Shaping Organizational Excellence

OCTOBER 2016

Resource

Cultivating a Mentally Healthy Workforce

About this issue..................................2

President's message..........................3

Education and awareness..................4

Accommodation: a new approach......6

Mental Health First Aid.......................8

The costs of mental unwellness.......10

A student's perspective....................12

Photo gallery....................................14

Upcoming events.............................16

2 · Cultivating a Mentally Healthy Workforce

Resource Magazine - HRPA Durham ChapterMailing Address:105 Consumers Drive, Whitby, ON L1N 1C4 Phone: 905-721-9564 Fax: 647-689-2264 Circulation: 750 electronic copies circulated four times per year with limited press run. Hard copy avail-able upon request. Articles may not be reproduced without prior written permission. Statements, opin-ions, and points of view expressed by contributing writers do not necessarily represent those of HRPA Durham Chapter. While care is taken, Resource Magazine assumes no responsibility for errors or the return of unsolicited materials. Resource Magazine is not responsible for advertising claims made in its pages or inserts; however, we will not knowingly accept for publication, ads, articles, or inserts which contain false statements or that defame others.

Resource Magazine reserves the right to refuse any advertisement. Credit for advertisement limited to space error occupies. The information contained in this publication is provided for general informational purposes only and does not constitute legal or other professional advice.

Graphic Design: www.icsolutionsdesign.com

Editing: Zoë Waller, Editors Canada

Board of Directors PRESIDENTMorgan Kerby

MENTORING AND STUDENT RELATIONS DIRECTOR& INCOMING VICE PRESIDENTErnest Ogunleye, Chartered MCIPD

MEMBERSHIP DIRECTORCatherine Claridge, CHRL

PROFESSIONAL DEVELOPMENT DIRECTORJesse Martell, CHRP

MARKETING, COMMUNICATIONS AND COMMUNITY PARTNER-SHIPS DIRECTORStacy Brough, CHRP

TREASURERDon Sinclair, CHRL

Shaping Organizational Excellence

About this issueCatherine Claridge, CHRL, Communications Director

With this issue of Resource, we are bringing you our perspectives and the latest insights on the vital human resources matter of mental health. The Human Rights Code, or The Code as it's referred to in HR circles, states that every person has a right to equal treatment with respect to employment without discrimination or harassment because of disability. This right to equal treatment covers every aspect of the workplace environment and employment relationship, and as such, is a key focus for virtually all HR professionals as part of their day-to-day responsibilities.

The workplace can be a stressful environment with significant impact on an employee's mental health. The Cen-tre for Addiction and Mental Health lists job insecurity, unsatisfactory workplace relationships, and workplace accident or injury as three key risk factors. It's also worth noting a current growing concern that milder forms of mental disease tend to be overlooked or sim-ply passed over for not being serious enough to warrant intervention. This creates potential for such conditions to escalate to a level more difficult and costly to address. Mental disease comes in many forms—from diagnos-able illnesses to common, everyday stress-related concerns—and all need to be given equal consideration.

Our law article from Sherrard Kuzz provides a four-step approach that employers can take to perform the required due diligence in managing mental health issues in the work-place and support a healthy working environment. We also have a perspective from a student contributor on the

unique mental health challenges fac-ing our newest industry members at this early stage of their careers.

On October 26, in a partnership with Ontario Shores, we will make Mental Health First Aid certification training available to the HRPA Durham Chapter. This program, which is currently sold out, delivers the most comprehensive training available for recognizing and addressing mental illness of all forms in the workplace. We had the opportunity to interview the program coordinators to inquire about the context of this newest form of training, and learn more about its ability to better equip HR professionals and people leaders to support the mental health care needs of their workforces.

Vulnerability to mental stressors is a part of our humanity, but there is much we can do as workplace cham-pions and stewards of the public interest, to reduce the impact of this kind of disability within our organiza-tions. Of importance while we are focusing so keenly on the wellbeing of the people employed by our orga-nizations is remembering to care of ourselves as well. As the saying goes about the cobbler's children having no shoes, we must be mindful of our own mental states and ensure that we are setting the best possible example for taking charge of our own personal mental wellness.

Resource: Shaping Organizational Excellence · October 2016 · 3

When you consider that people spend most of their waking hours at work, it's no surprise that the workplace is where the signs of mental health issues are most commonly witnessed. I believe that mental health issues are more common than we realize, and that many of our employees have become adept at hiding their symptoms, making it even more difficult to provide assistance.

I'm reminded of a problematic exit I had to conduct, during which the employee was in denial of what was happening, exhibiting severe mood swings that went from being thank-ful that I was in the room with her in one minute to being combative and accusatory in the next. That employee didn't want to leave the meeting, so it dragged on for hours. At the time, I thought I was mitigating the potential risk involved with the termination by going over matters in great detail and accommodating the employee's desire to extend the meeting. I wasn't in a position to address her mental health issues at the time, nor was I clinically qualified to; however, it taught me a valuable lesson about the human mind and how fragile and unpredictable it can be.

From the president’s desk:

Your partners in organizational wellnessMorgan Kerby

I'm thrilled that we have been able to bring the Mental Health First Aid training to our chapter members. This certification program provided by Ontario Shores is a comprehensive four-session course designed to teach HR professionals and managers how to recognize the signs of mental illness, so we can get in front of it and provide appropriate assistance before things can escalate. This program is so popular that it sold out quickly, and we are now looking at future dates for running the sessions again.

Working as advocates for the workforce in any environment—office, healthcare, manufacturing, education, and others—it's our duty as human resources leaders to remain informed on all aspects of employee wellness. Armed with such informa-tion, we will be able to make courageous decisions to balance the needs of the organization, its employees, and the public interest.

Morgan can be reached at president@hrpadurham.ca.

4 · Cultivating a Mentally Healthy Workforce

Education and awareness Ernest Ogunleye, Chartered MCIPD and Catherine Claridge, CHRL

The Canadian Mental Health Association estimates that 20 percent of Canada’s population will suffer

from mental illness at some time during their lives. Accord-ing to the Durham Region Health Department, the region’s

total population is approximately 653,600—so over 130,000 peo-ple in Durham Region could be grappling with mental illness. As

Statistics Canada categorizes working age as 15 to 65 years of age, as many as 90,000 employees in the Durham Region workforce could be cur-

rently in need of mental health accommodation at work.

Resource: Shaping Organizational Excellence · October 2016 · 5

Olympic medalist Clara Hughes is the national spokesperson for the Bell Let's Talk mental health initiative. This accomplished athlete shone as an inspiring keynote speaker at the HRPA Annual Conference in January 2016 on the subject of mental health in the context of her personal experiences. In 2004, during his interview for the documentary program 60 Minutes, Canadian-born actor and comedian Jim Carrey openly discussed his history of depression and use of Prozac. In this interview, Carrey revealed his struggle to overcome his dependence on anti-depressants—a remedy he character-ized as just a temporary solution to manage the most difficult periods of this form of mental illness, and pre-ferred over the drugs and alcohol upon which many sufferers of depression have come to rely.

We know that mental illness is often associated with high intelligence and that conditions such as bipolar disorder can be up to four times more prevalent in academically accomplished indi-viduals. In a society that aspires to intelligence, the process of identifying and supporting these individuals within our organizations is an obligation that

Mental illness is no respecter of back-ground, age, economics or cultural heritage. Among notable Canadians afflicted by mental illness are Olympian Clara Hughes, Canadian-born actor and comedian Jim Carrey, and Mar-garet Trudeau (former wife of former prime minister Pierre Elliott Trudeau and mother of prime minister Justin Trudeau). Raising awareness, support and developing patient-focused rem-edies are at the heart of tackling the issues around mental illness. The cur-rent focus lies in the areas of education, research, coaching and mentorship. Because the workforce reflects our society as a whole, mental illness has become an area of increasing concern and activity for HR professionals.

The Human Rights Act designates mental illness as a disability for which there is a duty to accommodate in the work place. The Canada-wide mental health workplace standard launched in 2013 was developed by the Cana-dian Standards Association and the Bureau de normalisation du Québec, and is supported by the Mental Health Commission of Canada. The Standard is described as a voluntary set of guide-lines, tools and resources focused on promoting employees’ psychological health and preventing psychological harm due to workplace factors. This speaks volumes to the importance of mental health at local, provincial, fed-eral and international levels.

The facts have been laid bare, but what actions are being taken to improve the situation? The stigma attached to mental health is slowly being dispelled—through awareness, education, and the actions of some cou-rageous and well-known sufferers such as Margaret Trudeau. Since making her bipolar disorder diagnosis public, she’s been openly talking about both her condition and living with depression, making effective use of her high profile to serve as a mental health advocate.

is often missed. Throughout history and in various socio-economic and career categories, individuals have battled mental illness and developed methods to mitigate its affects while rising to achieve remarkable human accomplishments. The real-life stories of Ludwig van Beethoven, Winston Churchill, Ernest Hemingway, and Abraham Lincoln prove that afflictions such as bipolar disorder, depression or anxiety need not render an indi-vidual non-functioning and unable to contribute to society.

As HR professionals and influencers, we are responsible for ensuring that we provide a support system in the workplace that encourages high-performance individuals who may be sufferers the chance to be productive and highly valued employees. It is our duty and privilege to ensure that all of our organization's human capital is being maximized to its fullest poten-tial. For those employees struggling with mental illness, such efforts can only serve to improve their mental health and confidence, allowing them to focus on the most important task of all—mental wellness.

We know that under human rights law, an employer has a duty to accommodate an employee with a disability to the point of undue hardship to the employer. Years ago, the most common types of dis-

ability were physical. Today, legal requirements, increasing awareness, and the destigmatizing of mental health issues have made it imperative that employers educate themselves and employ proactive strategies to accommodate employ-ees with mental health disabilities.

As decisions from the Human Rights Tribunal of Ontario (Tribunal) demonstrate, an employer may bear significant financial risk where it fails to appropriately accom-modate an employee’s mental disability. For example, in Budd v. 78372 Ontario Inc., 2015 HRTO 825, the Tribunal awarded $30,760 to an employee terminated after being absent from work for two days due to anxiety and depression. In Emra v. Impression Bridal Inc., 2014 HRTO 1736, the Tribunal awarded $58,000 to an employee who successfully alleged that his anxiety and the associated absences from work were factors in his employer’s decision to terminate his employ-ment. In Lane v. ADGA Group Consultants Inc., 2007 HRTO 34, the Tribunal awarded approximately $80,000 to an employee who was terminated shortly after disclosing that he had bi-polar disorder.

A four-step approach for employersIn many respects, accommodation of a mental health issue requires an approach different from the strategies typically used to address a physical disability. The following four-step pro-tocol is intended to help employers successfully navigate this complex area of workplace human rights law.

Step 1: Get better medical informationTo appropriately consider whether an employee can be accommodated, an employer requires medical information outlining the nature of the medical

6 · Cultivating a Mentally Healthy Workforce

Accommodation: a new approach Katherine Ford

be facilitated. A specialized FAF might inquire into areas that include:

• level of supervision required

• ability to supervise others

• tolerance of deadlines

• attention to detail

• ability to handle multiple tasks

• tolerance to external stimuli

• ability to work cooperatively with others

• ability to cope with confrontational situations

• cognitive demands

• tolerance of emotional circumstances

• memory

Step 2: Objectively assess the requirements of the positionAn employer must ensure that any decision regarding whether accom-modation is possible is not based on speculation or assumption about an individual’s ability to perform the essen-tial duties of the job. Rather, an employer must objectively assess the

restrictions and limitations imposed by the employee’s condition. Too frequently, the medical information provided is insufficient or does not appropriately assist the employer to determine whether accommodation is feasible.

While the traditional approach to resolving this issue has been to reiter-ate the request for more and better information, or to seek the assistance of a third party medical review or inde-pendent medical examination, an employer may want to revisit the tools it uses to obtain medical information about mental health in the first place. It may be that by modifying these tools, an employer can improve the quality of information it receives and, in turn, be in a better position to evaluate how restrictions and limitations caused by a mental disability may be accommo-dated. For example, when a medical professional is asked to provide an opinion as to an employee’s medical restrictions, the resulting information is often brief, vague and of little over-all assistance in exploring appropriate accommodation options. There may be various reasons for this, including insufficient time on the part of the medical professional or a lack of specialized knowledge about the disability at issue. Similarly, a traditional Functional Abilities Form (FAF) will ask questions about physical limita-tions, such as bending, lifting and standing, none of which are relevant when dealing with a mental disorder.

An employer may therefore want to develop a FAF spe-cifically designed to assess an individual’s cognitive, behav-ioural and psychological restrictions, enabling the employer to more objectively and accurately determine whether accommodation is possible and, if so, how it may

requirements of the workplace vis-à-vis the restrictions imposed by the mental disability. Having appropriate medical information is therefore only half of the equation. An employer must then mea-sure this information against the essential duties and requirements of the job to determine whether accom-modation is possible. Failure to do this will weaken any argument that the employer has met its procedural duty to accommodate, or that accommoda-tion is not possible.

This raises another important point. Frequently, the essential duties and requirements of a job are described in physical terms (e.g., lifting, turning, etc.). As mental disability in the work-place becomes more prevalent, an employer may be well-advised to consider allocating the resources necessary to develop job descrip-tions that include both a physical and psychological demands analysis, the latter of which might explore the areas noted in the bullets above.

Resource: Shaping Organizational Excellence · October 2016 · 7

Continued on page 15...

mental health problems, nearly two thirds of people suffering will never seek help—either because of the stigma, or because they don’t understand the signs, causes, and treatments of men-tal illnesses.

These staggering numbers prompted the creation of Mental Health First Aid, a training program established at the Australian National University’s Centre for Mental Health Research. Designed to improve the mental health literacy of the Australian community, the pro-gram had the ultimate goals of early intervention and to decreased stigma-tized attitudes.

Ontario Shores Centre for Mental Health Sciences (Ontario Shores) is a strong believer in raising mental health literacy as a way to promote early intervention, provide ap-propriate help and reduce stigma. Ontario Shores began delivering Mental Health First Aid (MHFA) training in 2012 and since then has trained almost 1,000 people, with nearly 600 just within the past year.

The inception and establishment of MHFACurrently, the World Health Organization reports that one in four people will be affected by a mental or neurological disorder at some point in their lifetime. This places mental health as one of the leading causes of illness and dis-ability worldwide. Although there are many treatments available to help with

It was thought that if participants were better able to understand and recog-nize the signs and symptoms of a mental illness earlier, this would reduce stigmatized attitudes towards mental illness while also encouraging the individual to seek treatment before the illness worsened.

Since the creation of Mental Health First Aid, research has shown that the training:

• Provides participants with greater confidence in providing help to others,

• Produces a greater likelihood that participants will advise an individual to seek professional help,

We tend to fear what we don’t understand, and this lack of understanding essentially is what promotes stigma towards mental illnesses.

8 · Cultivating a Mentally Healthy Workforce

Mental Health First Aid: a history of helping

Resource: Shaping Organizational Excellence · October 2016 · 9

• Creates improved collaboration with health professionals about treatments,

• Decreases stigmatizing attitudes, and

• Improves the mental health of the participants themselves.

Worldwide, 18 countries have adopted the training, and an additional five are working on disseminating and evaluat-ing the program.

Government supportThe Mental Health Commission of Canada (MHCC) is the governing organization of Mental Health First Aid in Canada. The MHCC is a non-profit organization that is funded by the Gov-ernment of Canada, but still operates at arm’s length from the federal gov-ernment. It has the support from all provinces and territories with the exception of Quebec.

The future of MHFA trainingIt is hoped that MHFA training will become mandatory for a minimum number of employees in all organiza-tions to have as part of the Workplace Safety and Insurance Act. Currently, companies are mandated to train a specific number of employees with Standard First Aid/ CPR Certification, depending upon the number of employees in the company. As well,

as they must be keep their first aid kits up to date. While many of us are trained in Standard First Aid/CPR, we hope that most of us hopefully never have to use these valuable skills. The MHFA course, however, trains par-ticipants in being a good listener and approaching someone in a non-judge-mental way—skills that should be used every day.

Certification detailsWhile many companies opt to train their employees in MHFA, the certifica-tion applies to the individual taking the training. It’s very similar to getting cer-tification in Standard First Aid/CPR, but participants do not need to recer-tify every three years.

The most important objective of this trainingCurrently, in the workplace and in society as a whole, individuals wait until their illness worsens to the point where they can no longer work. This increases both absen-teeism and ‘presenteeism’ costs for organizations—these employ-ees are less productive at work, taking more sick days, and taking short-term

disability leaves, which, in 75% of cases, turn into long-term disability leaves.

The most important objective of this training is early inter-vention for those living with a mental illness. Currently, indi-viduals are not seeking out treatment for their mental ill-ness—either because they’re afraid of the stigma associ-ated with having a mental illness, or they don’t under-stand what is happening to

them, its causes and what can be done to help. With trained HR professionals, managers, and supervisors who can recognize the symptoms and causes of mental illnesses, assistance can be offered through programs such as Employee Assistance Programs (EAP) or health benefits coverage. It is better for a person to receive treatment ear-lier on—it will be easier to treat, and the employee can continue working while receiving treatment.

Measuring program successThe randomized controlled studies in Australia have shown the course to be effective. MHFA Canada is also conducting program evaluations to

MHFA is a good fit with Ontario Shores because of its focus on providing specialized assessment and treatment for those with complex mental illness and the infusion of that expertise into the MHFA training sessions. Ontario Shores has provided MHFA training to a broad audience from the public and private sectors, including first-responders, corporations, political officers and the general public.

“With statistics showing that one in five Canadians will confront a mental health issue, it's time to include training in Mental Health First Aid in the basic education programs for all health and human services professions,” says Barb Mildon, Vice President and Chief Nursing Executive at Ontario Shores.

Continued on page 14...

10 · Cultivating a Mentally Healthy Workforce

Consequently, doing nothing within your organization to help reduce these figures and improve employee mental health can cost a lot more than you might think. According to the Mental Health Commission of Canada, organizations report spending on average upwards of 10.5 million dollars annually on absence claims. But interestingly, absenteeism represents only a fraction of the costs associated with lost productivity. ‘Presenteeism’—when an employee is at work but is not being productive—is reported by Statistics Canada to present a 7.5 times greater loss in productivity than absenteeism. Combined, lost productivity can cost Canadian businesses nearly 14 per-cent of their net annual profits. Even for a small business with fewer than 100 employees and an annual revenue of $3.6 million, this could amount to upwards of $500,000 annually.

Along with the associated financial costs for ignoring men-tal illnesses, there’s also the cultural issue to address. If employees feel that they can’t discuss their mental illness with their manager, or if they hear snickering about other employees who have taken disability time for their mental illness, it breeds more stress and insecurities for employees suffering from mental illness all around the organization. By training managers and employees that mental illnesses are just like physical illnesses and are part of the normal human condition, then it will create a better culture of accep-tance where people are free to talk openly.

Resource Magazine recently had the opportunity to ask a few questions of Christina Fuda, Mental Health First Aid Coor-dinator, Ontario Shores Centre

for Mental Health Sciences (Ontario Shores). The conversation was about the background of the MHFA program and how it is changing the management of workplace wellness.

RM: What are the consequences of ignoring the need for Mental Health First Aid (MHFA) or similar certifica-tion in the workplace?

CF: I think that not addressing the mental health needs of employees has led us to the state we are now in, where employees feel overworked, stressed, and unable to talk about mental illnesses at work. And, according to recent reports, mental health disorders are 60 percent more prev-alent in working Canadians compared to the general popu-lation. This means that there are roughly 4.2 million working Canadians living with a mental disorder, many of whom won’t seek help for their illness.

The costs of mental unwellness

Resource: Shaping Organizational Excellence · October 2016 · 11

By the numbers

of people suffering from depression can be helped to return

to their regular activities.www.cmha.ca/media/fast-facts-about-mental-illness/#.V-X3lPArLIU

is the overall cost to the economy when people in Canada experience a mental

health problem or illness.Smetanin, P., Stiff, D., Briante, C., Adair, C., Ahmad, S. & Khan, M. (2011). The life and economic impact of major mental illnesses in Canada: 2011 to 2041. RiskAnalytica on behalf of the Mental Health Commission of Canada

Canadians perceived themselves as having had a need for mental health care in the previ-

ous 12 months in 2012.www.statcan.gc.ca/daily-quotidien/130918/dq130918a-eng.htm

of disability costs in Canada are attributed to mental illness.

The Mental Health Commission of Canada

suicides occur in Canada every year.

mdsc.ca/documents/Media%20Room/Quick%20Facts%203rd%20Edition%20Ref-erenced%20Plain%20Text.pdf

80%

4.9 MILLION

70%

4,000

$50 BILLION

RM: What are the most prevalent situations addressed by MHFA training?

CF: It really depends on the industry. In some industries, talking about substance abuse and how to help managers communicate their concern with the employee can be the most prevalent situation that they will encoun-ter. When teaching first responders, understanding about a psychotic episode and how to help someone who is experiencing hallucinations and delusions can be a prevalent situation for them.

I think that in general, most of us need to learn more about recognizing both the psychological and physical symptoms of depression and anxiety, as these are the most common mental health problems.

I remember in one of my first courses, after just presenting the signs and symptoms of depression, a participant raised her hand and said, “To me, this doesn’t look like depression. To me this just looks like what it feels like to be a mom”. And I realized that that’s where the true power of this course can come in. Some people living with mental illnesses feel that it’s normal to feel sad all the time, that it’s normal to feel worthless, that it’s normal to be to not experience joy anymore after becoming a parent, or after the loss of a job, or after being in an accident. The point is that these feelings are not normal and that we don’t have to live with these negative feelings. There is treatment and there is help.

12 · Cultivating a Mentally Healthy Workforce

Mental health issues: a student’s perspective

Mental health is a difficult topic—it has long been stigmatized and, more recently, recognized as a major social and eco-nomic problem. Balancing obligations, friendships, family,

education and work are difficult expectations for anyone, particularly young adults leaving home for the first time. Students and young adults benefit greatly from a support system, as well as the knowl-edge of how to use the services put in place by universities, colleges and communities. Student life can be isolating, especially for those who have travelled far from home to further their education. It can take a long time to establish solid friendships, even longer for those struggling with mental health issues. Sudden changes in lifestyle, living situations and location can cause further anxiety. Mental health awareness, treatment and a strong support network can make the difference between success and failure for a student.

Mental health is a difficult topic—it has long been stigmatized and, more recently, recognized as a major social and eco-nomic problem. Balancing obligations, friendships, family,

education and work are difficult expectations for anyone, particularly young adults leaving home for the first time. Students and young adults benefit greatly from a support system, as well as the knowl-edge of how to use the services put in place by universities, colleges and communities. Student life can be isolating, especially for those who have travelled far from home to further their education. It can take a long time to establish solid friendships, even longer for those struggling with mental health issues. Sudden changes in lifestyle, living situations and location can cause further anxiety. Mental health awareness, treatment and a strong support network can make the difference between success and failure for a student.

Resource: Shaping Organizational Excellence · October 2016 · 13

Removing the stigma of mental health issues, increasing knowledge and improving the resources available in the workplace will help to keep those suffering with mental illness employed and able to work. Ultimately, this can enhance the quality of organizations, reduce turnover rates and improve the lives of employees. University and col-lege HR programs include information on mental health in the workplace, though perhaps an emphasis on min-imizing stigmas and improving com-munication between workers and employers would be beneficial.

According to another statistic from CAMH, 39 percent of Ontario workers would not tell their managers if they were experiencing a mental health problem. CAMH also states that there is a growing international body of evi-dence that suggests that promotion, prevention and early intervention of mental illness initiatives show positive returns on investment. Human resources programs have a great

Canadian universities and colleges provide various levels of services to promote and support physical and mental health. Students have access to counselling, nutritional informa-tion, crisis support, emergency hot-lines, suicide hotlines and sexual assault clinics, among other resources and services. Many of these services are provided at low or no cost to the student, which makes them affordable avenues for improving health and quality of life. Understanding what is available and being willing and able to access ser-vices are crucial. Many universities host workshops or events such as a mental health awareness week to minimize the stigma that can sur-round mental illness. This stigma still affects the workplace in many ways, limiting the success of services and treatments and potentially increasing the long-term cost of mental illness to employers and employees.

The Centre for Addiction and Mental Health (CAMH) provides statistics regarding the cost of mental health to society. The most recent statistics show that in any given week 500,000 Canadians are unable to work due to mental health problems, which include disability linked to behaviour and mood disorders and addiction problems. For many employees, recurring absentee-ism is largely due to some form of mental illness. The overall cost of lost production, health care and quality of life exceeds $51 billion. With such a heavy economic burden, many com-panies, communities and governments are focusing on improving the lives and working abilities of those suffering from mental illness.

The knowledge of resources, programs, implementation of benefits and reinte-gration into the workplace are all areas of the human resources field that will continue to grow with the objective to lighten the burden of mental illness.

opportunity to better the lives of students and to help those students to improve the lives of employees later on.

Providing valuable information and resources surrounding the challenges of mental health issues can generate an open conversation and supportive professional environment that can combat losses in time and money due to mental illness. It is critical that HR programs continue to address mental health as a serious subject, and explore the cost and benefits of creat-ing and implementing strategies designed to maximize the potential of both students and employees.Alyssa Barron is a part-time HR student at Trent University in Durham. She is an active member of the Student Relations Commit-tee as the Trent University Durham student representative for HRPA Durham Chapter.

Statistics from the Centre for Addiction and Mental Health are available at: www.camh.ca/en/hospital/about_camh/newsroom/for_reporters/Pages/addictionmentalhealth-statistics.aspx.

14 · Cultivating a Mentally Healthy Workforce

measure the effectiveness of the training in Canada.

Staff at Ontario Shores has learned that over 90 percent of participants indicate that the course content is easy to understand, well presented, and very relevant to both their professional and personal lives. Ontario Shores instructors have the highest ratings from participants: 95 percent sat-isfaction with the instructors’ knowledge and presentation.

Training for HR professionals who work with em-ployees in demanding lines of workThis training is ideal for HR professionals in any organiza-tion. HR professionals address difficult and personal situations with employees more than anyone else in an organization, and they often don’t have psychology back-grounds or extensive mental health training.

• HR professionals working with first responders or nurses will particularly benefit from the section that teaches the signs and symptoms of Post-Traumatic Stress Disorder (PTSD). There is also a section on crisis first aid for an Acute Stress Reaction that can help someone in the first four weeks after a traumatic event to prevent the development of PTSD.

• HR professionals working in a factory setting deal with many employee mental health situations that revolve around substance abuse and depression. The course teaches participants the techniques of holding a conversa-tion with someone who is suspected of abusing substances or is suicidal.

• HR professionals working in a fast-paced office environment will benefit from a section about anxiety disorders and stress and how to help someone who’s having a panic attack.

In addition, there are sections in the training that fit well with any type of industry.

How do we bring MHFA to the workplace?

You can start today discussing how MHFA can become part of your organization’s mental health strategy. Email Mental Health First Aid Coordinator Christina Fuda at fudac@ontarioshores.ca or call 905-430-4055 ext. 6238.

Law Conference Durham Steps for Life Walk

ABM President's Reception President's Reception

Continued from page 9...

HRPA DURHAM RECENT EVENTS

Resource: Shaping Organizational Excellence · October 2016 · 15

• Hold managers and supervisors accountable, through their performance evaluations or other means, for integra-tion and satisfaction levels within their working groups.

• Provide managers and supervisors with financial incen-tives (bonuses, etc.) contingent on the successful rein-tegration of an employee who has returned to work fol-lowing a mental health issue. Studies have suggested that this is a successful motivation for managers and supervisors to engage in the process.

Final thoughtsAccommodation of mental health issues can be challenging for an employer, because so much is unknown and mental health is not an exact science. Indeed, accommodation of a mental health issue requires a highly nuanced approach not easily identified, often due to the disability itself. How-ever, by considering and following this four-step approach, an employer will be in a better position to meet its duty to accommodate and avoid human rights complaints, in the interests of everyone concerned.

To learn more and for assistance, contact the employment law experts at Sherrard Kuzz LLP.

Sherrard Kuzz LLP, one of Canada’s leading employment and labour law firms, representing management. Lawyers can be reached at 416-603-0700 (Main), 416-420-0738 (24-Hour) or by visiting www.sherrardkuzz.com.

The information contained in this article is provided for general in-formation purposes only and does not constitute legal or other profes-sional advice, nor does accessing this information create a lawyer-client relationship. This presentation/article is current as of September 2016 and applies only to Ontario, Canada, or such other laws of Canada as expressly indicated. Information about the law is checked for legal accu-racy as at the date the article is prepared, but may become outdated as laws or policies change. For clarification or for legal or other professional assistance please contact Sherrard Kuzz LLP (or other counsel).

Step 3: Determine how to accommodate the restric-tions imposedOften, accommodation of mental disability is focused pri-marily on whether the individual needs to remain off work or whether he or she able to come back to work at full duties. It can be difficult to determine other forms of accommodation that may be available, as modifying the workplace to accom-modate a mental condition can be far more complex than for a physical condition.

Generally, an employer will need to consider accommodation options geared toward redesigning how people perform work, as well as modifications that can be made to the nature of the work and the management of that work. For example:

• If there is a memory-based restriction, provide the employee with written instructions or permit the employee to use a recording device.

• If there is a sensory-based limitation, allow the employee to use ear plugs or listen to soothing music.

• If the employee has difficulty managing overlapping tasks or responsibilities, use clear and measurable expectations as well as collaboration between the employee and manager to determine which tasks take priority.

These are just a few examples, and accommodation of mental health issues will need to be tailored to each indi-vidual employee.

Step 4: Successfully implement the accommodationIn many circumstances, the extent to which an employee is successfully reintegrated into the workplace hinges largely on the ability and willingness of the employee’s supervisor or manager to modify the way he or she engages with the employee or organizes the employee’s workload. There is no single way to encourage supervisors and managers to engage most appropriately. Some suggestions include:

• Educate managers and supervisors about

� mental health and accommodation, including strategies to identify and proactively address factors that may con-tribute to mental health issues in the workplace;

� why particular forms of accommodation may be required; and

� how to manage complex disability situations.

• Involve managers or supervisors in the discussions with an employee about accommodation. Enfranchising man-agers and supervisors in this way will not only enhance buy-in, but is very likely to uncover better, creative and more efficient ways to accommodate the employee.

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Holiday Parties:

Employer Obligations

Thursday, December 1

5:30 p.m.

Oshawa Golf Club

Breakfast with Linda Morgan

Thursday, November 10 7:15 a.m.

Deer Creek Golf Club

For more details and to register,

visit the HRPA Durham Chapter Events page at:

www.hrpa.ca/HRPAChap-ters/durham/programs/

Pages/default.aspx

Mental Health Dine & Learn, Oshawa Golf Club

Tuesday, October 18 5:30 p.m.

Mark Your Calendars!

The HRPA Durham Chapter presents events to help you meet and net-work with other Human Resources professionals while you learn something new. Your participation in certain events also helps you earn re-certification points. Watch this page of the Resource Magazine to learn about ongoing and upcoming events – and don’t forget to mark your calendars.

MHFA certification program

Thursday, October 27

6:00 p.m. Durham Chapter offices

SOLD OUT!

Career Networking

Group sessions

•Wednesday, October 26 at 5:00 p.m.,

Durham Chapter offices

•Wednesday, November 9 at 10 a.m.,

Durham Chapter offices