employees are able to thrive. Clear direction and sufficient support informs employees on what they need to do, explains how their work contributes to the organization, and discusses the nature and expected outcomes of impending changes. Effective leadership increases employee morale, resiliency and trust, and decreases employee frustration, conflict and turnover.

    When it is missing from the workplace

    Leaders who operate within a rewards and punishment system may find higher rates of disengagement and presenteeism amongst their staff as a result of an inflexible and rigid structure. Instrumental leaders are more likely to receive health complaints from their employees, including general feelings of malaise, irritability and nervousness. Similarly, leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff and can undermine the legitimacy of any organizational program, policy and/or service intended to support employees. Middle managers are at greater risk due to the fact that they must be leaders and be led simultaneously. This role conflict can lead to feelings of powerlessness and stress.

    Self-Check

    • What are two examples of effective leadership you encounter in your workplace?
    • How does your supervisor inform employees about important changes at work?
    • In what ways does ESDC provide clear, effective communication? How can it be improved?
    • When has your supervisor provided you with a helpful piece of feedback? Why does it stand out to you? How did it impact your performance moving forward?

    Leadership Thinking in Times of Change

    Are you a leader and are unsure how to best guide your team through times of change? The Leadership Thinking in Times of Change series from the LifeSpeak Library contains six short, informative videos on the types of challenges leaders face in turbulent times. Topics covered include: being an agent of change, how reframing leads to insight, approaches to communicating as a leader, having conversations about change, and more.

    Whether you are using a computer, a tablet or a smartphone, simply log on to the following address:

    Also the LifeSpeak App is available in the App Store and on Google Play. To download the LifeSpeak app:

    • Client Name: canada
    • Client Password: canada

    ESDC 2019-20 Year-End Performance Agreement

    A friendly reminder that Year-End Assessments are just around the corner. This is an opportunity for employees to revisit work expectations with their supervisors, and to take the time to discuss ways they can enhance their progress and performance. This is a great opportunity to use your autonomy and advocate for your own professional growth and development (see above for a refresh on this factor!).

    Psychology Month

    Psychology Month is celebrated every February to highlight the contributions made to further our knowledge of psychology in Canada. Each year, employees are educated on how psychology relates to living a healthy and happy live, communities flourishing, employers creating effective workplaces, and governments developing innovative and inclusive policies. Did you know that you have access to several mental health services, both within the department and externally with Health Canada? If you are looking for someone to speak with, healthy and effective coping strategies, or just more information, visit Services to Assist You! No issue is too small.

    Training Options

    ESDC
    Canada School of Public Service
  • Engagement (March)

    When it is in the workplace

    Engagement is present in a work environment where employees enjoy and feel connected to their work, and where they feel motivated to do their job well. Employee engagement can be physical, emotional and/or cognitive.

    • Physical engagement is based on the amount of exertion an employee puts into their job.
    • Emotionally engaged employees have a positive job outlook and are passionate about their work.
    • Cognitively engaged employees devote more attention to their work and are absorbed in their job.

    When it is missing from the workplace

    • Disengaged workers can lead to greater economic impact as a result of psychological and medical consequences. In addition to financial hardships, a disengaged workforce is more likely to demonstrate greater employee turnover, workplace deviance (in the form of withholding effort), counterproductive behaviour, and withdrawal behaviours.

    Self-Check

    • When were you willing to give extra effort at work when it was needed?
    • How does your work reflect who you are, as a person?
    • Which aspects of your job motivate you?
    • In the last 12 months, did you explore employment opportunities outside of ESDC?

    Engagement in the Workplace

    Read about the workplace engagement journey of Darlene Messervey, TISMB’s Mental Health Champion. Her article highlights the feeling about how to be engaged in your work.

    • Read about the workplace engagement journey of Darlene Messervey, TISMB’s Mental Health Champion. Her article highlights the feeling about how to be engaged in your work.

      Engagement…it is an over-used word, really. It can be so elusive, intangible and hard to define… but I have always said, “You’ll know it when you see it”, and probably more accurately, “You’ll know it when you FEEL it”.

      I began my role as a senior business strategies consultant for the National Communications and Engagement team (NCET) less than two years ago, and I often heard the word “engagement” used as a verb, an “action word”.

      “It is time to engage your employees in the planning process or It is time to engage your employees in a performance management discussion or Engage your employees in the change by communicating about the change.”

      However, those actions are NOT engagement…they are but one means to facilitate engagement. “Engagement” isn’t an action, it is a feeling.

      This is where my “day to day” job with NCET has a predestined intersection with my role as the TISMB Mental Health Champion. Engagement is an emotional and psychological attachment to something or someone, and in this context: the workplace, the work that you do and the people you work with.

      When an employee experiences genuine engagement, it elicits all kinds of wonderful things: joy, energy, motivation, connection, value, contribution, belonging, mastery, confidence, esteem, pride, laughter, optimism, passion…and so much more. In this definition, we see how imperative engagement is to health, and to mental health and undeniably to workplace mental health.

      It is in this comprehensive context of engagement that I am truly passionate. In my “life before ESDC”, “attachment” and “engagement” were my specific areas of expertise. For 17 years, while working in the field of Child Protection, attachment was something I fervently studied, wrote academically and passionately about, and facilitated and fostered in my role as a mental health practitioner and Family Interventionist.

      If you have ever looked into the eyes of a child who was “unattached”, you would experience despair…it is a sad observation to witness. It is as though the lights “went out” in their eyes…the epitome of disconnection. All of those wonderful things I described above were characteristically gone from their world. Subsequent to this work, I worked for the next 10 years as a mental health clinician in the area of Organizational Health at Canada Border Agency, where “Engagement” became my area of expertise. For those employees experiencing “active disengagement”, their presentation was similar to those “unattached” children.

      The hopeful aspect that emerged from both of those roles was witnessing that there are effective ways to facilitate environments and relationships that can foster “engagement” and “attachment”, and ways to ignite the lights in the eyes of those from whom it had faded. Yet for this to happen, it requires more than “doing engagement” once a quarter. It is about fostering an environment and relationships that allow employees to feel valued, appreciated, invested in, cared about, connected to, safe, empowered and autonomous; employees who are listened to, have the chance to contribute input and have the chance to do what they love and do best. That is how we foster an engaged workforce.

      And so, today, that destined intersection between my past experiences, my current “work” and my role as TISMB’s Mental Health Champion affords me with the privilege of assisting in the development of ESDC’s Transformation Employee Engagement Framework, which is inextricably connected to all of the 13 psychological factors of a mentally health workplace. I invite all of you to join NCET in finalizing this framework as well as the roadmap that will get us realizing its vision and goals. Please join us on March 12.

    ESDC Workplace Mental Health Survey 2019

    Departmental results of the 2019 ESDC Workplace Mental Health Survey (WMHS) indicate that since 2017, employees feel they have more opportunities to provide input into decisions that affect their work. In other words, they feel more engaged! Therefore, we encourage managers, supervisors and team leads to have discussions with their teams about their workplace well-being, using the WMHS results as a starting point. For more information, please visit the 2019 Survey Results.

    Thank you for your Engagement!

    Several groups stepped forward and contributed to this yearlong campaign, including Values and Ethics, PASRB, HR Communications, and so many more. ESDC’s Workplace Mental Health Unit would like to thank all employees, the Departmental Mental Health Champion, and the Workplace Mental Health Champions Network for their participation in the Workplace Psychological Factors Awareness Campaign. Thank you for helping make this campaign a success!

    Training Options

    Canada School of Public Service

Available Resources

Peer Support Program (PSP) Manager to Manager Network (M2M) Employee Assistance Program (EAP) Specialized Organizational Services (SOS) LifeSpeak
Office of Informal Conflict Management (OICM) Values and Ethics Occupational Health and Safety (OHS) Harassment Prevention and Resolution Factor Videos