This is the twelfth blog in a series written by Mary Ann Baynton, Director of Collaboration and Strategy for Workplace Strategies for Mental Health. Her colleague and co-author for the Evolution of Workplace Mental Health in Canada book, Leanne Fournier, interviewed Michael Lavis about the impact psychological health and safety has had on him as a leader.
Michael’s story
Michael Lavis takes increasing awareness about psychological health and safety in the workplace very seriously.
As Chief Executive Officer of Creative Options Regina and Chair of Service Hospitality, Michael admits he found the National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) overwhelming when he first downloaded it. “It appeared daunting, but then I considered that we probably had a lot of good things in the works that we didn’t realize we were already doing. It was important to take stock.”
Michael quickly saw many parallels between what the Standard was recommending and his goals for protecting the psychological health and safety of his team.
“We were muddling our way through, but felt psychological health and safety was critically important to the frontline work we do.”
Having the Standard as a guide and tools available to support organizations like his with implementation was helpful. One tool, prepared by the Mental Health Commission of Canada, was a worksheet that provided an overview of the psychosocial risk factors that asked two key questions:
“What are some of the ways that your ORGANIZATION can support this factor in your workplace?” and “What are some of the ways that YOU can support this factor in your workplace?” Michael liked that this approach showed that psychological health and safety is a shared responsibility of both employers and employees.
He sees this as particularly critical for “caring professionals”, a sector he says continues to be very unhealthy.
“The high rate of turnover is testament to the poor health of the sector,” he said. “Government and society have to value the important work of caregivers. If employees are cared for well, they can provide the best support. If you want to increase quality of care for our communities’ vulnerable, it starts with how you treat those providing care.”
He adds, “Organizations need to take a look at their own people practices – are they cultivating a culture of a psychologically safe workplace?”
At Creative Options Regina, this begins during recruitment. “We start with some values-based questions that are self-reflective. In the first interview, we’re talking more about culture, purpose and values. Once we see an alignment with that, then the conversation shifts to education and experience.”
This approach, along with a comprehensive well-being strategy, has helped Creative Options Regina achieve one of the lowest employee turnover rates in the province.
What would Michael like to see in the future related to psychological health and safety in the workplace?
“I hope we can bring more humanity into human services, into the work we do supporting and working with people.”
The next blog is about how inclusion and psychological health and safety are interconnected. Explore the History of psychological health and safety and read all of the blogs in this series.
Note: The psychosocial factors described in Guarding Minds at Work are work conditions that can have either a positive or a negative effect on employee psychological health and safety.
The views and opinions expressed in this blog post are those of the author and do not necessarily reflect the official policy or position of Canada Life or Workplace Strategies for Mental Health.