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Mental health and addiction; Ontario’s overlooked health challenge by Toronto Training and HR September 2011
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Mental health and addiction; Ontario’s overlooked health
challenge
by Toronto Training and HR
September 2011
Page 2
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-10 How bad is the situation in Canada?11-12 In this province…13-14 Barriers and challenges15-16 Anxiety and depression17-18 Career counselling for people with mental health
disabilities19-21 Supported employment and job accommodations22-23 Women and mental health24-25 Prevention interventions26-28 Role of line managers29-34 Promoting employees’ mental wellbeing 35-36 Costing tool for promoting wellbeing at work37-39 Toward recovery and wellbeing40-41 Factors potentially influencing the development of mental health problems42-44 Guiding principles for workplace health programs45-48 Stress49-50 Mental disorder and substance dependence51-54 Case studies55-56 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
DefinitionsMental healthMental illnessMental wellbeingDisability
Page 7
How bad is the situation throughout
Canada?
Page 8
How bad is the situation throughout Canada? 1 of 3
% of those affected seeking help for the issues% of those affected that receive the treatment Cost of mental health for the whole country in 2010
1 in 101 in 201 in 301 in 50
Page 9
How bad is the situation throughout Canada? 2 of 3
Mood disorderAnxiety disorderSubstance dependenceEating attitude problemsGambling problems
Page 10
How bad is the situation throughout Canada? 3 of 3
MENTAL HEALTH COMMISSIONDevelop a mental health strategyDevelop and implement an anti-stigma/anti-discrimination campaignDocument best practices in reducing homelessness for people living with mental illness across the country and encourage additional researchImprove knowledge transfer through the development of a knowledge exchangeDevelop a national social movement
Page 11
In this province…
Page 12
In this province…
% of health spendingBest place in OntarioWorst place in OntarioLaunch of the Ontario Mental Health and Addictions Alliance
Page 13
Barriers and challenges
Page 14
Barriers and challenges
Rate of recoveryResponses to medicationStressSuicidal behaviourStigmaFinancial concerns
Page 15
Anxiety and depression
Page 16
Anxiety and depression
Classification and criteriaFactors ImpactQuestions to ask
Page 17
Career counselling for people with mental health
disabilities
Page 18
Career counselling for people with mental health
disabilitiesDevelopmental approachBehavioural approachThe Choose-Get-Keep approach
Page 19
Supported employment and job
accommodations
Page 20
Supported employment and job accommodations 1 of 2
Real workIntegrated settingOngoing support
Best practice
Page 21
Supported employment and job accommodations 2 of 2
TrainingEmployment practicesCommunication
Page 22
Women and mental health
Page 23
Women and mental health
Healthy gender-sensitive public policySurveillance and monitoringDiagnostic categoriesReforming and improving access to effective and appropriate women-centred careIncrease research on women and mental health which includes prevention, health promotion, and innovation in care
Page 24
Prevention interventions
Page 25
Prevention interventions
Risk factorsProtective factorsPrimary preventionGeneral or universalAt risk or selectiveHigh risk or indicatedSecondary preventionTertiary prevention
Page 26
Role of line managers
Page 27
Role of line managers 1 of 2
Promoting a management style that encourages participation, delegation, constructive feedback, mentoring and coachingEnsuring that policies for the recruitment, selection, training and development of managers recognise and promote these skillsEnsuring that managers are able to motivate employees and provide them with the training and support they need to develop their performance and job satisfaction
Page 28
Role of line managers 2 of 2
Increasing understanding of how management style and practices can help to promote the mental wellbeing of employees and keep their stress to a minimumEnsuring that managers are able to identify and respond with sensitivity to employees’ emotional concerns, and symptoms of mental health problemsEnsuring that managers understand when it is necessary to refer an employee to occupational health services or other sources of help and support
Page 29
Promoting employees’ mental wellbeing
Page 30
Promoting employees’ mental wellbeing 1 of 5
Adopt an organization-wide approach to promoting the mental wellbeing of all employees, working in partnership with them. This approach should integrate the promotion of mental wellbeing into all policies and practices concerned with managing people, including those related to employment rights and working conditions. Ensure that the approach takes account of the nature of the work, the workforce and the characteristics of the organization.
Page 31
Promoting employees’ mental wellbeing 2 of 5
Promote a culture of participation, equality and fairness that is based on open communication and inclusion. Create an awareness and understanding of mental wellbeing and reduce the potential for discrimination and stigma related to mental health problems.
Page 32
Promoting employees’ mental wellbeing 3 of 5
Ensure processes for job design, selection, recruitment, training, development and appraisal promote mental wellbeing and reduce the potential for stigma and discrimination. Employees should have the necessary skills and support to meet the demands of a job that is worthwhile and offers opportunities for development and progression. Employees should be fully supported throughout organisational change and situations of uncertainty.
Page 33
Promoting employees’ mental wellbeing 4 of 5
Ensure that groups of employees who might be exposed to stress but might be less likely to be included in the various approaches for promoting mental wellbeing have the equity of opportunity to participate. These groups include part-time workers, shift workers and migrant workers.
Page 34
Promoting employees’ mental wellbeing 5 of 5
OTTAWA CHARTERBuilding healthy public policy (emphasising the role of all sectors in health outcomes) Creating supportive environments in all settings Strengthening community action Developing personal skills Reorienting services toward promotion, prevention and early intervention
Page 35
Costing tool for promoting mental wellbeing at work
Page 36
Costing tool for promoting mental wellbeing at work
Total number of employeesAbsenteeismPresenteeismStaff turnover
Page 37
Toward recovery and wellbeing
Page 38
Toward recovery and well-being1 of 2 GOALS THAT MAKE UP THE FRAMEWORK
The hope of recovery is available to allAction is taken to promote mental health and wellbeing and to prevent mental healthproblems and illnessesThe mental health system is culturally safe, �and responds to the diverse needs of CanadiansThe importance of families in promoting recovery and wellbeing is recognised and their needsare supported
Page 39
Toward recovery and well-being 2 of 2 GOALS THAT MAKE UP THE FRAMEWORK
People of all ages have equitable access to a system of appropriate and effective programs, services and supports that are seamlessly integrated around their needsActions are based on appropriate evidence, outcomes are measured and research is advancedDiscrimination against people living with mental health problems and illness is eliminated and stigma is not toleratedA broadly based social movement keeps mental health issues out of the shadows, forever
Page 40
Factors potentially influencing the
development of mental health problems
Page 41
Factors potentially influencing the development of mental
health problems
Individual factorsFamily factorsSchool contextLife events and situationsCommunity and cultural factors
Page 42
Guiding principles for workplace health
programs
Page 43
Guiding principles for workplace health programs
1 of 2Meet the needs of all employees regardless of their current level of healthRecognize the needs, preferences and attitudes of different groups of participantsRecognize that an individual’s lifestyle ismade up of an interdependent set of health habitsAdapt to the special features of each workplace environmentSupport the development of a strong overallhealth policy in the workplace
Page 44
Guiding principles for workplace health programs
2 of 2THREE AVENUES OF INFLUENCEPhysical environmentSocial environmentInterpersonal relationships
Page 45
Stress
Page 46
Stress 1 of 3
DefinitionWhat would stress at work look like?Causes of stress at workWhose responsibility is it?Recruitment“Distress”Sickness absenceReturn to work
Page 47
Stress 2 of 3
SOURCES OF FEELINGSOwn physical problems Financial situationTime pressure School Health of a family memberPersonal or family responsibilities Personal relationshipsOwn work situation
Page 48
Stress 3 of 3
SOURCES OF FEELINGSCaring for a childEmployment statusPersonal securityCaring for someone else Discrimination Death of a loved one
Page 49
Mental disorder and substance dependence
Page 50
Mental disorder and substance dependence
Mood disordersSchizophreniaAnxiety disordersPersonality disordersEating disordersSuicidal behaviourProblem gamblingSubstance dependencyHospitalization and mental illnessAboriginal mental health and wellbeing
Page 51
Case study A
Page 52
Case study A
Page 53
Case study B
Page 54
Case study B
Page 55
Conclusion & Questions
Page 56
Conclusion
SummaryQuestions
