ESA Changes Impacting Your Workplace – Bill 47 Update to ESA …and other upcoming changes

Bill 148 took effect partially in 2018, with aspects planned to come into force in 2019. Bill 47, Making Ontario Open For Business Act, 2018 was introduced on October 23, 2018 by the Ontario Government. On November 21, 2018, Bill 47 passed third reading and received Royal Assent. The Bill comes into force on January 1, 2019.

Bill 47 has amended or entirely repealed some of the changes that Bill 148 brought to Ontario. Here is a summary of the changes so you can plan for necessary changes to processes or policies within your organization:

Minimum Wage Increase

  • Increase to $14/hour January 1, 2018
  • January 2019 increase to minimum wage was cancelled
  • Adjustments to wages restart as of October 1, 2020 (increases will be tied to inflation).

Equal Pay for Equal Work

  • Eliminating the requirement that was legislated by Bill 148, with Bill 47 an employer will not be required to provide equal pay based on employment status to part-time, casual and temporary employees.

Temporary Help Agencies

  • Eliminating the requirement that was legislated by Bill 148, with Bill 47 an employee from an agency does not have to be paid the same as the client’s employees.

Paid Vacation – January 1, 2018

  • (No Change) Employees with more than five (5) years’ service with an employer are entitled to three (3) weeks’ vacation.

Public Holiday Pay Calculation (July 1, 2018)

  • (No Change) The total amount of regular wages earned, and vacation pay payable to employee in four (4) week period before the work week in which the public holiday occurred, divided by 20.

Overtime Pay (January 1, 2018)

  • (No Change) No more ‘blended rate”
  • * Overtime rate must be based on the rate of pay for the work being performed during the overtime hours.

Personal Emergency Leave – January 1, 2019

  •  Eliminated the 2 paid and 8 unpaid Emergency Leave Days and replaced with the following
  • 8 unpaid job-protected leave days per calendar year:
    • 3 sick leave days (for personal illness, injury or medical emergency)
    • 3 family responsibility leave days (illness, injury, or medical emergency of selected family members)
    • 2 bereavement leave days (due to death of selected family members)
  • No prohibition to requesting a doctor’s certificate; employers can ask for evidence reasonable in the circumstances of entitlement to the leave.
  • When an employee takes a paid or unpaid day under their employment contract, it will be deemed that employee has also taken a statutory leave day (no stacking/pyramiding).
    • Note: if your policies or Collective Agreement and/or past practice do not allow for the use of sick days to care for sick/injured family members, under this legislation, you may need to provide three (3) unpaid days off in addition to your existing leave provision

Independent Contractor Classification – January 1, 2019

  • Employers must be sure that their Independent Contractors are actually Independent Contractors, not Dependent (i.e. employees). Penalties will follow for Employers who misclassify contractors.
  • Independent contractors can challenge their status, but the employer will no longer bear the burden of proving the individual is an independent contractor rather than an employee.

“Self Help” Requirement (January 1, 2018)

  • (No Change) Employees are no longer required to raise an alleged contravention of the ESA with their employer prior to filing a claim with the Ministry of Labour

Scheduling and Minimum Pay – January 1, 2019

  • When an employee is regularly scheduled to work more than three (3) hours a day, attends work, but works fewer than three (3) hours, that employee is entitled to:
    • A minimum three (3) hours pay at the employee’s regular rate of pay, OR
    • The amount earned for the time worked plus the employee’s regular rate for the remainder of the three (3) hours

Crown Employees – January 1, 2018

  • (No Change) Crown Employees are now included in the ESA Hours of Work, Overtime Pay, Minimum Wages, Public Holidays & Vacation with Pay provisions

Domestic or Sexual Violence Leave – January 1, 2018

  • (No Change) Employees with at least 13 weeks of service who meet requirements as laid out in ESA and for stated purposes laid out in ESA can take the following leave per calendar year:
    • Up to 10 days of leave (can be taken in full or half days); and,
    • Up to 15 weeks or leave (or partial weeks, consecutively or separately).
    • The first five (5) days of the leave must be paid.

Maternity & Parental Leave – January 1, 2018

  • Increase from 6 to 12 weeks for mothers who suffer a still-birth or miscarriage.
  • Parental Leave increase from 37 to 63 weeks for adoptive parent or spouse (who have not taken pregnancy leave).
  • Birth Mother combined leave extended from 12 months to 18 months.
  • Changes align with changes in Employment Insurance pay for maternity and parental leave.

As a result of these changes another review of policies and processes will be necessary for organizations. Some of the following areas need to be considered:

  • Policy manuals and procedures reviewed and updated;
    • Scheduling processes reviewed and adapted;
    • ESA Leaves updated;
  • Collective Agreements reviewed and updated (Collective Bargaining);
  • Pay structures and salary grids reviewed as a result of minimum wage not increasing; and
  • Leadership, payroll, finance and HR teams updated and trained.

Are you ready for these changes?

Pesce & Associates is working with clients to ensure they are compliant with Bill 47. If you want to be compliant, contact us now! We would be happy to make a presentation to your leadership team on the impact of the changes and/or make recommendations on what you need to consider.

Other Potential Upcoming Changes…

Bill 66, Restoring Ontario’s Competitiveness Act, also introduces new changes to the Employment Standards Act. Bill 66 was introduced on December 6, 2018 but has yet to be passed or receive Royal Assent; it is not yet law. It is expected this Bill will pass in 2019. Following are the main changes to the ESA resulting from Bill 66:

Currently an employer and employee can agree that an employee will work in excess of 48 hours per week, but not more than 60 hours per week. Employers also need to seek approval from the Director of Employment Standards for these agreements.

Repeal of 60 hour per week cap

  • An employer and their employee will be able to agree to a work schedule with any number of hours per week (no cap)
  • Employers will no longer be required to seek approval from the Director of Employment Standards to implement an agreement to work above 48 hours in a week.

Overtime Averaging

  • Overtime will only be allowed to be averaged over a period of not more than four (4) weeks; and
  • Director of Employment Standards will no longer need to approve the overtime-averaging agreements between an employee and their employer.

ESA Poster

  • Employers will not be required to post the ESA poster in their workplace (information about ESA entitlements and their regulations provided by the government)

Pesce & Associates will be providing updates regarding upcoming legislation as information is released. Reach out to our Managing Partner, Elizabeth Hill at 416.491.1501 ext. 23 or to discuss how we can help. For more information on our services, please visit our website at


Seasonal Affective Disorder – How Employers Are Impacted

When it comes to the dullness that the winter months bring in Canada, both employers and employees should recognize and understand the behavioural changes that may occur. As fall comes to an end and winter comes around, the dreary and chilly days with little sunlight may trigger a depressive and dreaded feeling for some people. This is not to be viewed as normal winter blues that most individuals experience, but is a Seasonal Affective Disorder (SAD) that affects their productivity and happiness. For those who are diagnosed with SAD, it is not a “mind over matter” situation to be taken lightly. The Diagnostic and Statistical Manual of Mental Disorders, Fifth Edition (DSM-5) classifies the condition as a “major depressive disorder” that affects the mood and mental health of individuals. Many SAD sufferers in the workplace watch their performance diminish and social relationships deteriorate, particularly in an office environment where there is limited understanding of this mental illness.

The Canadian Mental Health Association (CMHA) has revealed that 2 – 3 percent of the general population may have SAD, while another 15 percent will have “winter blues” which is less severe. So, what are the behavioural changes that occur for employees suffering from SAD? A pioneer in the field, Norman Rosenthal, MD, has identified the following as core symptoms:

  • Reduced energy;
  • Increased eating, including carbohydrates cravings;
  • Disturbed sleep;
  • Thinking problems, such as difficulty concentrating and processing information; and
  • Mood problems, particularly depression.

It is the sensitivity of some individuals to the low doses of sunlight exposure that triggers the range of issues mentioned above. The lack of daylight in the long stretches of winter disrupts the rhythm of the body and reduces serotonin (brain chemical affecting mood and energy). With the body out of balance, a problem also develops with the body regulating melatonin (type of hormone that affects sleep pattern and mood). As SAD is considered a mental health disability, it makes perfect sense to have programs or systems in place to assist employees in reducing the persistence of the symptoms.

Here are some solutions for SAD symptoms:

Light Therapy – Since individuals with SAD develop their symptoms during winter when there is reduced sunshine and extended darkness, the basic solution is to replace the light that has been missing. Employers can help by organizing more outdoor meetings or activities on bright winter days. Another effective strategy is administering light through fixtures such as a light box to imitate outdoor lights or portable, head-mounted light devices that stimulate a summer dawn. Even an opportunity to sit close to a window where there is closer contact with sunlight can reduce SAD symptoms.

Diet and Exercise – It is quite common for SAD sufferers to gain weight in the winter because of a craving for sugar and little exercise. The gray, cold and stony winter days usually trigger a slump in energy. What follows is a pattern of binge eating to overcome the lethargy. Unfortunately, sometimes the weight gain remains long after the winter days. Where an organization serves food, it would make sense to limit servings of sugary foods and offer other healthy options. Promoting intermittent exercise breaks at the workplace can improve the functioning of the brain and overall energy level. Another good strategy is the use of standing desks to prevent long periods of sitting and increase the inclination to move around.

Attention & Openness to SAD Conversations – An organization with a culture of openness to mental health discussions will find it easier to talk about SAD. A good start is be attentive to employees who show a pattern of SAD symptoms and initiate conversations about the disorder. Encourage employees to seek counselling through the Employee Assistance Program (EAP) as well as medical intervention where necessary. In fact, since SAD is cyclical, this is an opportunity for organizations to build awareness of mental health challenges through educational sessions. As communication is key in a psychologically healthy workplace, organizations should foster an atmosphere of openness to discuss SAD symptoms and offer self-help strategies to employees long before winter hits.

Organizational Flexibility – It is important for employers to recognize their duty to accommodate employees diagnosed with SAD. In doing so, they should make reasonable effort to adjust or approve new work procedures where necessary. Some recommendations include encouraging outdoor breaks on winter days when there is a burst of sunshine; exercising discretion when a request is made, e.g. flexibility in the granting of extended leave to SAD sufferers; offering remote work options that have more favourable surroundings; re-considering the assignment of complex work assignments to those afflicted with SAD, as the cognitive difficulties they face may affect their deliverables.

As we prepare to face another winter, it is important that organizations are seasonally ready to combat the range of challenges that may come during this period. The usual winter-proofing activities should involve physical and mental safe-guards. In doing so, employers should make mental issues discussable and where necessary exercise their duty to accommodate.

At Pesce & Associates we can help in creating a psychologically safe workplace. For more information, please visit our website at or contact Elizabeth Hill, Managing Partner, at 416- 491-1501 extension 23 or


The expected time for recreational marijuana to become legal in Canada is fast approaching.  This promise of the government to legalize the use of this flowering weed will present a range of opportunities and challenges.  There are potential market entrants that are already lining up to tap into this profitable space.  Recent statistics show a clear generational divide in the consumption of marijuana as millennials belong to the biggest user group.  This is useful information not just for branding purpose, but for workforce management.  Since there is consensus on the fact that millennials comprise our largest workforce group, then by now Employers should be busily involved in the preparatory steps.

Here are some key considerations in preparing your workplace:

1.    Understanding Your Duty to Accommodate

Since medical marijuana has been legal in Canada since 1999, employers must realize that with a prescription for medical marijuana they have a duty to accommodate but for recreational usage the approach is not the same.  In other words, employers should treat recreational marijuana like alcohol usage, where accommodation would only become relevant if the drug becomes an addictive issue for an employee.

2.    Challenges of Drug Testing

Even though this is still a hazy area, it makes sense to have a drug testing policy implemented, particularly for safety sensitive positions.  As there is an absence of consensus on marijuana impairment testing, employers will have to be mindful of the limitations or challenges they will face when testing for cannabis impairment.  A urine test showing THC (psycho-active chemical in cannabis) is not sufficient proof of impairment or recent use.  As the reliability of drug testing continues to be a troubling concern, employers will have to seek guidance to ensure that the most accurate testing method for cannabis impairment is used. This action, if pursued, of course would depend on specific case assessments and the employer’s duty to maintain a safe work environment.

3.    Creating a Framework for Marijuana Usage

The expected increased usage of marijuana after full legalization will likely lead to higher incidences of workplace impairment. Since the science of testing is still evolving, employers can explore other measures to manage employees who are ‘stoned’ on weed.  At the minimum employers can set parameters to create a restrictive framework to reduce risks catastrophes. Focusing on observable signs of impairment ‘being high on the drug’ such as blood shot eyes, aggression, poor muscle coordination and mood swings are reasonable evidence to determine unfitness for work.  Employers have a duty to maintain a safe work environment, so ensuring sobriety among employees is paramount.

4.    Updating of HR Policies 

As the legal developments concerning legalization of marijuana unfold, employers will need to pay close attention and update policies accordingly.  What is clear is that recreational marijuana at work should be treated like any other controlled substance, such as alcohol. Employers are responsible for the safety of all employees – they have the right to enforce a zero-tolerance policy against intoxication or impairment in the workplace.  Developing and sharing a clear drug and alcohol policy will help to establish shared guidelines around what is acceptable and the consequences of non-compliance.

5.    Workforce Education

No matter what we say about marijuana, if we are truly honest, we will admit that it is not completely harmless. Marijuana is addictive and affects both brain and body.  In view of this, it would make sense to educate the workforce about marijuana side effects, particularly beginner smokers.  Even with the plethora of information about the negative effects of cannabis, such as impaired ability to perform complex tasks, there are users who believe this may not necessarily be a workplace challenge. Many veteran users of marijuana have expressed that with an understanding of the strains of cannabis, smokers can distinguish what is appropriate to use before turning up for work.  Some reports have mentioned that the sativa strain is excellent for focusing the mind for breakthroughs. Regardless of what proves to be true amidst the cannabis conundrum, it is still prudent for employers to gather the facts and break down the myths to ensure authentic information is disbursed to employees.

6.    Management Training

Managers and supervisors are integral to the management of potential workplace issues that may surface with the legalization of recreational marijuana.  It is essential that the management team understand the legal landscape, ensuring that policies are consistent with the cannabis legislation and regulations.  Employers must ensure that line managers understand how to deal with cases of cannabis intoxication among recreational users.  The disciplinary approach must be clearly outlined and communicated throughout the organization. As the legalization of recreational marijuana will not be an automatic permission for usage in the workplace, employers will have the responsibility to set clear expectations and determine what will be tolerated.

At Pesce & Associates, we are keeping abreast of the latest legislation and updates of the marijuana legalization. We have years of experience in creating and updating polices and intervening in workplace issues.  We are ready to provide the HR support you need.
For more information, please visit our website at,  or contact Elizabeth Hill, Managing Partner, at 416- 491-1501 extension 23 or

Are You Prepared for Workplace Inspection Blitzes?

workplaceinspectionAre You Prepared for Workplace Inspection Blitzes?

Many of you have been or will be facing workplace inspectors arriving at your door. Here are some good practices to help you prepare:

Internal Responsibility System (IRS) Review

As the IRS is the underlying philosophy of the occupational health and safety legislation, this will be one of the key areas of focus for inspectors.  Some helpful reminders for an effective IRS are:

  • The internal responsibility system puts in place an employee-supervisor-employer partnership. The breach by one party does not relieve others of duty.
  • You have a responsibility for yourselves and safety of contractors at your buildings and jobs.
  • Everyone must understand the IRS process, believe in it, and take steps to make it effective all levels in the organization.
  • There is zero tolerance for “work-arounds” that might lessen safety.
  • Employers have a responsibility to deal with workers who disregard safety procedures.

When the inspectors arrive, they will be looking for proof of compliance to the occupational health and safety legislation.

Process Steps to Get Ready

  • If an inspector shows up, it makes perfect sense to have a designated point person(s), e.g. safety representatives, to greet and show the inspector around. Ideally, a management representative is recommended.
  • Conduct a review of minutes from your Joint Health & Safety Committee meetings. Inspectors may request a review of Committee minutes with a specific interest in recurring issues that lack intervention.
  • Organize your system of records management for workplace health and safety. If an inspector requests a document that is not readily retrievable, offer a timeline for provision of such information.
  • Conduct your own workplace inspection, including a proper assessment of your equipment inventory with a view to identifying any existing or potential hazards.
  • Ensure your Health and Safety training records for staff are easily accessible to inspectors. This practice is extremely important and protects an organization if an employee indicates otherwise.
  • Ensure employees are provided with health and safety orientation and training, including an understanding of harassment and violence policies, operation of equipment and common workplace hazards. As the Ministry of Labour is focusing on young employees in the workplace, e.g. students holding summer jobs, ensure this cohort of workers are sufficiently aware of workplace health and safety practices.

Ministry of Labour Inspection Schedule

The following is the inspection schedule and focus of the Ministry of Labour over the next couple years.

Internal Responsibility System – Workplace Violence Prevention

  • Phase 1: Compliance support and prevention education (Ministry of Labour and Public Services Health Association) – April 1, 2018 to March 31, 2018
  • Phase 2: Ministry of Labour enforcement campaign – July 1, 2018 – March 31, 2019

Health Care High Hazards

  • Internal Responsibility System – Long-term care/retirement homes
  • Internal responsibility system, Workplace Violence, Needle Safety – Primary care such as family health teams, community health centres.
  • Workplace Violence – Hospitals

This is a 3-month extension of the 2017-18 health care initiative.

Municipalities Blitz Schedule

  • Phase 1: Compliance support and prevention education (Ministry of Labour and Public Services Health and Safety Association) – April 1, 2018 to March 31, 2019
  • Phase 2: Ministry of Labour enforcement campaign – April 1, 2019 to March 31, 2020

Pesce & Associates can assist you in ensuring you are compliant with all health and safety legislation. Please reach out to our Managing Partner, Elizabeth Hill at 416.491.1501 ext. 23 or to discuss how we can help you.

For more information on our services, please visit our website at

Holiday Pay Formula Change– Reverts to Pre-Bill 148 Formula


Holiday Pay Formula Change– Reverts to Pre-Bill 148 Formula

Bill 148, “The Fair Workplace, Better Jobs Act, 2017” instituted many different changes to the Employment Standards Act and other legislation in Ontario. One of the changes enacted on January 1, 2018 was the implementation of a new Public Holiday Pay Formula.

The initial changes required Employers to adjust their Public Holiday Pay Policies as well as Payroll processes and systems to incorporate the new equation for determining holiday pay for part-time and casual staff.  The new calculation created scenarios where a part-time or casual employee could be entitled to the same amount of public holiday pay as a full-time employee. This created a significant expense for employers and created a disincentive to engage part-time or casual employees due to increased labour costs.

The government has responded to the feedback from employers and decided to revert back to the original Public Holiday Pay Formula effective July 1, 2018.   The government has also announced that it will undertake a review of public holiday rules.

Below is the Public Holiday Pay Formula that applied prior to The Fair Workplace, Better Jobs Act, 2017 and will be in effect as of July 1, 2018:

Holiday Pay Calculation – July 1, 2018

  • The total amount of regular wages earned, and vacation pay payable to employee in four (4) week period before the work week in which the public holiday occurred, divided by 20

Are you compliant?

Pesce & Associates is working with clients to ensure they remain compliant with all workplace legislation and have up to date policies and procedures. Please reach out to our Managing Partner, Elizabeth Hill at 416.491.1501 ext. 23 or to discuss how we can help you.

For more information on our services, please visit our website at


Is Your Organization Millennial Ready?


Is Your Organization Millennial Ready?

“The times they are a-changing”. As the inter-generational blame game thickens, and Millennials move into leadership roles, a whirlwind of opinions comparing Millennials with non-Millennials continue to surface, beckoning organizations to pay attention. The truth is the world has changed a lot, requiring a new work paradigm. Since recent reports have shown that Millennials have outpaced non-Millennials in workforce market share, it makes sense to understand this more recent generation to attract and retain talent. The time has come to examine traditional work practices and carve out a work environment that is re-shaped with readiness for emerging generations. It is time to figure out a winning pathway to bridge the gap and create a Millennial-ready organization.

6 Hallmarks of a Millennial-Ready Organizations

1. Job Flexibility

According to Adam Henderson, founder of Millennial Mindset, “If you can’t trust your employees to work flexibly, why hire them in the first place?” The widespread plea of Millennials is the need for flexible work hours and remote work; however, the traditional 9-5 within organizations is still the common work arrangement. Although most employees share the desire for flexible work scheduling, a 2016 Gallup poll revealed that Millennials are more dissatisfied with their levels of job flexibility than other older generations. In a 2016 Deloitte Millennial Survey, 75% of Millennials expressed the need for “more opportunities to work remotely – and think this would boost their productivity”. Organizations that are serious about engaging Millennials should examine levels of flexibility that come with various positions. Millennials value work life balance and crave job flexibility to balance work and personal affairs. As most non-Millennials are on board with this thinking, previous generations will also benefit from Millennials’ drive for more job flexibility.

2. Continuous Feedback

Using year end reviews to provide performance feedback to Millennials with little or no dialogue throughout the year is unwise. Millennials are from an era of instant and constant communication and have the same expectations in the workplace. Managers will have to find the time to connect with Millennials and provide ongoing feedback. If Millennials are left on their own with little or no performance feedback, over time they become disengaged and alienated from their assigned roles and their employers.

3. Technologically Savvy

Modern technology is not just a workplace requirement for Millennials but an expectation. Since Millennials are the first in the multi-generational workforce to grow up surrounded by digital technology, they demand the flexibility and quickness of a digital workspace. They see access to technology as a means for efficiency, remote work and better work life balance. The communication framework is of absolute importance and communication tools that utilize news feeds, group chats and file sharing are among popular modern technologies. Overall, Millennials are expecting an integration of technology in work activities for creativity and increased efficiency.

4. Opportunities for Learning and Development

Millennials expect learning opportunities when they enter the workplace. Organizations that involve individualized plans in their training and development initiatives will have more successful outcomes. The NextGen Study conducted by PwC, the world’s largest professional services network, revealed that Millennials need transparency in their career development. The way forward is a career pathing agenda where Millennials are participative and connected to the mapping of their developmental activities. This shift is ultimately a winning strategy for existing and successive generations.

5. Meaningful Work

Millennials are in search of interesting work that will make full use of their skillsets. They are driven by a strong passion to make a real difference. Many Millennials enter the workplace with a level of positive energy that is sooner or later “turned down” through the restrictive scope of job roles. The 2016 Deloitte survey reported that only 28% of Millennials felt their employers were making use of their full skillset. Organizations that discover more meaningful ways to enlarge jobs, ensuring opportunities for the use of a broader range of skillsets, are better prepared to engage Millennials on a long-term basis.

6. Effective Leadership

Millennials crave leaders who will empower them and provide freedom for independent work. If organizations are to become millennial-ready, the management styles of the leaders deserve a close look. The NextGen study of PwC is calling on organizations to “Invest time, resources and energy to listen and stay connected with your people”. Millennials thrive on leadership that is caring and conversational in style.

We are living in an age where the millennial frontier has moved ahead of distant hierarchical structures, leaders will have to engender a sense of community with seamless modes of interaction that welcome all generations.

At Pesce & Associates, our consultants have years of experience in reshaping organizations to create human resources programs and policies to address generational challenges and boost engagement. For more information, please visit our website at, contact your Associate or Elizabeth Hill, Managing Partner, at 416-491-1501 extension 23 or

The Last Word

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There are no losers when it comes to creating a psychologically safe workplace. The impact of a psychologically healthy and safe work environment is a win-win for employers and employees. It is a simple and proven business case of improving workforce productivity by safeguarding the psychological health of employees. The trend so far has revealed that employers who take the time to invest in the psychological health of employees reap the financial rewards of a safe, stable and engaged workforce. In recognizing the significance of a psychologically healthy workforce, many employers have expanded their occupational health and safety (OHS) standards to include both the physical and mental health of workers. This makes perfect business sense as the legislative landscape for health and safety practices is now targeting the total well-being of employees.

The recent amendment to the WSIB Operational Policy Manual (OPM) effective January 18, 2018 shows policy revisions for claims regarding chronic mental stress and traumatic mental stress. The policy amendments will result in new employee entitlements to mental health claims. This is a clear signal that top business priorities should involve steering organizations along a sustainable path of mental care. The Mental Health Commission of Canada (MHCC) has championed the way to assist employers in providing programs for the mental well being of their employees. This voluntary National Standard issued by the MHCC establishes a list of standards that are critical to the psychological health and safety of workers. Organizations have now been awakened to the dawn of a new approach to workplace health and safety. The focus is not just protecting employees from physical injuries, as stipulated by OHS regulations, but integrating mental health standards to promote the psychological well-being of employees.

Embodied in the National Standard are some important factors that can transform an organization in a psychologically safe environment. Some major factors to consider are:

  1. Psychological Support: An organization that is psychologically supportive is proactive in implementing a framework that safeguards the mental health of workers. Employers that commit resources to identify and reduce the risks of psychological workplace illness or injury are demonstrating their regard for the mental well-being of employees. The long-term effect of this is more loyal and committed employees.
  2. Civility and Respect: If the workplace is an environment that engenders esteem, care and consideration in every day interaction, as well as recognition of diverse values then employees will feel a strong sense of affiliation with the organization. This fosters harmonious interpersonal relationships, high spirits and good mental health.
  3. Workload Management: The demands and constraints of the workplace have been proven by experts to be a major work life stressor. The root causes can often be traced to inadequate resources, unrealistic deadlines, inappropriate job skills, and improper monitoring of the labour pool in relation to expectations. The consequential outcome involves employees that are overwhelmed, fatigued and even hostile to others. Proper workload management will lead to greater job satisfaction and better quality work outputs.
  4. Effective Leadership: At the core of sustaining a psychologically healthy workplace is a leadership team that institutes proper control measures that support mental health. Where there is no reporting structure or system to deal with job incidents that are psychologically injurious or emotionally disturbing, the occurrence of low productivity, high absenteeism, and low staff morale will become accompanying challenges. Training managers to spot workplace challenges that may create or worsen the mental health of employees is no longer an option but a requirement.
  5. Organizational Culture: Cultivating a positive work culture where support, trust, honesty and fairness are embraced is laying the groundwork for a psychologically healthy workplace. Where the workplace culture is positive there is more collaboration and social support among employees. A good social support system reduces psychological distress and is a driving force for good mental health. Organizations with a positive work culture enjoy the benefits of workers who are more committed and supportive of new initiatives.
  6. Growth and Development: Providing opportunities for employees to build their repertoire of skills is important. In an era of automated work processes and blending of different generations, the need for new skills and personal development opportunities become even more essential. The growth and development opportunities should be inclusive and supportive, addressing the unique needs of each employee. This serves as an excellent strategy for workforce commitment and loyalty. Employees who struggle to measure up to job demands often experience anxieties and job detachment.
  7. Work Life Balance: As employees juggle workplace stress and other aspects of their lives, many still struggle to achieve a sense of balance in their responsibilities. If hours spent at work are excessively long, sooner or later feelings of stress, strained home relationships and other health problems take over. Conversely, neglecting work responsibilities to carry out family duties may lead to unfulfilled job responsibilities. Employers who implement flexible work arrangements and impose reasonable job demands are clearly supporting healthy work life balance

At Pesce & Associates, our consultants have years of experience in creating and shaping the culture of workplaces. Investing in workplace practices to preserve the mental health of workers will ultimately lead to reduced accidents, absenteeism and insurance costs. If you are looking to create a psychologically safe work environment, we have the expertise to transform your organization.

For more information, please visit our website at, contact your Senior Consultant or contact Elizabeth Hill, Managing Partner, at or 416- 491-1501 extension 23.