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Leading from the Inside Out
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  • "This program is great and well facilitated. I hope that more healthcare leaders can have the opportunity to participate in this kind of program."
  • "This is a good program and especially helpful to have other participants in the same field of work."
  • "I thought Callie did a great job at providing opportunities for everyone in the group to open, honest and to share their valuable experiences with others."
  • "Working with the other leaders was the most rewarding – to hear other leaders and their struggles and together coming up with self-care strategies to better cope with work-life balance"
Guidelines & Regulations

Guidelines and Regulations

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WorkSafeBC’s healthcare and social services planned inspection initiative focuses on high-risk activities in the workplace that lead to serious injuries and time-loss claims.
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WorkSafeBC is releasing a discussion paper with proposed amendments to the Current Rehabilitation Services and Claims Manual that guide wage rate decisions related to short-term and long-term disability compensation. Recommended amendments include: These changes may affect your claims costs. Click here to view the proposed changes and offer feedback to WorkSafeBC – The deadline is 4:30 p.m. on Friday, […]
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Get PSyched! - March 2024

Engagement, involvement, and influence

Employees enjoy and feel connected to their work and where they feel motivated to do their job well.

Factor: Engagement

Employee engagement is at the heart of a thriving workplace. It goes beyond the traditional understanding of job satisfaction, encompassing a deep connection and commitment to the organization's mission and values. In psychological health and safety, fostering engagement involves creating an environment where individuals feel valued, recognized, and motivated. We'll explore strategies to enhance engagement, providing insights and tools to cultivate a workplace culture that promotes well-being and positive mental health.

Factor: Involvement and influence

In this factor, we combine the essential elements of involvement and influence. Employees who feel involved in decision-making processes and have a sense of influence within their workplace exhibit higher satisfaction and well-being. Recognizing the significance of employees' perspectives and empowering them to contribute to decision-making enhances their mental health and contributes to a more resilient and adaptable organization. This month's focus is on understanding how to create an inclusive and participatory workplace culture that fosters involvement and influence, ultimately contributing to the overall psychological health and safety at work.

Join us in exploring and championing these vital factors as we work together to create workplaces prioritizing psychological well-being, enhancing organizational effectiveness, and fostering positive and productive environments. Stay tuned for valuable information, education, and tools throughout the month to support your journey toward a psychologically healthy workplace.

The differences

  1. Focus on Individual vs. Collective Dynamics:
    1. Engagement: Primarily centers around the individual's connection and commitment to the organization's mission and values. It delves into personal satisfaction, motivation, and recognition within the work environment.
    1. Involvement and Influence: Shifts the focus to collective dynamics by emphasizing the role of employees in decision-making processes. It explores how individuals, as part of a collective, can contribute to shaping the workplace environment and influencing organizational decisions.
  2. Internal vs. External Perspectives:
    1. Engagement: Internally focused on individuals' emotional and psychological connection with their work and the organization. It considers factors such as job satisfaction, motivation, and a sense of purpose from an individual standpoint.
    1. Involvement and Influence (Factor 2):* Has a more external perspective, looking at how employees can interact with the broader organizational structure. It considers how individuals can participate in decision-making processes and influence the organization's direction.
  3. Emphasis on Feeling vs. Action:
    1. Engagement: Emphasizes the emotional and affective aspects of the employee experience, focusing on how individuals feel about their work and the organization.
    1. Involvement and Influence: Shifts the emphasis to actions and behaviors, highlighting how employees can be involved in decision-making and exert influence within the workplace.

While both factors are integral to fostering a psychologically healthy workplace, these distinctions help organizations tailor strategies to enhance individual well-being and employees' collective influence in shaping the organizational culture.

Three things frontline workers can do

  1. Seek Opportunities for Input and Feedback:
    • Involvement and Influence: Participate in team meetings, surveys, and forums where your perspective empowers you and enhances the collective decision-making process.
    • Engagement: Express what parts you appreciate about your job and what parts you think you can be better supported by.
  2. Build Relationships and Foster Team Connection
    • Engagement: Participate in team building activities like a potluck, ice breakers, or team games
    • Involvement and Influence: Collaborate with team members to collectively address challenges and contribute to decision-making. Try joining a committee!
  3. Promote a Positive Work Culture
    • Involvement and Influence: Advocate for a workplace culture that values inclusivity, diversity, and employee participation in decision-making. Encourage team members to share their perspectives and actively contribute to creating a positive and inclusive work environment. Be a diversity and inclusivity champion in your workplace!
    • Engagement: Recognize and appreciate your colleagues' efforts, celebrate achievements, and actively participate in initiatives that promote a positive organizational culture. Nominate a peer for an internal reward and recognition!

By actively incorporating these strategies, frontline workers can contribute to their engagement and well-being while also playing a role in shaping the broader organizational culture through involvement and influence.

Five things leaders can do:

  1. Create an inclusive workplace culture:
    • Develop and communicate a clear organizational vision that inspires and resonates with employees. Emphasize the organization's values and mission to create a sense of purpose and connection. Ensure employees understand how their contributions contribute to the larger organizational goals.
  2. Create a safe space to be heard:
    • Set the tone of confidentiality
      • Clearly communicate that what is shared in these conversations will be kept confidential. Emphasize the importance of trust and reassure employees that their concerns won't be shared without permission.
      • Question for leaders: "Can you share your thoughts on how we can ensure that our discussions here remain confidential and trust is maintained?"
    • Express curiosity
      • Come from a place of curiosity rather than judgement
      • Question for leaders: What does a safe space look like or mean to you?"
    • Normalize vulnerability
      • Acknowledge that being vulnerable can be difficult, but it is essential to building a supportive environment. Encourage employees to express their thoughts and feelings openly.
      • Question for leaders: "How can we make it easier for everyone to share their thoughts and feelings without fear of judgment?"
    • Encourage active listening
      • Stress the importance of active listening. Encourage employees to listen to each other without interrupting and to ask clarifying questions to ensure a full understanding.
      • Questions for leaders: "How can we cultivate a culture of active listening where everyone feels heard and understood?" e.g. - a talking stick
    • Provide resources and follow-up
      • Offer resources or support services available within the organization. Follow up with employees after the conversation to check their well-being and see if additional support is needed.
      • Question for leaders: "Are there specific resources or support mechanisms you feel would benefit you or your team after our discussion?"
  3. Provide ongoing learning and development opportunities:
    • Invest in workshops, training programs, or access to resources that help individuals grow in their roles. Continuous learning opportunities contribute to a sense of personal and professional growth, enhancing overall engagement.
    • Involvement and Influence: Offer training on leadership and decision-making skills. Equip employees with the tools and knowledge to participate actively in discussions and decision-making. This enhances their influence and strengthens the organization by tapping into its workforce's diverse talents and perspectives.
  4. Recognize and reward contributions:
    • Recognize employees who actively contribute to decision-making and collaborative initiatives. Highlight the impact of their influence on organizational outcomes. This motivates the individuals involved and sets an example for others to engage and contribute actively.
  5. Empower employees through delegated authority
    • Provide opportunities for leadership roles within projects or committees. By delegating authority, leaders enable employees to impact the organization directly, fostering a culture of involvement and influence.

By implementing these leadership strategies, organizations can create a workplace environment that enhances individual engagement and actively involves and empowers employees to influence organizational decisions and outcomes.

Engagement, involvement, and influence

Featured Resources

Engagement, involvement, and influence

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Learn to n identifying burn-out and vicarious traumatization red flags and get recommendations to support better and understand your teams.
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Learn specific resources such as daily self-care plans, just-in-time techniques and strategies for maintaining healthy coping strategies with our experienced specialists.
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Engagement, involvement, and influence

Web links

One in five Canadians lives with mental health challenges. The hardest hit are employed Canadians in their early and prime working years.
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Engagement, involvement, and influence resources

Here is a pocket card leaders can use to remind you of different ways to recognize and reward your team.
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This resource, from the BC Public Service Agency shares information on how to do a performance review, look at values and talk to an employee using a strengths-based approach. Feedback can be a great way to recognize someone and reward them using metrics.
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This resource from the BC Public Service Agency talks about the different types of recognition and reward and examples of how to demonstrate them.
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This webinar will provide you with a strategy for making it easier to participate in difficult conversations and respond to the difficult questions that often arise in healthcare settings. Exploring the VERS method (VERS: validate, explore, respond and share)
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Assessment tools uniquely designed to help the health-care sector assess and mitigate psychological risk (includes a staff survey and organizational review).
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A toolkit that shows how other health-care organizations have addressed psychological health and safety in their environments (includes links to practical tools and templates used in the sector).
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A public pledge from health organizations to show that they value the psychological health and safety of their staff and are committed to taking action on improving their work environments.
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SafeCare BC's outreach services are crucial in helping our members in the health sector create psychologically healthy and safe workplaces. It follows a systematic process, aligns with the national standard, and provides customized solutions for your organization's unique needs. This proactive approach is essential for promoting employee well-being, preventing psychological harm, and ultimately enhancing productivity […]
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Psychological health and safety, often called workplace mental health, encompasses principles and practices to foster a supportive, respectful, and psychologically safe work environment.
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Organizational cultures, in general, are basic assumptions held by a particular group.
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 A healthcare workplace where staff are encouraged to care for their psychological health and safety.
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Workplace psychological safety is demonstrated when employees feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career.
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Workplace psychological safety is demonstrated when employees feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career.
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A healthcare work environment where staff can do their work with integrity while being supported by their profession, employer, and peers.
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A workplace where employees receive encouragement and support in the development of their interpersonal, emotional and job skills.
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Balance
Work-life balance is a state of well-being where individuals can effectively manage their work, home, and community responsibilities.
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Achieving a good job fit means aligning employees' interpersonal and emotional competencies, technical skills, and knowledge with their designated roles.
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A workplace where there is appropriate acknowledgement and appreciation of employees' efforts in a fair and timely manner.
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A workplace where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes.
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Civility and respect are based on showing esteem, care and consideration for others, and acknowledging their dignity.
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Protection of physical safety in the workplace, a key factor outlined by the Mental Health Commission of Canada (MHCC) in the national standard, focuses on safeguarding employees from physical harm.
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In the healthcare industry, teamwork is essential for providing quality patient care. However, promoting teamwork can be a challenge, the infographic bellow will share some tips on how to promote teamwork.
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CREW is Civility, Respect and Engagement in the Workplace. CREW was created to increase job satisfaction by addressing civility in the workplace after receiving negative employee satisfaction survey results.
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We explored the nature and severity of workplace bullying amongst care aides working in long-term care homes. Explore the infographic to see what we learned.
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Consider using the following kindness card templates to print and distribute around your workplace. They can be used to introduce the idea that kindness is contagious, to let team members know how much their work is appreciated, and/or to wish team members a great day. The cards are designed to be printed in a business […]
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In long-term care it is increasingly apparent that who is on shift is just as important as how many staff are on shift. Quality care is difficult to achieve when we do not routinely engage with one another in a positive, or civil, manner.
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The standard is a document that outlines a systematic approach to develop and sustain a psychologically healthy and safe workplace. It focuses on mental illness prevention and mental health promotion. The Standard is intended for everyone, whether or not they have a mental illness. The National Standard of Canada
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Resources and templates provided by WorkSafe BC to help employers and employees identify, address, and prevent bullying and harassment in the workplace. Resources include policy statement templates, FAQs, posters, and fact sheets.
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Language is not always intended to exclude a person or a group, but it may unintentionally have that effect.
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In Health Care incivility among coworkers/different shifts/departments can cause workers a great deal of stress and hostility in the workplace. There is a culture in healthcare that is a ‘sink or swim’ mentality rather than a working together and helping each other out. I have worked in healthcare for 27 years as a care aide.
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News Story
Enhance your psychological health
February 25, 2020
With LEARNING [SPACE], SafeCare BC aims to build a catalogue of courses that will help keep you healthy and safe – both physically and mentally. Today, we are pleased to announce the latest addition to our course catalogue, Enhancing Psychological Health, Wellness and Resilience. Developed by SafeCare BC and Dr. Joti Samra, R.Psych., CEO and founder of MyWorkplaceHealth, […]
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Home to more than 700 seniors, Abbotsford’s Menno Place offers a full range of housing and long-term care options—from independent living to residential complex care.
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We strive to empower those working in the continuing care sector to create safer, healthier workplaces by fostering a culture of safety through evidence-based education, leadership, and collaboration.
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