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Workplace mental health job aids for people leaders

Last updated on March 13, 2024

Why use these job aids?

Research shows that by prioritizing mental health and psychological health and safety in the workplace, people leaders can improve employee recruitment, retention, engagement, productivity, creativity, and innovation.

Taking steps to focus on the factors that positively impact mental health can also lead to fewer grievances, turnovers, disabilities, injuries, absenteeism, low morale and risk of conflict in the workplace1.

The Workplace Mental Health Job Aids for People Leaders outline the workplace psychosocial factors and offer suggested actions and resource links to help establish and foster healthy and safe workplaces for all employees.  Each job aid corresponds with one of the 13 Psychosocial Factors affecting workplace mental health.

Browse the job aids

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Organizational culture

In a mentally healthy workplace, the work environment is characterized by trust, honesty, and fairness.

Suggested actions for people leaders

  • Promote and uphold a culture of respect in the workplace by embodying and advocating for the principles of integrity, acceptance, equity, and diversity
  • Develop team values and guiding principles that incorporate trust, honesty, fairness, and inclusion. Discuss these values during team meetings and/or display them in your office
  • Address workplace conflicts immediately by responding in a timely and effective manner when challenging interpersonal issues and/or other conflicts arise in the workplace
  • Foster open and transparent communication with your employees regarding decisions, and exhibit respect, honesty, genuine concern, and empathy, especially when making decisions that may be viewed unfavorably
  • Always demonstrate and promote ethical behaviour. Refer to the Standards of Conduct for BC Public Service employees or your organization’s code for details regarding expectations and consequences for inappropriate behaviour
  • Practice active listening with your employees and acknowledge their feelings by providing them with opportunities to share their opinions in forums such as a regular staff meeting or a Town Hall meeting with a question period
  • Provide training to your staff on effective communication and conflict management

Additional resources

Watch a video

Learn about the National Standard - Organizational Culture

 

Psychological and social support

In a mentally healthy workplace, coworkers and supervisors are supportive of employees’ psychological and mental health concerns and respond appropriately as needed.

Suggested actions for people leaders

  • Discuss mental health and promote respectful communication in the workplace during your upcoming team meeting
  • Model respect and show appreciation for others
  • Provide training to help staff identify mental health issues and support their colleagues using the resources below
  • Share resources with employees, such as BC Public Service’s Employee and Family Assistance Program (EFAS), and your additional health and well-being resources for individuals
  • Work with your Workplace Health and Safety Team to develop programs and procedures to address job-specific risks to psychological health and safety
  • Invite a guest speaker to share their story at a team event
  • Consult the Early Intervention and Return to Work eLearning Series and your Disability Case Specialists for “stay-at-work” guidelines and “return-to-work” plans to assist staff who remain at work while dealing with mental health concerns, and those returning to work after a mental health-related absence

Additional resources

Watch a video

Learn about the National Standard – Psychological and Social Support

 

Clear leadership and expectations

In a mentally healthy workplace, leaders support and help employees to know what they need to do, how their work contributes to the organization, and whether there are impeding changes.

Suggested actions for people leaders

  • Provide your employees with written performance objectives early in the performance management cycle, review the objectives on a regular basis, and discuss issues with your employees before writing their performance evaluation
  • Sustain consistent interaction with your employees through one-on-one meetings or weekly stand-ups to offer clear guidance on tasks
  • Communicate with employees about how the work they do contributes to the organization’s vision and priorities
  • Inform your employees about important changes at work before they happen. Maintain open and honest communication, particularly during times of transition and uncertainty
  • Encourage participation in training programs focused on leadership skills, effective communication, emotional intelligence, and problem-solving abilities
  • Show your employees that you are accessible and ready to engage by practicing an "open door policy" and regularly asking them how they are doing

Additional resources

Watch a video

Learn about the National Standard – Clear Leadership and Expectations

 

Civility and respect

In a mentally healthy workplace, employees are respectful and considerate in their interactions with one another, as well as with customers, clients, and the public.

Suggested actions for people leaders

  • Embrace and promote for the use of inclusive, non-discriminatory language at all times
  • Maintain the confidentiality of employees’ personal information in all communications
  • Provide and encourage employees to register for training on respectful workplaces, equity, diversity, inclusion and unconscious bias
  • Communicate the guidelines in the Standards of Conduct for BC Public Service employees or your organization’s code detailing expectations and consequences for inappropriate behaviour. Consider incorporating a discussion about ethics and conduct into your next staff meeting
  • Consistently address the importance of respect in the workplace and ensure that policies regarding respect are prominently displayed, easily accessible, and distributed to all staff (e.g., Intranet, bulletin boards, and throughout the office)
  • Maintain a positive and healthy workplace by immediately identifying and addressing disrespectful behaviour, conflict, bullying, harassment, and/or violence. Be sure to follow-up with all parties involved in a timely manner

Additional resources

Watch a video

Learn about the National Standard – Civility and Respect

 

Psychological competencies and demands

In a mentally healthy workplace, there is a good fit between employees’ interpersonal and emotional competencies and the requirements of the position they hold.

Suggested actions for people leaders

  • When assessing candidates for hiring and promotion, it is important to consistently consider their interpersonal and emotional competencies. These competencies involve an individual's ability to manage emotions, handle relationships, and effectively resolve complex interpersonal issues in the professional environment
  • Introduce new employees to the essential interpersonal and emotional competencies required for their roles by providing them with a list and communicate why these skills are important
  • Provide training to build staff’s interpersonal/emotional skills, particularly for highly-demanding positions
  • Remain open to discussing opportunities for employees to explore alternative internal positions that align better with their interpersonal and emotional competencies, such as temporary assignments, acting appointments, and various career development prospects
  • Perform a job hazard analysis. Work with your Workplace Health and Safety Team to evaluate the psychological hazards and interpersonal/ emotional requirements associated with your employees’ positions, and develop preventive measures where necessary

Additional resources

Watch a video

Learn about the National Standard – Psychological Demands

 

Growth and development

In a mentally healthy workplace, employees receive encouragement and support in the development of their interpersonal, emotional, and job skills.

Suggested actions for people leaders

  • Encourage your employees to seek out training opportunities and establish their learning and development plan
  • Regularly discuss career planning and aspirations with your staff during one-on-one conversations, such as bilateral meetings, and support employees who wish to develop in their career path
  • Encourage and provide employees with developmental resources to support their professional growth, such as job-shadowing, job-sharing, coaching, and mentoring opportunities
  • Establish a talent management plan, including opportunities for developmental assignments
  • Provide opportunities for your staff to foster career advancing skills. For example, you could involve them in special projects or helping other team members with tasks that might be slightly more advanced than what is included in their current job description
  • Widely communicate information about internal and external avenues for personal and professional growth and development, encompassing networking opportunities, interdepartmental events, and job postings relevant to their interests

Additional resources

Watch a video

Learn about the National Standard – Growth and Development

 

Recognition and reward

In a mentally healthy workplace, there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner.

Suggested actions for people leaders

  • Congratulate staff when they have done a good job and share success stories during team meetings and/or gatherings
  • Allocate time to show appreciation for your employees by personally greeting them with their name and a welcoming smile
  • Promote and support training on the significance of regularly offering appropriate recognition to employees, along with providing guidance on delivering constructive feedback
  • Organizational awards and recognition programs can be used to provide recognition to an employee or group of employees and to demonstrate appreciation for staff
  • Plan team outings or events to celebrate outstanding accomplishments and/ or career milestones at work
  • Openly acknowledge personal and/or team successes and accomplishments during staff meetings, team outings, on posters or plaques, in newsletters, on the Intranet, and/or during National Public Service Week. Be sure to ask for consent prior to acknowledging your employee(s) at an event or in front of a group of people
  • Notify senior management when employees merit recognition and establish a clear and transparent procedure for informing upper management about employee achievements by sharing positive feedback received from other team members or customers/clients

Additional resources

Watch a video

Learn about the National Standard – Recognition and Reward

 

Involvement and influence

In a mentally healthy workplace, employees are included in discussions about how their work is done and how important decisions are made.

Suggested actions for people leaders

  • Promote responsibility, autonomy, and accountability by providing staff with flexibility and avoiding micro-managing of their tasks
  • Provide staff with opportunities to provide input, suggestions, and feedback. Encourage them to participate in decision-making processes and contribute their ideas to senior management
  • Practice active listening with your staff and encourage them to pursue new ideas and take innovative approaches to their work
  • Invite employees to accompany you to meetings with senior management or Assistant Deputy Ministers in cases where their work will be discussed
  • Schedule regular one-on-one meetings with your staff to ensure they understand what is expected of them, their goals, and how they contribute to the organization’s overall vision
  • Empower your employees to develop their own annual goals, including work objectives, performance indicators, and learning plans
  • Discuss how work is conducted with staff. Share positive feedback, along with areas where improvements can be made. Provide timely responses to employees’ suggestions along with the rationale behind why their suggestions are approved or not approved
  • Provide training opportunities that can help employees foster skills in time-management, effective communication, interpersonal relationship building, problem-solving, and negotiation. Support your employees to help them maintain a sense of control over their work and manage their priorities

Additional resources

Watch a video

Learn about the National Standard – Involvement and Influence

 

Workload management

In a mentally healthy workplace, tasks and responsibilities can be accomplished successfully within the time available.

Suggested actions for people leaders

  • Consider the various levels of responsibility and psychological efforts associated with different positions when assigning work to ensure that tasks are distributed equitably between employees
  • Provide employees with essential equipment and resources, including computer and IT equipment, tools and protective gear, support staff, and necessary training, to enable them to effectively and efficiently fulfill their job responsibilities
  • Set reasonable deadlines and allow for flexibility on task prioritization and deadlines, when appropriate
  • Develop, communicate, and implement timely interventions for dealing with peak periods of demand (i.e. reallocate work between same positions and set aside non-priority projects or special assignments during peak periods)
  • Talk to your employees about how you can help to relieve some of their stress to prevent job burnout, especially when you observe signs that your employees are becoming physically, psychologically, and/or emotionally tired
  • Talk to your supervisor about putting aside some of your employees’ priorities and/or extending their deadlines when your staff is feeling overwhelmed
  • Encourage and promote training for employees on building resilience, managing stress, and enhancing time management skills
  • Support your employees in taking lunch breaks by personally inviting them to step away from their desks and take a break from work
  • Demonstrate a healthy work-life balance by refraining from working through lunch or on the weekends

Additional resources

Watch a video

Learn about the National Standard – Workload Management

 

Engagement

In a mentally healthy workplace, employees feel connected to their work and are motivated to do their job well.

Suggested actions for people leaders

  • Provide opportunities for your employees to engage in the development of their own work tasks and objectives by facilitating discussions about how their work is conducted, how it could be improved, and whether they are interested in working on different tasks
  • Foster working conditions where employees can use their talents and strengths to the fullest by tracking their successes and interests and then assigning complementary tasks
  • Endorse a sense of pride and enthusiasm in your employees regarding their dedication to their work by recognizing their individual, team, and/or organizational achievements and triumphs
  • Promote leadership engagement training to ensure competency in fostering staff engagement
  • Help your employees enjoy their work by creating a pleasant and welcoming work environment. Always greeting your staff with a smile, schedule times to talk to each of your employees, and take an interest in their lives
  • Organize team social events to provide opportunities for your employees to socialize and get to know each other. Social events could be in-person or virtual and take many forms, such as lunches and team building activities
  • Promote staff involvement in department-wide and interdepartmental events such as staff BBQs, fitness activities, holiday parties, and National Public Service Week celebrations
  • Solicit input from employees about decisions that could impact their work. Ask for their ideas about what could help build their engagement at bilateral and staff meetings

Additional resources

Watch a video

Learn about the National Standard – Engagement

 

Balance

In a mentally healthy workplace, there is recognition of the need for balance between the demands of work, family, and personal life.

Suggested actions for people leaders

  • Demonstrate positive work/life balance behaviour by taking time for yourself and your mental health
  • Offer training programs for supervisors to assist both themselves and their employees in effectively managing work/life balance
  • Permitting adaptable work schedules to improve work/life balance whenever feasible, including compressed work schedules, telecommuting agreements, flexible work hours, part-time employment, and a blend of leave and work, in accordance with the terms outlined in their Collective Agreements or Terms and Conditions of Employment
  • Promote regular breaks and discourage overtime to prevent burnout. Encourage employees to refrain from checking work emails on weekends, visiting their desks during lunch, and instead, suggest taking time off

Additional resources

Watch a video

Learn about the National Standard – Balance

 

Psychological protection

In a mentally healthy workplace, employees’ psychological safety is ensured.

Suggested actions for people leaders

  • Show your staff that you care by regularly dedicating time and scheduling one-on-one meetings to discuss and address difficult workplace situations in a safe and confidential manner
  • Contact MyHR and/or visit The Learning Hub to learn about options for training on prevention of harassment and violence, bullying, discrimination, and conflict management
  • Update your employees on information about existing policies, such as Bullying and Harassment and Targeted Violence, as well as your organization’s policy on prevention of harassment and violence in the workplace, Standards of Conduct for BC Public Service employees or your organization’s values and ethics code
  • Communicate the importance of mental health and how to recognize psychological health and safety hazards during team meetings. Create a safe space or area where employees are not exposed to psychological hazards and where employees can work together to remedy psychological health and safety concerns
  • Ensure staff are provided with adequate rest from mentally difficult and physically strenuous tasks

Additional resources

Watch a video

Learn about the National Standard – Psychological Protection

 

Protection of physical safety

In a mentally healthy workplace, management takes the appropriate action to protect the physical safety of employees.

Suggested actions for people leaders

  • Clearly communicate your organization’s occupational health and safety statement/policy, programs, procedures, and guidelines to all staff. Display it in a location where everyone can see it
  • Seek guidance from your Workplace Health and Safety Team to ensure that all potential work-related risks have been recognized and appropriate control measures have been established as part of your organization’s Safety Management Program
  • Ask employees if they have received the required training to identify and avoid work-related hazards and have the proper control measures in place
  • Carefully investigate and respond promptly to any hazardous occurrences. Work with your Joint Occupational Health and Safety Committee/Representative to establish corrective measures and share the measures with your employees
  • Provide employees with the necessary support and resources they need to help them cope with the psychological impact of any work-related injuries, such as the Employee and Family Assistance Services (EFAS). Consider conducting a defusing or debriefing session to help employees share their thoughts about what happened and psychological treatment options

Additional resources

Watch a video

Learn about the National Standard – Protection of Physical Safety

 

[1] Mental Health Commission of Canada. (2013, re-affirmed 2022). National Standard, of Canada: Psychological health and safety in the workplace — Prevention, promotion, and guidance to staged implementation.