Work Environment

[no-glossary]Click on any of the standards below:

Workplace Mental Health

National Standards of Canada for psychological Health and Safety in the Workplace<

Creating a mental health system that can truly meet the needs of people living with mental health problems and illnesses and their families.

This article will inform the reader on:

What is the Standard?

The National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) – the first of its kind in the world, is a set of voluntary guidelines, tools and resources intended to guide organizations in promoting mental health and preventing psychological harm at work.

Launched in January 2013, it has garnered uptake from coast to coast to coast, internationally and across organizations of all sectors and sizes.

How does the Standard work?

The Standard provides a comprehensive framework to help organizations of all types guide their current and future efforts in a way that provide the best return on investment.

Adopting the Standard can help organizations with:

  • Productivity
  • Financial Performance
  • Risk Management

    Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

    <
  • Organizational Recruitment
  • Employee Retention

Download the Standard for free<

Download the Implementation Guide<

Read frequently asked questions (FAQ) on the Standard<

 

 

The Changing Workplaces Review https://www.labour.gov.on.ca/english/about/workplace/

About The Review

 

https://www.labour.gov.on.ca/english/about/workplace/<

Reviewing the changing nature of the workplace is part of the government's economic plan for Ontario. The four-part plan is building Ontario up by investing in people's talents and skills, building new public infrastructure like roads and transit, creating a dynamic, supportive environment where business thrives and building a secure savings plan so everyone can afford to retire.

Non-standard employment (which includes involuntary part-time, temporary, self-employment without help and multiple job holders) has grown almost twice as fast as standard employment since 1997. Private sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

services account for more than half of employment in Ontario.

The consultation on the changing workplace fulfills a commitment made in the 2014 Throne Speech< and direction in the Ministry of Labour's mandate letter<.

The Interim Report and Guide follow public consultations held in 12 cities across Ontario in 2015.

The Interim Report identifies approximately 50 issues and over 225 options of varying size and scope.

 

https://www.labour.gov.on.ca/english/about/workplace/<

From Diversity to Inclusion

  • Many organizations promote diversity while struggling to fully leverage the business benefits of a diverse workforce.
  • Nearly one-third of respondents to the Human Capital Trends global survey say they are unprepared in this area, while only 20 percent claim to be fully “ready.”
  • In a recent study, 61 percent of employees report they are “covering” on some personal dimension (appearance, affiliation, advocacy, association)1< to assimilate in their organization.2<
  • Leading companies are working to build not just a diverse workforce, but inclusive workplaces, enabling them to transform diversity programs from a compliance obligation to a business strategy.

Sexual Harassment Policy - COSTI

This sample Sexual Harassment policy was developed by COSTI. It covers implementation principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

, fundamental principles, and definitions of sexual harassment in the workplace and complaints procedures. This document can be modified for use within other organizations and adapted into an anti-oppression

Used as an umbrella term that includes activities, practices, policies, ways of thinking, and initiatives that address oppression in all its forms (e.g. racism, homophobia, classism, ablism). Key to anti-oppression is an understanding that inequality and oppression exist in the world, and that all of us participate in unequal power dynamics in a variety of ways. Anti-oppression involves reflection and making choices about how to give, share, wield, or withhold power to assist and act in solidarity with people who are marginalized. Anti-oppression is sometimes used with the terms equity and accessibility: Anti-oppression is a broader term that includes a commitment to equity and accessibility. See both equity and accessibility.

plan.

Workplace Violence and Harassment Understanding the Law

This guide explains what every worker, supervisor and contractor needs to know about workplace violence and workplace harassment requirements in the Occupational Health and Safety Act. It describes everyone’s rights and responsibilities and answers, in plain language, the questions that are most commonly asked about these requirements. 

What is sexual Harassment?

This document provides definitions and terms and identifies inappropriate acts, gestures and attitudes that may result in sexual harassment in the workplace. 

Sexual Harassment Policy Can Save Employers Money

This resource aims to educate employer on the ramifications of incidences of sexual harassment in the workplace. It stipulates that sexual harassment in the workplace are both tangible and non-tangible and occurrence of sexual harassment in the workplace have potential cost associated, which may include staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

taking off sick time, low morale and productivity, absenteeism, high turnover and damages in the event of a successful complaint.    Giesbrecht T and Foster K Sexual Harassment Policy Can Save Employers Money  

Emergency and Critical Incident (Sample Policy)

This sample emergency and critical incident template could be adapted to organizations as a standalone policy or as an addition to similar policy. Emergencies and critical incidents in the workplace can affect people physically and psychologically, and affect program continuity. This policy helps organizations prepare for and effectively respond to emergency situations and critical incidents through the appropriate use of resources. The prevention and effective management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

of emergency situations and critical incidents can assist to minimise the negative impact of an unexpected event.

Human Resources Tools: Tips on Leading and Contributing to Meetings

Human Resources Tools: Tips on Leading and Contributing to Meetings

As managers, you’re always busy planning, preparing for and running meetings with your own staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

, with other members of the organization or the sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, or simply contributing to other people’s meetings. This guide looks at your role as a meeting leader and as a meeting participant. It examines how to plan and conduct meetings effectively: defining your desired outcome, preparing for the meeting, making discussions constructive, handling interruptions and conflict, and generating ideas.

Cultural Career Council Ontario (N.D.) Tips on Leading and Contributing to Meetings Retrieval Date, May 15, 2014 

Human Resources Tools: Leadership and Building Your Team

The need for effective leaders in the cultural sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

is enormous, not just to ensure the success of their organizations but also to promote and act as spokespersons for their community

The broad group of people who are stakeholders of an organization. Extending beyond the people that enter our buildings and use our services, an organization’s community may include cultural groups, sectoral partners, and other groups of people joined together by common identity, geography, and other bonds. Often where we use ‘community’ the word is actually short for multiple communities.

. This is particularly important for increasing community interest and involvement in the arts, as well as for commitment and financial support from private and public sector sponsors.

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