Health and Wellbeing in the Workplace - A Shared Responsibility

The issue

Workplace climate has been found to be a key element in maintaining a successful disability management program. We all play a part in creating a psychologically healthy and safe workplace, it is an active daily engagement rather than a policy that is enforced. Part of creating a healthy work environment is asking for help when you need it, and seeking information on services and supports needed when you or a colleague are struggling. 

The university has a multitude of health and wellbeing supports available. Taking an active role in our own wellbeing by asking for help, accessing appropriate supports and participating in our recovery is essential. 

The expectation

Healthy relationships between staff and managers/supervisors allow for proactive conversations around concerns, ability to conduct work and performance. This level of dialogue creates the opportunity for potential modifications and supports. Despite work to the contrary, stigma remains a significant barrier when talking about mental health challenges. Talking about a broken leg may feel easier than talking about a mental health concern, however, they are both significant and supported.

In workplaces, supervisors and managers have a duty to inquire when they notice a staff member struggling or if there are significant behavioural changes. This may result in a number of conversations or trying a number of different ways to offer support. When workplaces cultivate a culture of care and concern, it is common for colleagues and coworkers to check in with one another to offer support, empathy and share information around programs and services.  

Temporarily altering hours or duties, as medically supported, may create the space needed in order to recover and return to work.

If an individual is on leave, there is an expectation that the employee and the worksite will proactively stay in touch with each other with appropriate updates. The employee may want to share their anticipated restrictions, limitations or concerns. The supervisor could share worksite updates such as reorganizations, celebrations and any staff changes. This allows the worker to feel connected to the worksite while helping the supervisor plan for a gradual return to work, if appropriate. 

The tools

Faculty and staff

University of Alberta Employee and Family Assistance Program - counseling and other supportive services.

E-Courses - register with the university’s EFAP and gain access to self-paced, self-directed e-learning opportunities of stress, resilience, workplace change, mood and more.
Psychological Health and Safety - staff and faculty page which contains information, resources and an e-learning opportunity. 

Wellbeing Through Change - access resources to help faculty and staff maintain their wellbeing through ongoing change.
Facing Facts - read about the university’s campaign to address mental health/illness stigma in the workplace.

Managers

University of Alberta Employee and Family Assistance Program - counseling and other supportive services.

Preparing for Supportive Conversations - planning and preparing for difficult conversations is crucial for a positive result.

Workplace Advice Line - knowing how or when to address concerns in the workplace can be daunting. The university’s EFAP can support leaders in initiating these discussions with empathy and compassion. 

Guide for Assisting a Colleague in Distress - helps leaders determine how best to support someone in distress. 
Duty to Accommodate Policy

Creating Psychologically Safe Workplaces - information and resources.  

Facing Facts - read about the university’s campaign to address mental health/illness stigma in the workplace with leaders specific information sheets.

Our next article will be on navigating health conversations in the workplace.