Feb. 11, 2017 "Beware a sudden change in job functions": Today I found this article by Virginia Galt in the Globe and Mail:
When Morneau Shepell vice president Paula Allen set out to research the link between organizational change and absenteeism, she thought the big events – mergers,
downsizings, restructurings – might have the most profound impact on employees.
Instead, she discovered that more commonplace events such as job redesign can lead to even greater distress.
downsizings, restructurings – might have the most profound impact on employees.
Instead, she discovered that more commonplace events such as job redesign can lead to even greater distress.
The human resources consulting firm reported that while an accelerated pace of change is “the new normal” in most Canadian workplaces, it is also a major source of anxiety – to the point that 46 per cent of 1,018 Canadian employees recently surveyed by the firm had taken time off work or noticed other employees booking off sick following workplace changes.
Mergers, layoffs and team restructuring can all take a toll on employee well-being and productivity. However, Morneau Shepell found that job redesign is the change most likely to lead to sick leave.
Employers generally recognize the need for communication and support around the major moves, but not so much the need for support around changes that directly affect employees’ day-to-day work lives, the firm reported.
Employers generally recognize the need for communication and support around the major moves, but not so much the need for support around changes that directly affect employees’ day-to-day work lives, the firm reported.
“The interesting thing about job redesign is that very often it feels out of somebody’s control,” Ms. Allen, Morneau Shepell’s vice-president of research and integrative solutions, said in an interview. “You signed up for something, [now] it’s something else.”
While change in job function can be positive if it’s the employee’s choice, Ms. Allen said, “a job redesign typically means that someone else chose the change,
how you function,
what you do,
how you are measured,
how likely it is for you to be successful … it’s a very personal change,” Ms. Allen said.
how you function,
what you do,
how you are measured,
how likely it is for you to be successful … it’s a very personal change,” Ms. Allen said.
Employers need to understand that “the more personal the change, the more likely employees are to react to it.”
That said, a supportive workplace culture can have a strong buffering effect, she added. Clear communication about what the changes will entail, training to equip employees for evolving job requirements and support for those who are struggling can prevent a spike in sick leave when change is introduced.
That said, a supportive workplace culture can have a strong buffering effect, she added. Clear communication about what the changes will entail, training to equip employees for evolving job requirements and support for those who are struggling can prevent a spike in sick leave when change is introduced.
“We also found that employees were less likely to indicate negative impact to their job performance, [their] view of the company or their own health and well-being after an organizational change when they report a positive and supporting work culture,” Ms. Allen said in presenting her research results at a recent mental-health forum in Toronto.
Ideally, mental-health support should be “part of the fabric” of corporate culture, said Sonia Boyle, vice-president of human resources at General Electric Canada.
“We have always had change management training that we provide to almost all of our employees,” said Ms. Boyle, who was also one of the panelists at the mental-health summit.
As well, GE Canada has traditionally provided extensive professional development opportunities to help employees stay on top of emerging market demand.
As well, GE Canada has traditionally provided extensive professional development opportunities to help employees stay on top of emerging market demand.
Despite those practices, Ms. Boyle was concerned that “stress was the No. 1 reason for people using our employee and family assistance programs.”
So, in the past four years, GE Canada has introduced a number of initiatives. These include specific training for all managers on how to help employees suffering from stress and depression get the support they need without fear of being stigmatized.
Managers across the organization also share best practices on how to create a psychologically healthy work environment, Ms. Boyle said.
Managers across the organization also share best practices on how to create a psychologically healthy work environment, Ms. Boyle said.
Their efforts are bolstered by employees who have volunteered to serve as “mental-health allies.” They don’t act as counsellors, but can provide peer support to colleagues who request information on where to get help with any particular issues they are struggling with, Ms. Boyle said. Employees also have access to resources on “resiliency and coping” strategies.
“We are really seeing a difference. We are seeing a demonstrable increase in the skill level of our managers in being able to deal with employees,” and there has been a decrease in the number of people away from work due to psychological claims, she said.
Bill Wilkerson, executive chairman of Mental Health International, a not-for-profit organization he co-founded to promote workplace mental health, said there is growing recognition that “the key elements of a healthy economy and successful business – productivity, competitiveness, service and innovation – rely on the mental health and wellbeing of our people.
“In this digitized economy, most new jobs will demand cerebral not manual skills. This is an economy that puts a premium on cognitive functions and mental performance at every level of the organization,” Mr. Wilkerson said in a presentation to the mental-health summit.
Timely article. The company I work for was just acquired by the competition. We knew it was going to happen but didn't know who the new owners would be. My job and position is safe as I have a positive history with the new owners and have performed well.
My co-workers however who have not distinguished themselves have been let go with others walking around on egg shells. Very stressful environment.
https://www.theglobeandmail.com/report-on-business/careers/career-advice/life-at-work/sudden-change-in-job-functions-can-take-toll-on-employees-mental-health/article33985344/#comments
Mar. 14, 2017 "Exploring mental- health issues in the work force": Today I found this article by Bill Howatt in the Globe and Mail:
What is the experience of the average working Canadian with a mental health issue?
The Mental Health Commission of Canada reported in Making the Case for Investing in Mental Health in Canada that one out of five working Canadians live with a mental illness each year.
Let’s put that into perspective. Statistics Canada reports that Canada’s work force is just over 18 million people, which means that about 3.6 million working Canadians have or will experience some form of a mental health concern this year.
This number suggests that a lot of employees are struggling and that mental illness could have a negative impact on their ability to meet the demands and expectations of their employers. The cost for employers of ignoring mental illness is quickly becoming prohibitive, when you factor in the costs of turnover, preseenteeism (at work but unproductive), absenteeism (including short- and long-term disability and workers’ compensation premiums), conflict, addictions, accidents, drug costs, low engagement levels and lost productivity.
In my current role, I wake up every day thinking about what I can do to influence and curb chronic disease in Canada. Mental health is one that I am especially interested in, perhaps because I have been providing mental health services for nearly 30 years. My doctoral training, professional designations, writing and research all focused on mental health. However, most likely the main reason I care deeply about this topic is that I have been living with a mental illness since my youth.
I understand the need to balance daily the fine line between feeling great and in control – and feeling lost and hopeless. I suspect that on most days I create the illusion that I’m doing fine.
Due to my mother’s commitment and support from many trusted peers, advisers and professionals, I have developed my coping skills to be able – on most days – to manage the demands of life and work.
Due to my mother’s commitment and support from many trusted peers, advisers and professionals, I have developed my coping skills to be able – on most days – to manage the demands of life and work.
As well, I have learned to move past stigma and I am totally comfortable talking to my employer, friends and clients about my mental health and what I need to be successful. I can say with conviction that all, including my employer, embrace me and help me play to my strengths.
My first national action to support people with mental health issues in the workplace was in partnership with The Globe and Mail, when we created the Your Life at Work survey and fostered a conversation about the importance of coping skills. To date, more than 14,000 employees have participated in that survey and are exploring how coping skills matter to their personal and working lives.
Who are the one and five Canadians with a mental health issue and what are their stories?
This article introduces a new national initiative designed to provide coaching and collect information on what the one in five Canadians working with a mental health issue are experiencing, from asking for and getting help to how they perceive employer support.
Starting today, individuals with mental health issues, or those who have experienced mental health issues, are invited to add their voice by completing The Mental Health Experience in Canada’s Workplaces: What’s Your Experience? survey. The survey will be open until May 10.
Upon completion of the survey you will gain access to free e-books and links to support resources. You also will be invited to enter a draw for one of three enrolments to the Pathway to Coping course through University of New Brunswick, valued at $495.
We will publish results of the survey to assist individuals, government and organizations to gain insight on what is working well today in Canada’s workplaces and what they may consider doing differently.
For the next several weeks, we will be promoting this survey with a series of articles aimed at supporting people who are experiencing mental health issues. We encourage you to share this survey and series on social media and with your organizations. We want to let as many of the 3.6 million employees as possible know about this initiative so they can add their voices and views.
Each article will be written as a coaching tool for anyone dealing with a mental health issue. They will follow the same format that I have been using in the micro-skills article series we have been publishing in support of the Employee Recommended Workplace Award:
Awareness – Provides information and insights on the specific question being answered by the article.
Accountability – Frames and provides context on what is within the individual’s control.
Action – Recommends a set of actions that can help a person find their own answers to the question being posed in the article.
I will be co-authoring this series with experts and advocates who are committed to help and support people dealing with a mental health issue, as well as organizations, to help employees find answers so they can live a quality and productive life, in and out of work.
These articles will be published each Wednesday, starting March 15. The first article will be co-authored by Louise Bradley, president and chief executive officer of the Mental Health Commission of Canada, who will discuss some of the differences between mental health and mental illness.
Bill Howatt is the chief research and development officer of work force productivity with Morneau Shepell in Toronto.
Comment:
douglasgrant1969
7 days ago
Well, what do you expect. The modern workplace is a cesspool of toxicity. The reality is we spend the majority of work waking hours in an environment where people are dishonest and the only way you cope with it to maintain your sanity is to build a thick skin and a level of indifference to what happens to the workplace and co-workers.
You can't expect humans to exist in that sort of environment for 40 years and get out of it without any sort of illness (be it mental, physical or somethings else). Maybe they should adjust the MBA curriculum and train management on how to build and implement healthy workplaces.
You can't expect humans to exist in that sort of environment for 40 years and get out of it without any sort of illness (be it mental, physical or somethings else). Maybe they should adjust the MBA curriculum and train management on how to build and implement healthy workplaces.
My opinion: I thought Bill Howatt's article was positive. I didn't expect to read this negative comment about work environments. However, it seems like douglasgrant1969's had a negative personal work experience.
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