Absenteeism management programs, SBIRT, Wellness Programs, all help organizations become Employers of Choice

1. Creating
Psychologically Safe
Workplaces
10:40 – 11:30 Weds Mar 20, 2013
Occupational Health & Safety: Latest Strategies for
Promoting Employee and Workplace Wellness,
Infonex Conference Calgary
Chris Hylton, MA
CG Hylton Inc. 1

2. Introduction
• Chris - benefit and HR consultant
• EAP network with counsellors across Canada
• Volunteer with many organizations including
Employee Assistance Society of North America and
the Aboriginal Friendship Centre of Calgary
• Offers free workshops, lunch and learns
CG Hylton 2

3. Agenda
– Dealing with productivity loss from presenteeism,
absenteeism, and the toxic workplace
– The National Standard of Canada for
Psychological Health and Safety in the Workplace
– Wellness programs that work, at work
– Overview of the successful Screening, Brief
Intervention, and Referral to Treatment (SBIRT)
substance abuse model
– Breaking the cycle of workplace lateral violence
– Becoming an employer of choice and helping
employees build high self- esteem
CG Hylton Inc. 3

4. Why would I call this
the butterfly presentation?
CG Hylton Inc. 4

5. This is Your Show
• What would like to know from today’s session?
• What are your big workplace issues we can deal
with please?
CG Hylton Inc. 5

6. Dealing with productivity loss from
presenteeism, absenteeism,
and the toxic workplace
CG Hylton Inc. 6

7. Days lost, per worker, in 2011
Vancouver
Edmonton
Calgary
Toronto
Montréal
Personal or family resp
Illness / disability
BC
Total
AB
SK
MB
ON
0 2 4 6 8 10 12
CG Hylton Inc. 7

8. Absenteeism
• 8.1% of full-time employees are absent for
all or part of the week for personal reasons:
5.9% due to their own illness or disability
and 2.2% due to personal or family
responsibilities.
• On average, in 2011, full-time employees
lost 3.7% of their work time each week due
to absenteeism
Source Stats Can 2011 Labour Force Data
CG Hylton Inc. 8

9. Presenteeism
• Absenteeism’s lesser known cousin, is lesser
known and stats are more difficult to find.
• US data shows presenteeism is 7 - 9 times the
rate of absenteeism (7 x 8.1% = 57%, 9 x 8.1% =
73%)
• Presenteeism occurs when employees who are
physically present are, due to a physical or
emotional issues, distracted to the point of
reduced productivity. Using a sports analogy
they are the walking wounded or playing hurt
CG Hylton Inc. 9

10. Why bother deal with these issues?
Direct Costs
• Replacement of absent worker
• Loss of productivity
• Sick leave with pay and benefits
Indirect Costs
• Reduced service to clients
• Damage to morale of other employees
• Time spent managing employee and/or claim

11. How to deal with Presenteeism and
Absenteeism?
Any ideas?
CG Hylton Inc. 11

12. Presenteeism
• Performance objectives
• Performance appraisal
• Job description with Performance Objectives
built in, signed off, amended annually by ee and
er
CG Hylton Inc. 12

13. Solution:
• Absenteeism Management Plan
• Does anyone have one of these?
• Care to share any comments?
CG Hylton Inc. 13

14. Case Study:
CLS’ Absenteeism Management
Program (AMP)
• Implemented May 2005
• Revisions July 2008
• Four Step Program
• Target 3.5% absenteeism (9 days/year)

15. CLS ISSUES
• People working when sick
• Concern about singling people out
• Concern about Supervisor abuse – “I’ll be
watching you”
• Time required to manage program
• Education of staff is key

17. CLS AMP Steps
• Step 1: Informal Notification, Initial Concern
– Notification package provided to employee
– Contains absence history, AMP process, internal and
external support
– Goal is to inform employee and offer education

18. Step 2
• Formal Discussion, Continued Concern
– Supervisor and employee meet
– Union representation is offered
– Purpose is to determine of there are underlying
health issues
– A referral to Occupational Health and Wellness may
be made

19. Step 3
• Formal Discussion, Advance Concern
– Supervisor and employee meet
– Union Representation offered
– Attempt to get at underlying issues
– Mandatory referral to Occupational Health and
Wellness

20. Step 4
• Employment Discussion
– Supervisor and Employee meet
– Union Representation required
– Focus on continued employment relationship in
serious jeopardy
– Employee is placed on a 90 day trial period.

21. Case Study: Transat Tours Canada
• 300 call centre employees in Toronto & Montreal
• 1.3 million calls a year
• 12% absenteeism rate was a concern
• Target 2-3% reduction year over year for same
period
• 4 stage notification process
1 – ee and mgr verbal discussion
2 – Director and HR are informed
CG Hylton Inc. 21

22. Case Study
3- Director attends meeting
4- HR involved and ee receives written notice that
if behaviour has not changed further action up
to suspension may be the result
Results
• Barely two years after Transat Tours
implemented its new program, the absenteeism
rate at the company’s three call centres in
Montreal and Toronto dropped to 3% to 4%.
CG Hylton Inc. 22

23. Toxic Workplace
• Is anyone here from healthcare?
• Is there a link between a
workplace and its toxicity and
workplace violence?
• Has anyone suggestions in how to
deal with a toxic workplace?
CG Hylton Inc. 23

24. What is the National Standard for
Psychological Health & Safety in the
Workplace?
• Mental Health Commission
• Supports mental health best practices in
the Canadian workplace
• The new standard was developed with the
support of health care
leaders, government, labour and
corporations, including a $250,000
contribution from the Bell Let’s Talk
mental health initiative
CG Hylton Inc. 24

25. Why a Standard?
• According to an Ipsos Reid survey released
fall of 2012,
• seven in 10 (71 per cent) of Canadian
employees surveyed report some degree of
concern with psychological health and
safety in their workplace,
• including 14 per cent who disagreed that
their workplace is psychologically healthy
and safe
CG Hylton Inc. 25

26. Why a Standard?
• The survey indicated that more people feel
physically safe (20 per cent concerned)
• than psychologically safe (33 per cent
concerned) in their workplace. This may be
because psychological health and safety
has not historically received the
attention, profile or resources that physical
health
CG Hylton Inc. 26

27. The National Standard is a
Voluntary Program
• Not enshrined in Law
• Not a regulation
• Provides guidelines and information
CG Hylton Inc. 27

28. How the Standard Lines up
• Aligns with the Plan-Do-Check-Act
management model found in CAN/CSA
Z1000, Occupational Health and Safety
Management
• Aligns with other key standards and
guidelines, including BNQ 9700-800 on Healthy
Enterprises, CSA Z1002 on OHS Hazard
Identification and Elimination and Risk
Assessment and Control, BSA PAS 1010
Guidance on the Management of Psychosocial
Risks in the Workplace, and Guarding Minds @
Work.
CG Hylton Inc. 28

29. Topics Included in the Standard
• Establishing commitment, leadership and
participation
• Understanding diverse ee needs
• Maintaining confidentiality
• Policy and planning process to implement the
system
• Identifying psych hazards, assessing risks, and
implementing preventive and protective
measures
• Infrastructure and resources required
• Providing education and awareness, and
ensuring key people are trained and competent
• Collecting data, monitoring and measuring
success CG Hylton Inc. 29

30. Training by the CSA
• CSA Group Learning Institute has
scheduled web-based training sessions
• Visit CSA.CA training for details
CG Hylton Inc. 30

31. Bell Let’s Talk
• Bell Let’s Talk is a 5-year, $50-million program to
promote Canadian mental health based on 4 action
pillars: anti-stigma, care and access, research, and
workplace best practices.
• With Bell Let’s Talk Day as its anti-stigma
centrepiece, Bell’s initiative is providing significant
funding for leading mental health hospitals and
grassroots organizations, driving new workplace
initiatives across corporate Canada, and supporting
new research.
CG Hylton Inc. 31

32. Let’s Talk Day - Feb 12
• For every text message, long distance call made
by Bell / Bell Aliant customers, and every tweet
using #BellLetsTalk, and every Facebook share of
our Bell Let's Talk message on February 12
• Bell donated 5 cents more to mental health
programs. In 2012, 78 million text
messages, long distance calls and retweets by 8
million Canadians on Bell Let's Talk Day resulted
in
• $3,926,014 in additional funding for
mental health.
CG Hylton Inc. 32

33. Benefits Canada Poll
• Has your organization taken steps to
improve psychological health?
• 60% No. We don’t see the need
• 14% Yes. We wanted to address existing
issues
• 26% We are working on this now
CG Hylton Inc. 33

34. Benefits Canada Poll
• Does your organization offer mental health
services and support for employees?
• 41% Yes, we have a robust program that
includes many services
• 26% Yes, but our program is still in progress
or only offers minimal services
• 15% No, but we plan to offer such services in
the future
• 19% No, we don't offer mental health services
CG Hylton Inc. 34

35. Benefits Canada Poll
• Do you think the new workplace
national standard for psychological
health and safety will improve
workplaces?
• 46% Yes
• 54% No
CG Hylton Inc. 35

36. Wellness Programs that Work, at Work
CG Hylton Inc. 36

37. The Cost of Doing Nothing…..
Total Benefit Costs Per Employee - Projected
$5,000
$4,600
Actual Costs $
$4,200
$4,836
$4,584
$4,345
$3,800 $4,119
$3,891
$3,701
$3,400
2009 2010 2011 2012 2013 2014
How will this change with the impact of an aging population, increase in
37
biologic drugs costs and the increase of chronic health conditions?
CG Hylton 37

38. Why Wellness
• Costs follow health risks
• Absenteeism, presenteeism &
productivity tied to health risks
• It pays to keep healthy people healthy
• Even small increases in physical activity
can produce results
• Gains in employee engagement can be
tied to wellness programs
• Programs do not have to be expensive
38

39. Costs follow health risks
Annual medical
charges for
different ages Low Risk
and health risk Non-P icipant
art
groups
Medium Risk
High Risk
High Risk
Medium Risk
Non-P icipant
art
35-44
45-54 Low Risk
55-64
65-74
75+
Source: D. Edington.
Emerging Research: A View
From One Research Centre
39

40. Absenteeism
University of Michigan study
• Workplace health promotion shown to decrease
absenteeism:
– 10.5% in first year of implemented program
– 14% in second year
• Translates into $1.22 - $1.63 savings per dollar
invested
40

41. Rx Drug stats a potential Wellness Tool?
41
CG Hylton 41

42. Any idea how?
42

43. Compare Your Ees Rx Profile
• to typical usage profile
• Develop programs to educate
ees around major Rx uses
43

44. Common Chronic Disease Risk Factors
Tobacco Unhealthy Physical Alcohol
Smoking Diet Inactivity Consumption
Overweight/
Obesity
High Blood Type 2 High
Pressure Diabetes Cholesterol
COPD Heart Mental
Disease Renal Disorders
Lung
Disease
Cancer
Cancer of
Respiratory mouth, pharynx, l
Cancer of Prostate
Disease arynx, esophagus,
Pancreas, Bladde Colon Cancer
r, Kidney liver
Cancer Breast
Cancer Musculoskeletal
Source: Ontario Ministry of Health and Long-term Care
CG Hylton 44

45. Case Study: Xerox Canada: Bwell
1. Assess ee health risks
2. Develop initiatives
throughout the year to
reduce and contain
health risk in supportive
environment
3. Measure success
Make participa
easy, non-thre
45
…and fun!

46. Step 1: Health Risk Assessment
BWell Cardiovascular Risk Assessment pilot program
– RN screens participants in a 15-minute appointment
– Measures blood pressure, total cholesterol, random
glucose, BMI and body fat
– Take away: personal scores and educational info on risk
factors
– Participants can be re-assessed each year
LifeWorks / Checkpoint HRA:
– Lifestyle – comprehensive risk assessment
– Can use the numbers received in the BWell assessment
– Access online
– Incentive / contest to get it going
46

47. Step 1: Health Risk Assessment
• Risk factors identified year one (three pilot clinics):
– Smoking (19%)
– Systolic blood pressure (29%)
– Diastolic blood pressure (17%)
– Cholesterol (17%)
– Glucose (9%)
47

48. Surprising Stats
• 72% fell into moderate to high risk
category for body composition and/or BMI
• Body composition is % of lean mass to fat
mass
• BMI is a weight for height ratio to estimate
body fat
CG Hylton Inc. 48

49. Other Assessment Tools
Other risks EAP & OHS Reports
•#1 reason for STD: Psychological
•#1 EAP presenting issue: Stress and
work-life balance
CG Hylton Inc. 49

50. Step 2: Develop programs
Activity Outcomes
BWell assessment Cardiovascular risk established
Bwell quarterly Information for staff and families a
newsletter their fingertips
Spring fitness
Motivation: Create new habits in 30 da
challenge
Fall nutrition & wellness Motivation: Nutrition
chall Create new habits in 30 days
Weight mgmt nutrition
Interactive onsite info session
clinics
Stress management Manage psychological stress,
lunch & learn build resilience
Ergonomics in the office Better posture, less strains & pains
50

51. 3. Measure success
Participation rates by ees
– Challenges engaged over 40%
– Cardio Vasc assessment: 25%
– Online assessment: 30%
– Lunch & Learn:s 15%
– Website: 60% (2288 unique users)
51

52. 3. Measure success
Employee engagement
• 2007 Best 50 Employers Survey (Hewitt):
38th from 49th previously
• Xerox 2007 EES internal survey:
– 83% would recommend Xerox as a good
employer
– 86% are proud to work for Xerox
CG Hylton Inc. 52

53. 3. Measure success
• 450 repeat participants
– 152 (38%) improved on four or more risk factors
• Weight loss
– 209 people (53%) improved
– 34 moved into a healthy zone
• 21 stopped smoking
ROI 2:1 after only one year into the program!
53

54. http://www.rogers.bwell.com
CG Hylton Inc. 54

55. CG Hylton Inc. 55

56. Overview of the successful
Screening, Brief Intervention, and
Referral to Treatment (SBIRT)
substance abuse model
CG Hylton Inc. 56

57. “
”
SBIRT
Screening
Use a valid, brief (5 minutes or less)
Alcohol Screening, Brief Intervention and referral to Treatment
standardized questionnaire about quantity,
Brief Intervention
(SBIRT) isfrequency and consequences of alcohol use.
the leading way to help employees and businesses to
A behavior change strategy focused
reduce the impact of unhealthy alcohol use.
on helping your client reduce or
Referral to Treatment and Follow-up
stop unhealthy drinking.
Linking your client to specialized
Screenings
addiction treatment and staying with the
client to support sustained success.
Brief Intervention
Referral to Treatment and Follow-Up

58. High Risk:
Those who regularly exceed 2 or more of the recommended
5% daily, weekly or occasion limits for alcohol consumption.
High Risk
Moderate Risk:
Those who regularly exceed one of the recommended
20% daily, weekly or occasion limits for alcohol consumption.
Moderate Risk
Low Risk:
Drinkers who never exceed the
35% recommended daily, weekly and
occasion limits for alcohol consumption.
Low Risk
No Risk:
40% Those who never drink alcohol.
No Risk
*Backgrounder | 2008 | The Case for
Low-Risk Drinking Guidelines for BC |
www.heretohelp.bc.ca

59. Recommended Low-Risk Drinking
Guidelines
• Men: 2,14,5 (< age 65) (US) No more than 2
drinks per day, 14 drinks per week, 5 drinks per
occasion
• 20 or less drinks per week (CA) to avoid health
damage*
• Women (and men 65+): 1,7,4 (US) No more
than 1 drink per day, 7 drinks per week, 4 drinks
per occasion
• 10 or less drinks per week (CA) to avoid health
damage*
CG Hylton Inc. 59

60. Workplace Intervention
• The workplace is a great place to establish
education, prevention and brief intervention
programs to impact one of the top three
avoidable killers today – unhealthy and
dependent alcohol use
• Few businesses use the simple, fast, inexpensive
and effective workplace programs described in
this training.
CG Hylton Inc. 60

61. Stats
• Nearly 80% of adults who have diagnosable
alcohol use disorders are employed.
• 40% of the B.C. population drinks too much at
least occasionally (e.g., hazardous use, binge
drinking)
CG Hylton Inc. 61

62. Costs to U.S. Employers
• Unhealthy drinkers are responsible for 60% of
alcohol-related missed work, poor work quality
and other work limitations.
• Unhealthy drinkers & dependent drinkers may
cause up to 40% of industrial fatalities and 47%
of industrial injuries.
• 20% of employees report being injured, forced
to cover for a co-worker or required to work
harder because of a colleague’s drinking.
CG Hylton Inc. 62

63. SBI IN WELLNESS PROGRAMS
• Alcohol screening can be included in
wellness programs.
• Employees can receive a stand-alone
screening or screening can be part of a
more comprehensive health risk
assessment that investigates a range of
health concerns including depression,
smoking, diabetes, hypertension and
obesity.
• When screening indicates that participants
may have alcohol problems, they can be
encouraged to contact an EAP or counselor.
CG Hylton Inc. 63

64. SBIRT Materials
• All free, All online
• All can be adapted for your use
• http://bigsbirteducation.webs.com/sbi
rttraining.htm
• www.rockymountainresearch.us
CG Hylton Inc. 64

65. Test
• How much more presenteeism is there in the
workplace compared to absenteeism?
• How many drinks per week can you have to be
safe (Canada)?
CG Hylton Inc. 65

66. Breaking the cycle of
workplace lateral violence
CG Hylton Inc. 66

67. Confucius would be proud
synonyms
interpersonal abuse, lateral violence, horizontal
violence, workplace violence, interpersonal
conflict, bullying, anger management
CG Hylton 67

68. How does lateral violence
differ from bullying?
CG Hylton 68

69. Causes of Lateral Violence
• Aboriginal Communities
• Healthcare
• What do they have in common?
CG Hylton Inc. 69

70. What do Healthcare and Aboriginal
Communities have in Common?
• Tribal setting
• Close close bonds between
workers, families
• Long history with co workers
• Crab in a bucket syndrome
• Feeling of stress, hopelessness, fear
CG Hylton Inc. 70

71. Causes of Lateral Violence
• Research finds a clear link between
abuse for patients/residents and the
workplace environment. There are
higher rates of violence in work areas
with short staffing, under-staffing, lack
of support from management, and
poor teamwork among health care
disciplines.
CG Hylton 71

72. What employees want
Surveys of Best Practices tell us what
employees want in the workplace:
1. Respect
2. Healthy and Safe work environment
3. Trustworthy Leadership
4. Work / Life Balance
5. Sense of Pride and Accomplishment
CG Hylton 72

73. If you are an employer where LV is
occurring, what do you do, any ideas?
CG Hylton 73

74. Policies and Training
• Policies should have strong opening
statements regarding the company’s
attitude to harassment in the workplace
• Awareness training among staff is a key
strategy in addressing harassment
• Zero tolerance approach
CG Hylton 74

75. Shunning Cuts Both ways
• Recent Research from University of
Rochester
• Giving someone the cold shoulder is as
painful to you as it is to them
• Shunning someone is just as painful for the
perpetrator as for the victim
• Excluding someone makes a person feel
guilty and shameful
CG Hylton Inc. 75

76. Becoming an employer of
choice and helping employees
build high self- esteem
CG Hylton Inc. 76

77. What is an
―Employer of Choice‖?
77

78. What is an
―Employer of Choice‖?
• Any employer of any size in the
public, private or not-for-profit sector that
attracts, optimizes and retains top
talent… because the employees choose
to be there
• Employees choose to work for your
organization… even when presented with
other employment opportunities
78

79. Becoming an Employer of Choice
But does it really matter? Yes!
Nearly half of all American workers
(49 percent) indicate that their
companies' brand, or image, played
a key role in their decision to apply
for a job at their respective
workplace
79

80. First Break All the Rules
12 Good Questions Gallup
• Expectations • Opinions count
• Resources • Mission
• Do what I do • Co-workers
best
• Best Friend
• Recognition
• Care • Feedback
• Development • Growth
Buckingham & Coffman
80

81. 81

82. IPSOS Top 5 reasons for
staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction
(Yes, this is in order of
preference)
82

83. Conduct Discovery Interviews
What?
• Informal meetings, separate from
performance reviews.
Why?
• To emphasize each employee’s value.
• To understand his/her top motivators, job
satisfaction and any termination risk—so
that you can proactively address any
issues and focus on what really matters.
83

84. Discovery Interview Questions
Job Satisfaction
 What makes you want to come to work each day?
Job Content
 Which particular projects/clients/assignments are
appealing to you?
Recognition
 How can I make your day?
Manager Relationship
 How can I be a more effective manager for you?
Retention
 What is the number one reason you choose to continue
working for us?
84

85. Benefit Plans that Work
• When paying employees it is wise to think
of how to maximize their compensation
• If you give them dollars, it is all taxable
• If you give them a benefit plan it is tax free
• If you are an owner or executive of a
company, you should run all your medical
and dental expenses thru a benefit plan or
health spending account
85

86. Benefit Trends - Flex
• Traditional flex plans are
a pain
• Health Spending
Account gaining favour
• Tax effective
86

87. Flex work schedule costs the
employer nothing
87

88. • Agriculture Alberta Top 100
Financial Services
Employers
• start new ees at 3 weeks paid vacation, increasing by one
day every 2 years on the job, to a maximum of six weeks
• considers previous work experience when setting
vacation
• provides maternity leave top-up payments to new
mothers (to 95% of salary for 17 weeks) with health
benefits during their leave as well as the option to extend
their leave into an unpaid leave of absence
• head office employees enjoy daily visits from a local
"lunch lady", who delivers fresh
salads, sandwiches, soups, and fresh fruits and desserts
CG Hylton Inc. 88

89. Alberta-Pacific Forest
Industries Inc. Alberta’s Top Employers
• as part of the company's health plan, each employee
receives an annual $3,800 taxable lifestyle contribution
that can be used towards alternative health coverages or
even to purchase additional vacation time
• head office features unique onsite amenities including
baseball diamonds, golf driving range, beach volleyball
court, horseshoe pitch, walking trails and a 40-acre
stocked trout pond, fully-equipped fitness facility with
free memberships, and employee lounge with outdoor
patio and picnic tables
• offers new employees up to four weeks paid
vacation, with the option to take the fourth week as
time-off or as additional income -- and also maintains a
flexible personal time off program with employees
averaging 12 personal days off each year
CG Hylton Inc. 89

90. Test
• How is healthcare similar to aboriginal
workplace?
• What is one of the 12 good questions?
CG Hylton Inc. 90

91. Did we miss anything?
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92. Thank you!
• Employee benefits
• EAP
• Human resource programs
• Free workshops, lunch and learns
Chris Hylton
403 264 5288 chris@hylton.ca
CG Hylton 92