Winter/Spring 2021

The Official Publication of Chartered Professionals
in Human Resources in Atlantic Canada
La publication officielle des conseillers en
ressources humaines agréés au Canada atlantique
WINTER/SPRING 2021
HIVER/PRINTEMPS 2021
MENTAL
HEALTH IN THE
WORKPLACE
LA SANTÉ
MENTALE AU
TRAVAIL

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CONTENTS
WINTER/SPRING 2021
HIVER/PRINTEMPS 2021
8
Mental Health in the
Workplace During a
Pandemic: Proactive
Investment in Our
Employees
La santé mentale
au travail pendant
une pandémie :
investissement proactif
dans nos employés
DEPARTMENTS
5 Message from CPHR Nova Scotia
6 Message from CPHR New Brunswick
Message de CRHA Nouveau-Brunswick
7 Message from CPHR Newfoundland
& Labrador
7 Message from CPHR Prince Edward Island
FEATURES
12 Mental Health First Aid
14 Compassion Fatigue: Caring
for Those Who Care Through
Self-regulation and Co-regulation
17 Profile: Kerry Lynn Mercer, CPHR
18 Index to Advertisers
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Island
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WINTER/SPRING | HIVER/PRINTEMPS | 2021 3

Advertorial
Virtual Corporate Employee Wellness in 2021
Throughout 2020, EAPs, mental
wellness initiatives, and teambuilding
events have remained
standard fare in corporate employee
wellness. These solutions have proven
useful and beneficial in many ways, but
given the recent shift to remote work,
many employees may be in need of
something more. In fact, Mercer’s 2018
Global Talent Trends study found that
two of the top-three factors job candidates
looked for in a company were permanent
workplace flexibility and commitment to
health and well-being.
Remote Work and Wellness
This past year, remote working has
become as normal as going into the office
for the day. Many businesses had no
choice in this matter, but it turns out that
employees place a high value on flexible
working options. In their 2019 Global
Workspace Survey, IWG found that 80%
of employees offered two similar job offers
would turn down the one that didn’t offer
flexible working options.
Whatever the reasons for this
preference, it’s undeniable that the
people who best know how to organize
their time and working environment
are the employees themselves. In short,
employees want choice, because choices
about where to work and at what time
of day disproportionately impact the
employee, and an employee’s long-term
productivity might actually benefit from
putting those choices into their hands.
While tried-and-true wellness
approaches such as group activities,
lunch-and-learn sessions, and onsite
health screening have proven effective,
the growing shift to remote work has
made some of these HR strategies more
challenging to implement. The need for
customized, holistic employee wellness
hasn’t changed, but the way we deliver
wellness options to employees has
changed, perhaps forever.
Personalized Wellness
Corporate wellness strategy needs to
adapt not only to the shift to remote, but
also by coming to grips with the fact that
mental wellness needs to be a top priority.
You already know this, but there’s a catch:
you can’t be the one to define mental
wellness for your employees. If you try
to implement mental wellness strategies
from the top down, you could end up
forcing all of your colleagues into the
same emotional and psychological mold,
resulting in frustration, lack of interest,
or even discouragement. Holistic mental
wellness, we’re learning, is about more
than just therapy, but the full extent of
this fact is something employees need to
realize in the way that is best for them.
In its research into employee benefits,
RBC Insurance has found that employee
benefits do serve to promote wellbeing,
but there needs to be a high level of
personalization to these benefits. “The
data shows that employee wellbeing
is generally higher when they have
benefits in place, whether through
work or privately,” said Julie Gaudry,
Senior Director of Group Insurance at
RBC Insurance. “But it’s also clear,” she
continues, “that businesses need to look
beyond traditional benefits by offering
things such as health spending accounts,
customizable wellness programs and
even digital solutions to help promote
healthier lifestyles.” Because wellness is
deeply personal, our wellness strategies as
employers and HR professionals should
reflect this fact.
Wellness in 2021
Cyno is a virtual wellness platform that
solves both challenges at once, offering
employees unlimited access to the
wellness providers they choose over
secure, live-video connection.
Something we deeply believe in
at Cyno is that wellness, including
mental wellness, is about more
than just therapy. Traditional EAPs
have their place, but in a changing
workforce, Cyno’s Employee Wellness
Plan (EWP) brings unprecedented
access to holistic mental and physical
wellness in a way that both in-office
and remote workers can benefit from.
Where EAPs and traditional health
insurance tend to limit the number of
sessions an employee can get, Cyno
offers employees unlimited usage. Our
platform is 100% virtual, with services
covering the full spectrum of wellness
from mental to physical to lifestyle.
For the new demands of 2021, Cyno
is making personalized, remote-friendly
wellness a reality by putting a full wellness
team into employees’ pockets. Check out
our EWP at www.cyno.ca, and see how
you can revolutionize your company’s
employee wellness strategy.

MESSAGE FROM CPHR NOVA SCOTIA
LAYLA KHALIL, CPHR
CHAIR, BOARD OF DIRECTORS
CPHR NOVA SCOTIA
I HOPE YOU ENJOYED THE articles and tips in the first issue of our bi-annual
publication PROMPTU Magazine, which was released this summer. I am extremely
proud of the collaborative efforts across our Atlantic provinces. This second
issue provides insights and tips to cope with mental health challenges.
This publication comes at a time when our daily lives have changed considerably
as a result of the COVID-19 pandemic. One area that has come to the
forefront in HR is mental health. Mental health is, according to the World Health
Organization, “a state of well-being where every individual realizes his or her
own potential, can cope with the normal stresses of life, work productively, and
is able to make a positive contribution to her or his community.” COVID-19 has
forced us to shift our priorities and deal with the adjustments in our workplaces,
personal lives and in our societies. The new isolated work and social norms pose
many mental health challenges for individuals. Some of these challenges are:
• Concerns about their own health and the health of loved ones
• Changes to financial situation, employment and access to support services
• Disruption in lifestyle, worsening of chronic and/or mental health problems
A recent poll conducted by the Angus Reid Institute found that 50 per cent of
Canadians reported worsening mental health since the pandemic began with
many feeling worried (44 per cent) and anxious (41 per cent). Similar results
were found in a survey of Canadian workers, where 81 per cent reported that
the pandemic is negatively impacting their mental health.
Human resources departments have been at the forefront in coping with and
being innovative in accommodating changes. As HR professionals, we play an
important role in ensuring our workplaces are psychologically safe and healthy
and that our employees have access to the tools and support they and their
families require. Luckily, there are ample resources available to individuals who
are affected. As we continue to navigate the uncertainties that lie ahead, it is
vital we continue our collective efforts in this area and assist with building the
resiliency and coping strategies in supporting our employees.
I wish you all the best for a healthy and prosperous winter season.
WINTER/SPRING | HIVER/PRINTEMPS | 2021 5

MESSAGE FROM CPHR NEW BRUNSWICK
MESSAGE DE CRHA NOUVEAU-BRUNSWICK
JODI MCMACKIN, CPHR
PRESIDENT / PRÉSIDENTE
CPHR NEW BRUNSWICK /
CRHA NOUVEAU-BRUNSWICK
CPHR NEW BRUNSWICK IS
PLEASED to join colleagues across
Atlantic Canada in the second edition
of PROMPTU Magazine, focusing
on mental health.
The isolation and uncertainty that
have accompanied the pandemic
brought everyone to the difficult
realization that none of us have all
of the answers, as no single person
ever does. The events of 2020 have
tested our organizational cultures,
shed light on toxic issues in the workplace,
highlighted the importance of
psychological health and safety and
invited us to lean on each other like
never before. HR and business leaders
have been called to closely examine
and learn from these lessons.
As we reflect on 2020, we understand
the lengths that HR and business
leaders have been stretched
beyond the norm. We have quickly
learned how to pivot, re-evaluate
and innovate the ways of doing
business. We have taken a closer
look at our values, relationships
and communities. Leaders are taking
on holistic perspectives in their
service to employees. We have
adopted alternative ways of fitting
work into our lives in a manner that
is fulfilling, productive and healthy.
Employers are playing a critical
role in supporting the health of our
employees’ families and home lives.
Business leaders have been called
to guide decision making for the
greater good.
On behalf of CPHR New Brunswick,
it is our wish that our members and
colleagues across Atlantic Canada
move into 2021 with a renewed perspective
on the evolution of work
and continue to call on each other
for support.
CRHA NOUVEAU-BRUNSWICK EST
HEUREUSE DE se joindre à ses collègues
de tout le Canada atlantique à l’occasion
de la parution du deuxième numéro du
magazine PROMPTU, qui porte sur la
santé mentale.
L’isolement et l’incertitude qui ont
accompagné la pandémie ont amené tout
le monde à la difficile constatation qu’aucun
d’entre nous n’a toutes les réponses, et
que personne ne les aura jamais. Les événements
de 2020 ont mis à l’épreuve notre
culture organisationnelle, fait la lumière sur
les questions toxiques en milieu de travail,
souligné l’importance de la santé et de
la sécurité psychologiques et nous ont
invités à compter l’un sur l’autre, comme
jamais auparavant. Les responsables des
ressources humaines et les dirigeants d’entreprise
ont été appelés à examiner de près
ces renseignements et à en tirer les leçons.
En nous penchant sur l’année 2020,
nous comprenons que les ressources
humaines et les dirigeants d’entreprise ont
été sollicités au-delà de la norme. Nous
avons rapidement appris à faire pivoter, à
réévaluer et à innover les façons de faire
des affaires. Nous avons examiné de plus
près nos valeurs, nos relations et nos communautés.
Les dirigeants adoptent une
perspective globale dans leur service aux
employés. Nous avons adopté d’autres
façons d’intégrer le travail dans notre vie
de manière à ce qu’il soit gratifiant, productif
et sain. Les employeurs jouent un
rôle essentiel dans le soutien de la santé
de la famille et de la vie familiale de nos
employés. Les dirigeants d’entreprise ont
été appelés à guider la prise de décision
pour le plus grand bien de tous.
Au nom de CRHA Nouveau-Brunswick,
je souhaite que nos membres et nos
collègues de tout le Canada atlantique
amorcent l’année 2021 avec une perspective
renouvelée sur l’évolution du travail
et continuent à s’entraider.
6 PROMPTU magazine

MESSAGE FROM CPHR NEWFOUNDLAND & LABRADOR
LEROY MURPHY, CPHR
PRESIDENT
CPHR NEWFOUNDLAND
AND LABRADOR
THIS PAST SUMMER, I ANXIOUSLY awaited my first copy of PROMPTU and when
it arrived, I was not let down. With many great articles and representation from
all the Atlantic provinces, I was proud to have been part of the inaugural edition.
This second edition, with the theme of mental health, is also another great
contribution to our professional development. Mental health is an area that
HR professionals must be cognisant of in the workplace. As a society, we are
more aware of mental health issues and supports are no longer behind closed
doors. Employers and HR professional must be prepared to make accommodations,
and create workplaces that nurture positive mental well-being. I hope
the articles in this magazine help contribute to that goal.
The Government of Canada defines mental health as “the state of…psychological
and emotional well-being. It is a necessary resource for living a healthy
life and a main factor in overall health” (see www.canada.ca/en/public-health/
services/about-mental-health.html). As we all know, healthy employees can be
more productive employees. During the COVID-19 pandemic, there have been
added stressors put on employees; not only fear of contracting COVID but also
the burden that comes with self-isolation and changing routines. As HR practitioners,
it is incumbent upon us to do our due diligence to support our employees.
This edition of the magazine could not come at a better time.
MESSAGE FROM CPHR PRINCE EDWARD ISLAND
KELLY DRUMMOND
CHAIR, BOARD OF DIRECTORS
CPHR PRINCE EDWARD ISLAND
IN THIS SECOND EDITION OF PROMPTU, we cover the important topic of
mental health. As we navigate through the COVID-19 pandemic, mental health
awareness is paramount. As human resources professionals, we are faced
with many difficult situations throughout our careers, some of which include
supporting those struggling with mental illness. As a result of the pandemic,
employees are faced with new realities at work and home, which can result in
additional stress. We can help our organizations support their people by continuing
to expand our knowledge in the area of mental health and by educating
our workforce. As Dr. Heather Morrison, PEI’s chief public health officer, often
says, “Now, more than ever, we need to reflect kindness and compassion.”
During this time, CPHR PEI would like to remind you to take care of yourself
and your HR teams. For HR leaders dealing with challenging circumstances,
such as layoffs and wage reductions, or struggling with their own mental health
issues, be sure to reach out. Prioritize your own support systems and take time
for yourself.
WINTER/SPRING | HIVER/PRINTEMPS | 2021 7

FEATURE
Mental Health in the Workplace
During a Pandemic: Proactive
Investment in Our Employees
By Carolyn Watson, CPHR-CRHA
YOU MAY HAVE RECENTLY HEARD THE SAYING, “HEALTH
is the new wealth.” I cannot think of a time when this was
more relevant and important than now. As we all navigate
this pandemic, many have been asked to change their work
and social environments to protect their health as well as
the health of those around them. The challenge is to juggle
these new expectations while we are constantly reminded
of potential threats, such as job loss, isolation and contracting
the virus.
The anxiety brought on by these changes and risks can
negatively affect mental health and impact work performance.
The global financial crisis in 2007/2008 played a
huge role in increased rates of depression, anxiety and
alcohol and drug use. 1 So, the critical question is how can
we protect our employees’ mental wellness and reduce the
negative effects of these challenging times?
It is no surprise that lately many conversations with business
leaders have revolved around the
impacts of COVID-19 on their people and
productivity in the workplace. It has been
proven that healthy organizations outperform
their competition at every level. In fact,
studies have proven that they deliver three
times the total return to their shareholders. 2
Some companies have successfully
adapted their work environments to these
changes while supporting their employees.
Typically, they followed three key steps
that can help companies thrive during a
pandemic:
1. Proactively invest in mental health
services.
2. Give employees power.
3. Provide optimism.
Companies that outperform their competitors see programs
supporting mental wellness as an investment, not an
expense. In fact, healthy organizations “yield a four-dollar
return in improved health and productivity.” 2
There are many ways to invest in wellness programs such
as employee and family assistant programs (EFAP), wellness
initiatives and/or life-enhancing benefit offerings.
Any opportunities to create communities in the workplace
where employees can socially connect and feel supported
have proven to be beneficial. 3
Robert Laurie, an associate of WMA Wellness Inc., has
observed a “quantum leap this year” for client engagements.
WMA is a provider of positive psychology workplace solutions
and organizational consulting. They focus on three core
domains (mental fitness practices, resiliency practices and
positive leadership practices) that are designed to assist
Continued on page 10
PROACTIVELY INVEST IN
MENTAL HEALTH SERVICES
Not only should companies be concerned
about following the safety rules to prevent
the spread of the virus, they must also be
aware of the warning signs and symptoms of
mental illness. The goal is to take the proactive
steps to reduce the level of anxiety by
increasing access to mental health services.
8 PROMPTU magazine

ARTICLE DE FOND
La santé mentale au travail pendant
une pandémie : investissement
proactif dans nos employés
Par Carolyn Watson, CPHR-CRHA
VOUS AVEZ PEUT-ÊTRE ENTENDU RÉCEMMENT LE DICTON
« La santé est la nouvelle richesse ». Je ne peux pas imaginer
une époque où ce dicton était plus pertinent et plus important
que maintenant. Face à la pandémie, beaucoup ont été
invités à modifier leur environnement professionnel et social
pour protéger leur santé et celle de leur entourage. Le défi
consiste à jongler avec ces nouvelles attentes tout en nous
rappelant constamment les menaces potentielles, telles que
la perte d’emploi, l’isolement et le fait de contracter le virus.
L’anxiété provoquée par ces changements et ces risques
peut avoir des répercussions négatives sur la santé mentale
et sur le rendement au travail. La crise financière mondiale
de 2007-2008 a joué un rôle énorme dans l’augmentation
des taux de dépression, d’anxiété et de consommation
d’alcool et de drogues. 1 Il est donc crucial de savoir comment
nous pouvons protéger le mieux-être mental de nos
employés et réduire les effets négatifs de cette période
difficile.
Il n’est pas surprenant que
dernièrement, de nombreuses
conversations avec des chefs d’entreprise
aient tourné autour des
répercussions de la COVID-19 sur
leur personnel et la productivité au
travail. Il a été prouvé que les organisations
saines surpassent leurs
concurrents à tous les niveaux.
En fait, des études ont démontré
qu’elles offrent à leurs actionnaires
un rendement trois fois supérieur. 2
FIZKES/SHUTTERSTOCK.COM
Certaines entreprises ont réussi
à adapter leur environnement de
travail à ces changements tout
en soutenant leurs employés. En
général, elles ont suivi trois étapes
clés qui peuvent aider les entreprises
à prospérer pendant une
pandémie :
1. Investir de manière proactive
dans les services de santé
mentale.
2. Donner du pouvoir aux
employés.
3. Faire preuve d’optimisme.
INVESTIR DE MANIÈRE PROACTIVE DANS
LES SERVICES DE SANTÉ MENTALE
Les entreprises doivent non seulement se soucier de respecter
les règles de sécurité pour éviter la propagation du virus,
mais elles doivent également être conscientes des signes et
symptômes de maladie mentale. L’objectif est de prendre
des mesures proactives pour réduire le niveau d’anxiété
en augmentant l’accès aux services de santé mentale. Les
entreprises qui obtiennent de meilleurs résultats que leurs
concurrents considèrent les programmes de soutien au
mieux-être mental comme un investissement et non comme
une dépense. En fait, les organisations saines obtiennent un
rendement de quatre dollars sur le plan de l’amélioration
de la santé et de la productivité. 2
Il existe de nombreuses façons d’investir dans des programmes
de mieux-être tels que les programmes d’aide aux
employés et à leur famille (PAEF), les initiatives de mieux-être
et les avantages améliorant la vie. Toutes les possibilités de
créer des communautés au travail où les employés peuvent
établir des liens sociaux et se sentir soutenus se sont avérées
bénéfiques. 3
Robert Laurie, un associé de WMA Wellness Inc., a
observé une avancée importante cette année en matière
d’engagements envers les clients. WMA est un fournisseur
de solutions de psychologie positive au travail et de consultation
en organisation. Son entreprise se concentre sur
trois domaines fondamentaux (pratiques de santé mentale,
pratiques de résilience et pratiques de leadership positif)
qui sont conçus pour aider les organisations à mettre en
œuvre des approches de psychologie positive fondées
sur des preuves qui contribuent à des environnements de
travail sains et efficaces. 4 Selon Robert Laurie, les organisations
progressistes sont de plus en plus conscientes de
l’importance de la santé mentale et de la résilience au travail.
DONNER DU POUVOIR AUX EMPLOYÉS
Les entreprises les plus saines encouragent l’innovation
grâce à la participation des employés à tous les niveaux.
Elles transmettent également des messages clairs et transparents,
en particulier en période de changement. Selon
certaines études, un manque d’autonomie ou le sentiment
de ne pas pouvoir contrôler une situation est préjudiciable au
rendement et au mieux-être des employés. 5 En permettant
Continued on page 11
WINTER/SPRING | HIVER/PRINTEMPS | 2021 9

The healthiest companies encourage innovation
through employee contributions at all levels.
organizations in implementing evidence-informed
positive psychology
approaches that contribute to healthy
and effective workplace environments. 4
According to Laurie, progressive organizations
are becoming increasingly
aware of the importance of mental fitness
and resilience in the workplace.
GIVE EMPLOYEES POWER
The healthiest companies encourage
innovation through employee
contributions at all levels. They also
communicate clear and transparent
messaging, especially during times of
change. Studies have suggested a lack
of autonomy or sense of no control over
a situation is detrimental for employee
performance and well-being. 5 By giving
your employees an opportunity
to be part of the solution and be in
the know, organizations will not only
reduce the level of anxiety but they
will also benefit from a more engaged
workforce.
Giving your employees power can
be as simple as ensuring regular
check-in meetings, having weekly team
updates, creating committees to adapt
to changes, inviting them to be part of
the solution etc.
Derek Ermen of Ermen Plumbing &
Heating Ltd., who believes in an open
and caring environment, is an advocate
of mental health and addiction services
in the workplace. His leadership style
has been described as direct, truthful
and thoughtful. Although his employees
work in a service that is deemed
essential, from the beginning of the
pandemic, Ermen made the bold move
to offer employees the option to be laid
off if they did not feel safe—no questions
asked. It was also clearly communicated
that the moment they chose to come
back to work, the company would welcome
them with open arms. Although
only a couple employees took the
offer, for Ermen, giving his employees
the option meant that they had some
control in the situation. As a result, he
feels that employee loyalty, which was
already high, has since increased.
Having a certain amount of autonomy
has long been considered an
innate psychological need and studies
suggest that a lack of autonomy is
detrimental for employee performance
and well-being. 5
PROVIDE OPTIMISM
We are bombarded with pandemic
data and it can be very overwhelming,
especially if we do not step away
from COVID news that multiple media
sources constantly feed us.
When faced with high levels of stress,
many of us find it difficult and we lose
sight of any silver linings. As leaders, it
is important to remind employees that
this will pass and provide them with
some hope and vision for the future. A
leader’s reactions are closely observed
by their team.
A Gallup study confirms this after
looking at past crises. The evidence
supports that leaders need to instil confidence
and a way forward. Generating
hope is one of the key universal leadership
traits. 6
Leading her team of employees
who worked in the peak of a corporate
system crisis that directly affected
millions of paying customers, Julie*
could clearly see they were feeling
the pressures from this very publicized
and ongoing issue. Although known
for someone who did not like to waste
time, she still recognized the importance
of reminding her employees to
balance work-life demands. To change
their mindset every Friday, Julie would
have her team participate in 15 minutes
of doing something completely
silly and fun. These activities, such
as sunflower seed spitting competitions
or aluminium foil sculpting, gave
employees an outlet to relieve the
stress and kick off their weekends on
a positive note. Julie relished in watching
people leave the office laughing
and smiling as they set off to be with
their loved ones.
We cannot dispute the fact that
placing value on employee wellness
is integral to the workplace, especially
during a pandemic. Companies need
to stay focused on employee health
by providing a sense of autonomy,
access to wellness communities and
resources, and a light at the end of the
tunnel. Using these as your compass
will not only reduce the impacts of a
pandemic but also increase employee
performance.
*Leader and company name have been
modified/omitted to protect client confidentiality
information.
As an experienced
bilingual human
resources professional
for over 20 years, Carolyn
delivers tailored HR
services designed to inspire employee
performance and success. Carolyn
has in-depth expertise in facilitation
and training, leadership development
and coaching. She has helped
organizations implement successful
strategies and programs in the private,
public and not-for-profit sectors.
She has been a trusted advisor in
the IT, gaming and lottery, finance
and manufacturing industries. With
a friendly, bilingual approach, she
prides herself in guiding leaders and
employees through human resource
consulting strategies and tools.
SOURCES:
1. Hutchins Coe, Erica, and Kana Enomoto.
“Returning to Resilience: The Impact
of COVID-19 on Mental Health and
Substance Use.” McKinsey & Company, 8
May 2020, www.mckinsey.com/industries/
healthcare-systems-and-services/
our-insights/returning-to-resilience-theimpact-of-covid-19-on-behavioral-health.
2. Dagan, Noa, et al. “Thriving during a
Pandemic: What Moves the Needle on
Organizational Health.” McKinsey &
Company, 30 July 2020, www.mckinsey.
com/business-functions/organization/
our-insights/the-organization-blog/
thriving-during-a-pandemic-what-movesthe-needle-on-organizational-health.
3. Porter, Jen, et al. “How to Form a Mental
Health Employee Resource Group.”
Harvard Business Review, 19 May 2020,
hbr.org/2020/05/how-to-form-a-mentalhealth-employee-resource-group.
4. WMA Wellness, www.wmawellness.com.
5. Anicich, Eric M., et al. “Restore Your Sense of
Control—Despite the Pandemic.”
Harvard Business Review, 10 Sept. 2020,
hbr.org/2020/09/restore-your-sense-ofcontrol-despite-the-pandemic.
6. Harter, Jim. “COVID-19: What Employees
Need From Leadership Right Now.”
Gallup, 23 Mar. 2020, www.gallup.com/
workplace/297497/covid-employees-needleaders-right.aspx.
10 PROMPTU magazine

Les entreprises les plus saines encouragent
l’innovation grâce à la participation des
employés à tous les niveaux.
à leurs employés de faire partie de la
solution et d’être informés, les organisations
ne réduiront pas seulement le
niveau d’anxiété, mais elles bénéficieront
également d’une main-d’œuvre
plus engagée.
Donner du pouvoir à vos employés
peut être aussi simple que de tenir des
réunions de contrôle périodiques, faire
des mises à jour hebdomadaires, créer
des comités pour s’adapter aux changements
et inviter les employés à faire
partie de la solution, etc.
Derek Ermen, d’Ermen Plumbing &
Heating Ltd., qui croit en un environnement
ouvert et solidaire, défend l’importance
services de santé mentale et
de lutte contre les dépendances au travail.
Son style de leadership a été décrit
comme étant direct, sincère et réfléchi.
Bien que ses employés travaillent pour
un service jugé essentiel, Ermen a eu
l’audace, dès le départ, d’offrir à ses
employés la possibilité d’être mis à
pied s’ils ne se sentaient pas en sécurité—sans
leur poser de questions. Il
leur a aussi clairement indiqué que
dès qu’ils choisiraient de revenir travailler,
l’entreprise les accueillerait à
bras ouverts. Bien que seuls quelques
employés aient accepté l’offre, pour
Ermen, le fait d’offrir cette option à
ses employés signifiait que ces derniers
avaient un certain contrôle sur la
situation. Par conséquent, il estime que
la fidélité des employés, déjà élevée,
s’est accrue depuis.
Un certain degré d’autonomie a
longtemps été considéré comme un
besoin psychologique inné, et des
études suggèrent qu’un manque d’autonomie
est préjudiciable au rendement
et au mieux-être des employés. 5
FAIRE PREUVE D’OPTIMISME
Nous sommes littéralement bombardés
de données sur la pandémie, ce
qui peut être très accablant, surtout si
nous ne nous éloignons pas des nouvelles
sur la COVID que de multiples
sources médiatiques nous fournissent
constamment.
Confrontés à des niveaux de stress
élevés, beaucoup d’entre nous
trouvent cela difficile et perdent de
vue les points positifs. En tant que dirigeants,
il est important de rappeler aux
employés que cela passera et de leur
donner un peu d’espoir et de vision
pour l’avenir. Les réactions d’un leader
sont scrutées de près par son équipe.
Une étude Gallup des crises passées
le confirme. Les faits montrent que les
dirigeants doivent inspirer confiance
et montrer la voie à suivre. Susciter de
l’espoir est l’un des principaux traits
universels du leadership. 6
À la tête de son équipe d’employés
qui ont travaillé au plus fort d’une
crise du système commercial qui a
directement touché des millions de
clients payants, Julie* pouvait très bien
voir qu’ils ressentaient les pressions
de cette question très médiatisée et
continue. Connue comme quelqu’un
qui n’aime pas perdre son temps, elle a
tout de même reconnu l’importance de
rappeler à ses employés de concilier
les exigences de la vie professionnelle
et de la vie privée. Chaque vendredi,
pour les divertir, Julie les faisait participer
à un quart d’heure d’activités
complètement insolites et amusantes,
comme des concours de crachement
de graines de tournesol ou de sculpture
sur papier aluminium, ce qui permettait
aux employés de se défouler
et de commencer leur week-end sur
une note positive. Julie a pris plaisir à
les regarder quitter le bureau en riant
et en souriant pour ensuite retrouver
leurs proches.
Nous ne pouvons pas contester le fait
que l’importance accordée au mieuxêtre
des employés fait partie intégrante
du lieu de travail, en particulier
lors d’une pandémie. Les entreprises
doivent continuer à se concentrer sur
la santé des employés en renforçant
leur sentiment d’autonomie, en leur
donnant accès aux communautés et
aux ressources de mieux-être et en leur
faisant voir une lumière au bout du tunnel.
En utilisant ces conseils comme
boussole, en plus de réduire les effets
de la pandémie, vous augmenterez le
rendement des employés.
*Le nom de la dirigeante et de l’entreprise
a été modifié/omis pour protéger les
renseignements personnels des clients.
En tant que
professionnelle
chevronnée des
ressources humaines
depuis plus de 20 ans,
Carolyn offre des services RH
adaptés conçus pour inspirer les
performances et le succès des
employés. Carolyn possède une
expertise approfondie en matière
d’animation et de formation, de
développement de leadership et
d’entraînement. Elle a aidé des
organisations à mettre en œuvre
des stratégies et des programmes
efficaces dans les secteurs privés,
publics et à but non lucratif. Elle a
été conseillère de confiance dans les
industries de l’informatique, du jeu
et de la loterie, de la finance et de
la fabrication. Avec une approche
amicale et bilingue, elle est fière de
guider les dirigeants et les employés
grâce à des stratégies et des outils
de consultation en ressources
humaines.
SOURCES :
1. Hutchins Coe, Erica, and Kana Enomoto.
Returning to Resilience: The Impact of
COVID-19 on Mental Health and Substance
Use. McKinsey & Company,
8 May 2020, www.mckinsey.com/industries/
healthcare-systems-and-services/
our-insights/returning-to-resilience-theimpact-of-covid-19-on-behavioral-health.
2. Dagan, Noa, et al. Thriving during a
Pandemic: What Moves the Needle
on Organizational Health. McKinsey &
Company, 30 July 2020, www.mckinsey.
com/business-functions/organization/
our-insights/the-organization-blog/thrivingduring-a-pandemic-what-moves-theneedle-on-organizational-health.
3. Porter, Jen, et al. How to Form a Mental
Health Employee Resource Group. Harvard
Business Review, 19 May 2020, hbr.
org/2020/05/how-to-form-a-mental-healthemployee-resource-group.
4. WMA Wellness, www.wmawellness.com.
5. Anicich, Eric M., et al. Restore Your Sense
of Control—Despite the Pandemic. Harvard
Business Review, 10 Sept. 2020, hbr.
org/2020/09/restore-your-sense-of-controldespite-the-pandemic.
6. Harter, Jim. COVID-19: What Employees
Need From Leadership Right Now.
Gallup, 23 Mar. 2020, www.gallup.com/
workplace/297497/covid-employees-need-l
eaders-right.aspx.
WINTER/SPRING | HIVER/PRINTEMPS | 2021 11

FEATURE
Mental Health First Aid
By Brian Simpson, CPHR
YOU’RE WORKING IN HR. SOMEBODY
in the lunchroom is crying. Other
employees feel uncomfortable and
naturally report it to you. Sound familiar?
Using the tools and techniques of
mental health first aid will help.
So, what is mental health first aid?
In a nutshell, mental health first aid is
very similar to standard first aid training.
Like first aid, mental health first aid
training is typically a course. You learn
the theory and then have an opportunity
to practice what you learn through
practical exercises.
The worldwide pandemic has
increased stressors for everyone. More
stressors equal more mental health
issues. Mental health first aid training
provides the tools and skills necessary
to effectively deal with these situations
at work. Let’s face it, these tools are
tried and true, designed by mental
health professionals for us to use in
these situations. As HR professionals
we need them to be available in our
organizations to support our organizations
and ourselves.
Here we are in 2020. The world is in
different stages of a pandemic. Most
of us would not have expected the
MENTAL HEALTH FIRST AID FOR
HR PROFESSIONALS
• Trains you to effectively respond
using crisis intervention strategies
and a toolbox of techniques and
action plans.
• Provides an improved understanding
of mental health, and better personal
mental health.
• Improves understanding of mental
illnesses at work such as psychotic
episodes, substance abuse, anxiety
and depression.
• Increases confidence and hands-on
experience to assist and effectively
deal with a mental illness situation
at work.
impact the pandemic has had on our
organizations and lives, personally and
professionally. COVID-19 forces us to
deal with increased challenges; keeping
employees engaged, managing
and communicating effectively with
remote workers, and complying with
the ever-changing landscape of government
requirements and recommendations.
HR professionals are being
called on time and again to be effective
resources and partners to senior
leadership on all things HR for the pandemic.
No, you don’t have to imagine
the stressors, you’re living them. In my
opinion, mental health first aid will help
you cope with the stressors of the pandemic
by being able to identify and
effectively respond to mental illness
situations in the workplace.
According to the Canadian Mental
Health Association, 20 per cent of
Canadians will personally experience
a mental health issue over the course
of any year no matter their age, income,
culture or education. Mental health is
complex and can be affected by genetics,
personality and biological and
environmental factors. Most of these
are beyond the control of the workplace.
Yet, workplaces are expected to
not cause further harm to employees,
either physically or mentally.
Response to physical harm in workplaces
is clearly legislated. Legislative
requirements for employers to address
mental and psychological harm is currently
inconsistent across provinces.
There is a significant trend toward
requiring psychologically safe workplaces
for employees in Canada over
the last few decades.
Federally, the Mental Health
Commission of Canada was formed
in 2007. In 2013, the CSA Group
published the Psychological Health
and Safety in the Workplace standard
(CAN/CSA-Z1003-13/BNQ
9700-803/2013). According to the
government of Nova Scotia, in 2018,
the province was the first in Canada
to adapt the national standard for
psychological health and safety in
the workplace. There have been an
increasing number of events, courses
and conferences on mental health in
the workplace in the Atlantic provinces
over the last 10 years. According to the
Mental Health Commission of Canada,
over 300,000 Canadians are trained
in mental health first aid. Mental
health first aid is definitely not some
short-term concept. Like regular first
aid, it’s here to stay.
A mental health first aid course will
not instantly make you a mental health
professional, but it will help you deal
with immediate mental health situations
at work.
The ultimate goal of these mental
health first aid courses is to enable you
to be able to identify, understand and
respond to signals of mental illness.
Participants typically learn to identify
risk factors and warning signs and
understand next steps and treatments.
These courses offer extensive roleplaying
and simulations to enable you to
effectively assess a mental health crisis,
select among intervention tools, give
initial help or support and, most importantly,
connect people to professional
self-help and support groups in their
community.
How can HR professionals bring
mental health first aid competencies
to the workplace? There are several
approaches, one being you could
simply find the location of the nearest
course or a virtual course and have volunteers
from your organization attend.
You now have certified mental health
first aiders available. Just like regular
first aid.
Ideally, mental health first aid should
be supported by senior leadership as
part of a broader mental health program
in your organization.
12 PROMPTU magazine

For HR professionals with the time,
resources and experience, this can easily
be a build-your-own project. CSA
has an implementation guide that provides
sample policies, procedures and
guidance. Currently, both the guide
and the standard are free downloads
off the CSA website. However, if you
would like an experienced hand to
guide you, organizations like CPHR
can help.
Mental health directly or indirectly
impacts everybody, not only our
employees, supervisors and managers
while at work, but also our suppliers,
customers, coworkers and families.
Having a psychological health and
safety policy and program that includes
mental health first aid is a critical step
toward a safe and healthy future, not
only for your organization, but for
everyone.
Brian Simpson, CPHR,
is the president and
principal consultant of
Chertek Management
Consulting. With over
25 years of experience in HR, he
has a passion for the occupational
health and safety side of our
profession.
RESOURCES:
1. CAN/CSA-Z1003-13—Psychological
Health and Safety in the Workplace:
www.csagroup.org/article/
cancsa-z1003-13-bnq-9700-803-2013-r2018/
2. Mental Health Commission of Canada:
www.mhfa.ca/en/home
3. Office of Workplace Mental
Health: novascotia.ca/news/
release/?id=20181003007
4. Canadian Centre for Occupational Health
and Safety (CCOHS) Healthy Minds at Work
Portal: www.ccohs.ca/healthyminds/
5. Canadian Mental Health Association of PEI:
pei.cmha.ca
6. New Brunswick wellness movement
workplaces: www.wellnessnb.ca/workplace
7. Newfoundland and Labrador, the way
forward: www.gov.nl.ca/thewayforward/
action/support-injured-workers-includingthose-affected-by-work-related-mentalstress/
A mental health
first aid course
will not instantly
make you a
mental health
professional, but it
will help you deal
with immediate
mental health
situations at work.
BLABLO101/SHUTTERSTOCK.COM
WINTER/SPRING | HIVER/PRINTEMPS | 2021 13

FEATURE
Compassion Fatigue:
Caring for Those Who Care
Through Self-regulation and
Co-regulation
By Kelly Drummond, CPHR and Dr. Colin Andrew Campbell
By Kelly Drummond, CPHR and
Colin Andrew Campbell
FLASHON STUDIO/SHUTTERSTOCK.COM
14 PROMPTU magazine

EMPLOYERS IN ATLANTIC CANADA
and across the world are facing one of
the most challenging times in recent
memory, perhaps even ever. With the
worldwide spread of the COVID-19
virus, we are all being asked to quickly
adapt to the new normal. Just what this
new normal is also seems to change on
a moment’s notice. At time of writing
this article, the number of cases and
community spread in our region has
been thankfully low, however changes
to our daily routines, re-adapting to a
new way of conducting business and
delivering services, and the need for
heightened vigilance to prevent the
spread of COVID-19 have all led to
increased stress. With this increase in
stress, one of the risks employers are
facing is compassion fatigue amongst
their staff.
WHAT IS COMPASSION FATIGUE?
Compassion fatigue is when one is
exposed to and absorbs the trauma
and emotional stress of others. This
creates a secondary traumatic stress
response in the helper. For example,
educators are exposed to the trauma
and stress of the students they work
with on a regular, if not daily, basis.
The high level of exposure of the
trauma of their students puts
educators at a high risk for
compassion fatigue. This
is also true for HR professionals
who are dealing
with the most complex
people situations in the
organizations they support.
Compounding
the issue, COVID
has put significant
pressure
on many industries, resulting in job
loss and, for organizations fortunate
enough to re-open, staff who are anxious
about returning to work or feeling
isolated because they are working from
home. HR professionals are supporting
those with an elevated level of trauma
and emotional stress caused by the
pandemic. Compassion fatigue can
be related to a single traumatic event
or happen over time as the trauma of
others gradually erodes our ability to
cope with our own stress and show
the empathy required in many roles
(first responders, health-care workers,
social-service workers, educators and
HR professionals). Compassion fatigue
can also result in a shift in perception of
safety, trust and control. Compassion
fatigue can negatively impact anyone,
not just those in roles that require a
high level of empathy and compassion,
such as counsellors.
Warning signs that someone may
be experiencing compassion fatigue
can include physical symptoms such
as feelings of exhaustion, headaches,
sleep disturbances and increased susceptibility
to illness. Changes in behavior
may also occur, such as increases
in anger or irritability, forgetfulness,
increased sense of responsibility,
avoidance, and increases in alcohol
or drug use. Psychological signs that
someone may be experiencing compassion
fatigue include a reduction
in the ability to feel empathy and/or
sympathy, emotional distancing, feelings
of depression, cynicism, feelings
of hopelessness, alienation from others,
hypersensitivity or insensitivity to
emotional material, and a diminished
sense of career enjoyment.
THE EDUCATION EXAMPLE:
RISKS ASSOCIATED WITH
EDUCATIONAL WORKPLACES
It would come as little or no surprise to
those who work in the educational field
that teaching is one of the most stressful
professions. A 2005 study on the
amount of stress experienced across
different occupations found teaching
to be in the class of most stressful
occupations, comparable to paramedics,
police officers or social workers. 1
In addition to the risk of professional
burnout, this puts teachers at a high
risk for compassion fatigue. Studies
on the impacts of workplace changes
in the form of educational reforms have
shown that teachers are at greatest risk
for increased workplace stress during
times when there are new expectations
placed on them. 2,3 The current
environment created by the threat of
COVID-19 has resulted in a number of
workplace changes, in addition to a
very real threat to health and safety.
The impact of compassion fatigue can
lead to teacher job dissatisfaction;
increases in absenteeism; the development
of mental health concerns such as
depression, anxiety and post-traumatic
stress disorder; and teachers leaving
the profession. Compassion fatigue
among educators can also have a negative
impact on students’ motivation and
attitude toward learning.
ADDRESSING THE
RISKS AND IMPACTS OF
COMPASSION FATIGUE
From an HR perspective, what can we
do to address the risks and impacts of
compassion fatigue among our staff?
There are professions where managing
trauma exposure is a built-in part of
training for those entering the profession
however that is not the case for
many. Teachers for example, are often
entering the classroom for the first time
with limited tools available to them in
order to prevent or address compassion
fatigue. This really highlights the
importance of ongoing professional
development for early, mid and late
career professionals to increase awareness
of the risks of developing compassion
fatigue. Strategies to put into place
to help reduce the risk of compassion
fatigue include training managers and
supervisors on how to recognize the
warning signs of compassion fatigue.
Organizations should also be promoting
a supportive environment within
the workplace, encouraging a work/life
balance, setting limits and promoting
WINTER/SPRING | HIVER/PRINTEMPS | 2021 15

existing employee assistance/counselling
plans.
One technique that can be used
to help prevent compassion fatigue
is self-regulation. Self-regulation is
the ability to monitor and adjust your
energy, sensory needs, emotions,
attention and impulses to meet the
demands of the physical and social
environment. Self-regulation skills
involve recognizing the sources of
stress in an individual’s life or specific
situation. Once the stress has been recognized,
various techniques can be
used to bring the individual to a more
calm or regulated state. Examples of
techniques include focusing on diaphragmatic
breathing, adjusting our
sensory environment (such as noise or
bright lighting) and practicing mindfulness.
People who practice mindfulness
are often better able to reduce their
own levels of stress and even prevent
burnout. Going back to the education
example, teachers who received mindfulness
training displayed improvements
in classroom organization
and increases in self-compassion.
A number of individual apps have
been developed to promote mindfulness,
including Mindshift, Calm.com,
Headspace and Insight Timer. However,
implementing an organization-wide
focus on the development of self-regulation
can build a workplace culture
that promotes these practices. This in
turn will work to prevent the development
of compassion fatigue, allowing
employees to do their best work and
remain healthy.
Kelly Drummond, CPHR,
is director of human
resources, corporate
planning and principal
support of the PEI Public
Schools Branch and board chair of
CPHR PEI.
Dr. Colin Andrew
Campbell is a
psychologist employed
with the PEI Public
Schools Branch and
was previously employed with
the Ottawa-Carleton District
School Board. He currently sits on
the Clinical Program Committee
for the UPEI Doctor of Clinical
Psychology training program.
Dr. Campbell completed his
Ph.D. at McGill University in the
School/Applied Child Psychology
program in September 2016 on
how anxiety and stress impact
executive functions.
SOURCES:
1. Johnson, S., Cooper, C., Cartwright,
S., Donald, I., Millet, C., & Taylor,
P. (2005). The experience of
work-related stress across occupations. Journal
of Managerial Psychology, 20(2), 178-187.
doi:10.1108/02683940510579803
2. Ben Jaafar, S., Freeman, S., Spencer,
B., & Earl, L. (2005). Experiencing
Secondary School Reform: Students,
Teachers, and Administrators. Orbit
Magazine, 35(1), 13-16.
3. Valli, L., & Buese, D. (2007). The
Changing Roles of Teachers in an
Era of High-Stakes Accountability.
American Educational Research
Journal, 444(3), 519-558.
doi:10.3102/0002831207306859
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1018388_Neil.indd 16 PROMPTU 1 magazine
10/7/20 6:22 1018618_Barteaux.indd PM
1
9/29/20 11:23 AM

PROFILE
KERRY LYNN MERCER, CPHR
MACQUARRIES DRUGS LTD.
WHAT INSPIRES YOU MOST?
Wow, this is a tough one. I guess
I would say nature and people
because they both can be so
beautiful!
ADVICE TO YOUR 20-YEAR-OLD SELF?
Everything is going to be OK so have fun
and live life large. Oh wait…I think I did that!
A SKILL YOU’D LIKE TO LEARN?
I am trying to learn Spanish so
that I can retire in Costa Rica and
Nicaragua.
FAVOURITE QUOTE?
“If man does not keep pace with his
companions, perhaps it is because
he hears a different drummer. Let
him step to the music which he
hears, however measured or far
away.” —Henry David Thoreau
FAVOURITE WEEKEND GETAWAY?
Cape Breton for sure! One of my
favorite places to be in is the woods in
the mountains, so trail running in the
Highlands of CB just fills me with joy.
FAVOURITE THING ABOUT YOUR JOB?
Being able to make a positive difference in
people’s lives.
ISTOCK.COM/RZAREK
WINTER/SPRING | HIVER/PRINTEMPS | 2021 17

INDEX TO ADVERTISERS
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Neil Squire Society.......................................... 16
www.neilsquire.ca
EMPLOYEE ASSISTANCE PROGRAMS
Cyno ................................................................. 4
www.cyno.ca
EMPLOYEE BENEFITS
Brock Health
Administration Ltd ..............Inside Back Cover
www.brockHealth.ca
Cyno ................................................................. 4
www.cyno.ca
Medavie Blue Cross ..........18, Inside Front Cover
medaviebc.ca/optional/plansponsor
EMPLOYEE HEALTH REHABILITATION
Neil Squire Society.......................................... 16
www.neilsquire.ca
ERGONOMICS
Neil Squire Society.......................................... 16
www.neilsquire.ca
HEALTH BENEFITS
Medavie Blue Cross ..........18, Inside Front Cover
medaviebc.ca/optional/plansponsor
HEALTH & WELLNESS
Cyno ................................................................. 4
www.cyno.ca
LABOUR & EMPLOYMENT LAW
Barteaux Labour and
Employment Lawyers ................................. 16
www.barteauxlawyers.com
LEGAL SERVICES
Barteaux Labour and
Employment Lawyers ................................. 16
www.barteauxlawyers.com
PAYROLL & HR SYSTEMS
DLGL Technologies ........18, Outside Back Cover
www.dlgl.com
Payworks ........................................................ 18
www.payworks.ca
WELLNESS
Cyno ................................................................. 4
www.cyno.ca
Medavie Blue Cross
Blue Cross Centre, 644 Main Street, PO Box 220
Moncton, NB E1C 8L3
(888) 564-2155
groupbenefits@medavie.bluecross.ca
1021496_Medavie.indd 1 08/10/20 10:12 AM
www.medaviebc.ca
Medavie Blue Cross is a premier all-in-one carrier
that provides health, dental, travel,
life and disability benefits, and administers
various federal and provincial governmentsponsored
health programs. Together with
Medavie Health Services, we are part of
Medavie, a health solutions partner committed to
improving the wellbeing of Canadians. As a notfor-profit
organization, we are proud to commit
an annual social dividend to the Medavie Health
Foundation to support programs and initiatives
aimed at addressing some of our country’s
most pressing physical and mental health
care challenges.
DLGL Technologies
850 Michelle-Bohec Boulevard
Blainville, QC J7C 5E2
802862_DLGL.indd 1 3/23/16 12:59 AM
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the market
• Complete flexibility in delivery options: SaaS
(Cloud or Private Cloud), On-Premise or Hybrid
Payworks
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Winnipeg, MB R3T 4H1
1002970_Payworks.indd 1 14/03/20 12:10 AM
(204) 779-0537 • Fax: (204) 779-0538
www.payworks.ca
Payworks is a leading expert in the field
of total workforce management solutions,
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we’re different: visit payworks.ca
for more information.
18 PROMPTU magazine

Does your health plan cover these?
Orthodontics
Chiropractic
Physiotherapy
All prescription drugs
Glasses
Acupuncture
Naturopathy
Ambulance charges
Diabetic supplies
Hospital services
Fertility treatments
Laser eye surgery
With complete flexibility and no premiums,
let us provide true benefit to your team.
“Excellent customer service, at a fair price”
239 Midpark Way SE, Suite 210 | Calgary, AB | T2X 1M2
Ph: 1-866-959-7483 | Fx: 1-866-492-9486
info@BrockHealth.ca | www.BrockHealth.ca