Is Your Workplace Psychologically Healthy?
Ballard, D. (2009). Creating healthy, high-performing organizations in challenging economic times. Workshop presented in Vancouver, BC October 2009.*
February is Psychology Month in Canada and this month I want to explore the issue of Psychologically Healthy Workplaces as opposed to focusing on a single article. The above reference was the main source for some of the material, but I am also including my perspective based on my practice and research.
I am a member of the British Columbia Psychological Association’s Psychologically Healthy Workplace Collaborative. In 2009 various organizations applied for the Psychologically Healthy Workplace Award which is handed out every 2 years. Our review consisted of screening application packages, detailed review of the applicant's documentation, a site visit (which includes a physical tour of the site and employee interviews), and scoring by the two site visitors. The assessment results were then presented to the Awards Subcommittee for final review and selection of the winners.
Congratulations to the winners for 2009 :
• Back in Motion Rehabilitation (Small for Profit)
• Tourism Whistler (Small Non-profit)
• EDS Advanced Solutions (Large for Profit)
• Brookhaven Care Centre, Interior Health Authority (Large Non-Profit)
• Vancouver Airport Authority & Westminster Savings Credit Union (tied in the Sponsor category).
What is a Psychologically Healthy Workplace?
Psychological health in workplaces can be seen as a function of many variables, the American Psychological Association (APA) has identified 5 key elements (Ballard, 2009):
1. Employee Involvement: employees sitting on joint planning committees, participatory management, or similar activities that involve employees.
2. Health and Safety: fitness programs, health services, clear safety protocols/policies and so forth.
3. Employee Growth and Development: skills development, coaching, funding for workshops and similar activities.
4. Work-Life Balance: flex-time, telecommuting, compassionate leave, or other activities that help people create harmony in their life.
5. Employee Recognition: employee awards, special benefits for exemplary employees, or other activities that celebrate employees' contributions.
One last element, 6. Communication, is a connecting force related to the successful implementation of the other 5 factors, so is central to building a psychologically healthy workplace. All of these elements relate to employee well-being and organizational functioning (Ballard, 2009).
Research shows bottom-line business benefits to organizations that are healthy (Ballard, 2009). Psychologically healthy organizations tend to out-perform competitors, are more productive, have improved recruitment and retention, higher quality of products and services, and have more satisfied customers and employees. There is even research that indicates that publically traded companies with higher morale show greater profitability and higher stock prices than similar companies with lower morale. Similarly, research shows that psychologically healthy organizations have less absenteeism, presenteeism (showing up to work but giving poor performance), lower chronic work stress, and lower injury rates (Ballard, 2009).
Commentary:
In my practice, I focus on Positive Organizational Development (POD) which involves positive issue related to the work world, such as improved workplace dynamics, corporate citizenship, workplace healing and so forth. Psychologically healthy workplace efforts are much more likely to focus on the individual employee. I believe that psychologically healthy workplaces and healthy employees can be a key part to POD since healthier employees should be much more likely to exhibit positive behaviour.
• Healthy organizations focus on employee wellness and empowerment which likely translates into how they treat their stakeholders and the community at large (corporate citizenship).
• Reduced employee workplace stress should have an impact in reduced stress-related illness (depression, heart disease, etc.) or social/interpersonal problems (marital stress, conflict, etc.).
• Increased employee satisfaction should translate into more resources in employee personal and family lives. For example, a single parent who can telecommute on certain days may have more time to help a child who is struggling at school.
• A common factor in POD and psychologically healthy workplaces is effective communication and “Walking-the-Walk”. The genuine focus on human connections in the workplace recognizes our social nature and, I would argue, is the reason psychologically healthy workplaces are also effective in meeting organizational goals.
Finally, I will comment on the process of visiting applicants for the award. I was personally and professionally impressed with all the applicants’ motivation and efforts in building healthier workplaces. All applicants appeared to value their employees, the job they did for the organization, and the level of service the organization provided to their clients. They also seemed to recognize that building psychological health was not a goal but an ongoing process.
I would like to conclude by paraphrasing one of the winners:
“One of the major benefits of having a psychologically healthy workplace is that you get to work in such a positive environment with people you like. You look forward to going to work!”
* Dr. David Ballard is the Assistant Executive Director for Corporate Relations and Business Strategy at the APA. You can find their website regarding this issue at: www.phwa.org. I also recommend their monthly e-newsletter Good Company which is focused on psychologically healthy workplaces (the link is at the bottom of the main page).
Copyright 2010 Positive Leadership Solutions-James Hill
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