Work Environment

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

Infectious Disease Data


COVID-19 Data and Surveillance<


The following data products provide access to statistics and information related to COVID-19 to assist with surveillance and reporting.

Charting a Crisis:How to adjust business continuity plans during the COVID-19 crisis

Charting a crisis: Bolstering business continuity with organizational change management

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

How to adjust business continuity plans during the COVID-19 crisis

Setting guidelines and expectations for virtual work will help keep people focused and productive during times of uncertainty. Many employees have never had to host or participate in virtual meetings before—they may not be sure how to act or may not be confident in using virtual technology or collaboration tools right away. providing empowerment to your company, such as virtual team management coaching

In the context of supervision of staff, coaching means the provision of ongoing and regular support: directing and offering feedback to staff to set and pursue goals, developing their capacity, addressing performance issues, and ensuring staff are equipped to excel. Modeling and demonstration of behaviours and tasks can be key aspects of coaching.

and collaboration management, can help employees pivot, adopt new ways of working and operate productively.

Self-care is Non-negotiable, Especially in the Workplace.

Self-care is non-negotiable, especially in the workplace. Impact on employee health

Our cultural obsession with work and busyness is having damaging effects on our mental and physical health. As we reported in this infographic<, fifty percent of adults work more than forty hours a week, and 75% of Americans describe their work as stressful. One way of coping with the stress is to skip work, which is what approximately one million workers do every day. Of the employees who do show up to work, 51% say they aren’t as productive because of the stress. In the long run, work-related stress and anxiety can contribute to depression, which is now the leading cause of disabilityWhile disability is commonly understood as a restriction or lack of ability to perform an activity beyond the range of what is considered “normal”, disability rights activists challenge this definition. Instead, disability is a normal aspect of life. In fact, most people will experience some form of disability, either permanent or temporary, over the course of their lives. Rather than viewing the condition of the person as the source of the problem, an anti-oppression approach acknowledges that it is social discrimination and physical and institutional barriers that are the greatest challenge for those with disabilities. worldwide.

Working too hard is also hurting our bodies. We’re spending obscene amounts of time sitting in transit, at desks, and meetings. Truck and taxi drivers have particularly sedentary schedules, as do security guards, engineers, programmers, and so on. This lack of movement is known to cause high blood pressure, obesity, increased risk of certain cancers, and musculoskeletal problems in the long run. Conversely, many of us work jobs that require a lot of heavy lifting, excessive time spent on one’s feet, noisy and/or claustrophobic environments, and other unhealthy conditions the human body wasn’t designed to endure for hours on end.

4 Steps to Creating a Healthy, Thriving Organizational Culture

4 Steps to Creating a Healthy, Thriving Organizational Culture


In this Article you will learn 4 Steps to Creating a Helathy, Thriving Organizational Culture

"Make your culture as important as results, your values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

as important as productivity. 

Your organization has stated performance expectations and works to hold everyone accountable for those expectations. What most organizations don’t have are expectations about values<, liberating rules that ensure cooperation, teamwork, validation, and (yes) fun at work."

"With both performance expectations and values expectations formally defined and agreed to, you know you’ve spelled out exactly how you want everyone to behave." Many companies say that they value one type of action<, but they would never punish a manager for violating those culture rules. Make sure that you hold everyone in your organization to the culture guidelines. If you aren't holding everyone to them, it's not your actual culture.  


workplace Safety Training

Workplace Safety Training: Getting Better Results

It’s no secret that while workplace safety training is critically important there are many employers who view the actual training session as an inconvenient disruption to the workday. Training sessions can take workers off their jobs resulting in a costly loss of production time but also workers may be unfocused or distracted in the training sessions due to the work responsibilities they’re missing while taking the training. This distraction can result in the workers not properly retaining the safety training information being presented, creating a potentially dangerous workplace.

The solution is not longer training sessions or more extensive testing. The key is to make the training class time more effective. By making simple changes to the way the trainers present their information, the participants can then focus on the importance of the training and better understand that safe work practices don’t end when the training session is finished.


Putting Your Values to Work

Putting your values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

to work

Your organization is trying to solve extremely complex issues. The number of people your organization is trying to help might be rising. There is pressure to raise more money, usually with limited resources. You might be dealing with workplace conflicts that go unresolved. 

If you value purpose then you can approach the decision from that perspective. You can reflect on how this new position will help you have a greater impact on your organization and those it serves.

Creating a Rewarding Volunteer Experience

Four(4) Ways to Create a  Meaningful Rewarding Experience

More than four in 10 Canadians volunteered in 2013, according to the latest General Social Survey <released earlier this year. While that’s impressive, volunteering is down since 2010, the last time the survey was conducted. That’s not terribly surprising considering a Volunteer Canada report< found that 62% of volunteers have had a negative experience. That draws the challenge for nonprofits into clear focus: How do you not only recruit volunteers, but keep them coming back?

The best way to engage volunteers is to make working with your organization a positive experience. Here are a few tips for achieving that:

Workplace Strategies for Mental Health

Workplace Mental Health: Self-care Strategies & Resources

Supporting a mentally healthy workplace within your team is important.

Managing Stress: Finding out what works for you to relieve stress in a healthy way is an important part of staying well. We're all different, and what works for one person may not work for another. Here are some suggestions:

Getting help at work

There are people at your workplace you may be able to go to for help. Here are some suggestions you may use to help these people help you.

Talking to your manager/

Talking to a human resources representative

Talking to a counselor through your Employee Assistance Plan (EAP)

1. These are the things that are a problem for me right now and here are some ideas for what might make it easier for me to do my job. Can you look at them and let me know what is possible?

2. Can we book some time to talk about my work performance? I'd like your input on how I can better manage my time, prioritize tasks, etc.

3. Can you please let me know if you notice any changes in my performance so that we can talk about it?

This document will teach you about:

  • Learning healthy ways to manage stress ·       
  • Taking care of your body 
  • Avoiding or quitting temporary fixes that can create other problems
  • Making time for yourself
  • Asking for support from family members

Workplace Learning, Training and Development

Learning, Training & Development


The pace of change in the nonprofit 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.

has had an impact on workplace learning. Think of the current positions in your organization and the need for increased competence in change management

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

, fundraising, diversity management and so on. The CPRN report, Skills and Training in the Non-profit Sector,< explains that the need to constantly learn and develop new skills has never been greater:

"Change also puts the spotlight on training and education as a means of equipping workers with the tools they need to adapt to changing skill requirements, organizational change and increasing complexity in the external environment."

In this section of the HR Toolkit, you will find information about factors affecting learning and training, how to implement an employee development and training program, 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.

of adult education and a searchable directory of learning, training and development opportunities for people working in the sector.

In this Section:

Sample Policies on Workplace Code of Conduct

Sample Policies on Workplace Code of Conduct

This Sample taken from the Canadian Diabetes Association covers the following: 

  • Covers accountability, conflict of interest and confidentiality
  • Discusses harassment and procedures for care of the more vulnerable
  • Mentions other specific policies related to this policy
  • Outlines implementation procedures include signing a declaration (employees, volunteers)
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