Workplace mental health job aids for people leaders
Last updated on June 4, 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.
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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.