Safety Matters

1: Organizational culture

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Organizational culture is the degree to which a work environment is characterized by trust, honesty, and fairness.                                                 

In action 

• The feeling of community among workers in the workplace
• Connection with workers and values within the workplace
• Contributions embraced; respect shown for ideas, opinions
• Systems in place to effectively address difficult situations 
• Trust between management and non-management workers

2: Psychological and social support 

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Psychological and social support is demonstrated by an environment that is supportive of and appropriately responsive to workers’ psychological and mental health concern.

In action

• Workplace programs that support workers’ psychological and mental health are in place
• The stigma associated with mental health is addressed, eliminated
• Processes are in place to intervene if a worker looks distressed while at work
• Return-to-work programs include supporting workers returning to work from a mental health condition

3: Clear leadership and expectations 

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Clear leadership and expectations are effective leadership and support that help workers know what to do, how their work contributes to the workplace, and whether impending changes exist.

In action

• Clear operations - workers know what they are expected to do
• Leadership in the workplace is supported by clearly defined roles
• Effective, timely communication of important workplace changes
• Directors, managers, and supervisors are trained on how to provide helpful feedback to workers on their work performance
• The workplace provides clear, effective communication

4: Civility and respect 

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An environment of civility and respect is one where interactions are respectful and considerate.

In action

• The workplace is one where all workers treat each other with respect and consideration
• Workers from all backgrounds, departments and services are treated professionally, equitably, and fairly in the workplace
• The workplace has an effective, consistent process for addressing in appropriate behaviour by customers or clients

5: Psychological demands 

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Psychological demands address the ‘fit’ between work requirements and workers’ interpersonal and emotional competencies.  

In action

• Assesses demand and job control issues such as physical and psychological job demands on the worker
• Assesses the level of job control and autonomy afforded to workers
• Values worker input, particularly during periods of organizational and operational change
• Seeks and values workers’ input, particularly in how work is done

6: Growth and development 

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Growth and development are encouraged and supported to develop workers’ interpersonal, emotional, and job skills.

In action

• Workers receive feedback that helps them grow and develop
• Directors, managers, and supervisors are open to a worker’s ideas for taking on new opportunities and challenges
• Workers have opportunities to advance within their workplace
• The workplace values the workers’ ongoing growth and development
• Workers have the opportunity to develop their "people skills” at work

7: Recognition and reward 

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Recognition and reward include appropriate acknowledgement and appreciation of workers’ efforts in a fair and timely manner.                                              

In action

• Those in management show appreciation for the work of the workers they supervise          
• Workers are paid fairly for the work they do
• The workplace:
  • appreciates efforts made by workers
  • celebrates shared accomplishments
  • values workers’ commitment and passion for their work

8: Involvement and influence 

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Involvement and Influence address workers' inclusion in discussions about how their work is done and how important decisions are made for the workplace.

In action

• Workers are free to talk about how their work is done with whom they report to (e.g. immediate supervisor, manager, director, CEO)
• Workers have some control over how they organize their work
• Workers’ opinions and suggestions about their work are considered
• Workers are told about changes that may/will impact their work 
• The workplace encourages input from all workers on important decisions related to their work

9: Workload management 

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Workload management is about accomplishing tasks and responsibilities within the time available.

In action

• The amount of work that workers are expected to do is reasonable for their positions
• Workers have the equipment and resources needed to do their jobs well
• Workers are free to talk about the amount of work they have with who they report to (e.g. immediate manager, director, CEO)
• Workers have an appropriate level of control over prioritizing tasks and responsibilities when they are facing multiple demands

10: Engagement

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Engagement is where workers feel connected to their work and are motivated to do their job well.

In action

• Workers enjoy their job
• Workers are willing to give extra effort at work if needed
• Workers describe work as an important part of who they are
• Workers are committed to the success of the organization
• Workers are proud of the work they do

11: Balance

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Balance is where there is recognition of the need for balance between work, family, and personal life demands.

In action

• The workplace encourages workers to take their entitled breaks
• Workers can reasonably meet the demands of their work and their personal lives
• The workplace actively and intentionally promotes life-work balance
• Workers can talk to the person they report to when they feel they’re having trouble maintaining a balance between their life and their work

12: Psychological protection 

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Psychological protection is where psychological safety is ensured—where workers feel able to ask questions, seek feedback, report mistakes and problems, or propose ideas without fear of negative consequences

In action

• The workplace is committed to minimizing unnecessary stress at work
• Those in management care about the emotional well-being of the workers who report to them 
• The workplace has measures in place to prevent harm to workers from harassment, bullying, discrimination, violence, or stigma
• The workplace immediately and effectively deals with situations that can threaten or harm workers.

13: Protection of physical safety 

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Protection of physical safety is where appropriate action is taken to protect the physical safety of workers.

In action

• The workplace demonstrates care for how the physical work environment impacts workers’ mental health
• Workers feel safe about the physical work environment
• Workers have the equipment and resources needed to work safely
• The way work is scheduled allows for reasonable rest periods
• All health and safety concerns are taken seriously and responded to
• Workers feel free to refuse work they believe is unsafe