Overview
Mental illness affects everyone sooner or later – one in five people will experience a mental illness directly. Those of us who do not have a mental health concern ourselves, will have a friend, colleague, or family member who is dealing with a mental health issue.
A psychologically healthy work environment supports employee engagement, worker health and well-being, recruitment and retention, productivity, effective risk management and corporate social responsibility. The supports provided at McMaster aim to foster mental wellness in you and those you know.
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3-Part Planning for Retirement Course
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Feb 2, 2023 to Feb 23, 2023
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Everything You Need to Know About Retiring from McMaster's Salaried Pension Plan
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Feb 9, 2023
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Thrive Week: Benefits Presentation
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Psychological Health and Safety
The National Standard of Canada for Psychological Health and Safety in the workplace is a voluntary set of guidelines, tools and resources designed to promote workplace employees’ psychological health and to prevent psychological harm due to workplace factors. The Standard was prepared by the Canadian Standards Association and the Bureau de normalization du Quebec and was commissioned by the Mental Health Commission of Canada and approved by the Standards Council of Canada.
Mental health and safety are just as important as physical health and safety… let’s face it… there is no health without mental health.
What is a psychologically safe workplace? A psychologically healthy and safe workplace has been defined in the National Standard as “A workplace that promotes workers’ psychological well-being and actively works to prevent harm to worker psychological health, including neglect, reckless, or intentional ways.”
Why do we need to focus on supporting a psychologically safe workplace? Nearly 47% of working Canadians agree that their work and place of work is the most stressful part of their day and life. With most adults spending most of their working hours at work, addressing psychological health within workplaces is vitally important for all Canadians. Therefore, it is important to focus on both physical and mental health and safety to ensure a workplace that helps to keep workers safe, engaged and productive.
Steps for introducing the 13 Factors and Psychological Health and Safety (PHS) to your team:
- Contact Deb Garland to set up an introductory session on Psychological Health and Safety for senior leaders in your department. (approximately 2 hours)
- After the introductory session leaders introduce Psychological Health and Safety to their teams by:
- Reviewing the content of this Psychological Health and Safety web page.
- Including 5-10 minute discussions on PHS at team meetings – introducing 1 to 2 Factors at a time. This may take up to a year, depending on how often you meet and include PHS on the agenda.
- Rachael Byrne or Deb Garland can support you at your first team meeting to introduce the idea.
- At subsequent meetings, the supervisor or leader can:
- Introduce and review the video with the team (3-4 min)
- Use the discussion handout to facilitate a team discussion (5 min)
- When the team has reviewed each of the 13 factors, Action Planning with the team can begin.
- Reach out to Rachael Byrne or Deb Garland to facilitate the action planning process.
- Your team will complete an assessment to determine the current state of Psychological Health and Safety in all 13 areas.
- Rachael and Deb will facilitate an action planning session with your team based on the priority areas and to support best practices in Psychological Health and Safety.
- Follow up support and review of action planning will be scheduled as needed.
Supporting a Psychologically Healthy and Safe Workplace
This information is geared towards senior leaders, managers and professionals to act as a support for the introduction of the National Standard of Canada for Psychological Health and Safety. Evidence shows that there are thirteen factors that affect the mental health of individuals in the workplace. The factors include the way work is carried out, relationships and interactions with managers, supervisors, leaders, co-workers, clients and customers. These psychosocial factors impact workers’ psychological responses to work and work conditions. This can cause mental health concerns.
The supports includes short videos that introduce each of the thirteen factors and shows an example of how the factor can affect employees and the workplace. Steps leaders can take to educate and implement the Standard with their team are included below.
The Thirteen Risk Factors are as Follows:
“Psychological and social support are present in an environment where co-workers and supervisors are supportive of employees’ psychological and mental health concerns and would respond appropriately as needed.”
To introduce and implement the National Standard with your team, review the following handout and video for further information.
By providing psychological and social support to your team, you will observe:
- Improved overall psychological health of employees
- Sustainable/successful return to work
- Reasonable workplace support during times of emotional distress, crisis or upset
- Understanding and awareness of mental health
- Employees who feel safe to talk about mental health and are not confronted with stigma
- Employees who are supported to stay productive and maintain healthy relationships
- Greater job attachment, job commitment, job satisfaction, and positive work mood
- Employees distressed at work will be more likely to seek and receive help
Lack of psychological support results in:
- Greater turnover rates
- Absenteeism
- Strain
- Loss of productivity in the workplace
To maintain psychological and social support:
- Take steps to eliminate stigma
- Shift workplace culture
- Provide employees with knowledge and resources – websites, workshops, team meetings
- Update employees about health and wellness supports – EFAP, Community Mental Health Agencies
- Maintain regular communication with off-work employees
Organizational culture is “the degree to which a work environment is characterized by trust, honesty and fairness”.
Organizational culture depends on the mix of values, beliefs, meanings and expectations of the group members within the organization and according to their behavioral and problem-solving cues.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
With positive organizational culture, workplaces will benefit from:
- Higher job satisfaction and morale
- Enhanced employee retention and recruitment
- Organizational commitment
- Enhanced productivity
- Strong communication at all levels
- A positive public and community image
Without organizational culture workplaces will be affected by:
- Decreased employee well-being
- Increased absenteeism and increased burden
- Increased burnout
- Employees expressing dislike about coming to work
- Employees undermining policies and practices to assist them
To improve organizational culture:
- Leadership should acknowledge and accept responsibility of the present status
- All employees should be engaged in becoming a part of the solution
To move forward and to bring about positive change, leaders should:
- Be transparent about processes
- Participate in conflict resolution and communication training
- Conduct more in-person communication
Click Here to learn more about how you can help your team build a positive organizational culture.
Clear leadership and expectations are present in an environment in which leadership is effective and there is support that helps employees know what they need to do, what is expected of them, how their work contributes to the organization and whether there are impending changes.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When effective leadership and support are present:
- Employee morale is positive and resiliency is high even during times of stress
- Frustration and conflict are minimized among employees
- Employees have clear expectations regarding job responsibility and roles
- Employees have trust in management
Leaders should:
- Be committed to maintaining their own physical and psychological health in order to influence the health of employees, as well as the health of the entire organization.
- Be consistent in their approach and provide clear direction to their employees. Lack of clarity affects mental health in the workplace.
Click Here to learn more about leadership development and resources.
Civility and respect is about showing care and consideration for others, whether through interactions within staff, customers, clients or the public. “A civil and respectful workplace ensures a work environment where employees are respectful and considerate in their interactions with one another, as well as with customers, clients, and the public”.
A civil and respectful workplace creates a positive work environment marked by high spirits and higher work satisfaction, this positive environment allows people who interact; staff, clients, and customers, to enjoy the environment.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
With civility and respect in our workplace we will experience:
- Greater job satisfaction among employees
- Increased interest for personal growth
- Effective teamwork with positive morale
- Reduced sick leave and turnover
- Reduced conflicts among colleagues
- Effective resolution of conflicts that arise
- Respectful leadership at all levels
Without civility and respect in our workplace we will experience:
- Emotional exhaustion among staff
- Greater job withdrawal
- More grievances and conflict
- Bullying or harassment
- Exposure to more legal risks and grievances
Visit this website to learn how the University is building an inclusive community and ensuring that the University is safe and respectful through the work of the Equity and Inclusion Office, PACBIC and other internal and external partners.
Psychological competencies and demands are found in a workplace that constantly finds or creates a good fit between employees’ interpersonal and emotional competencies and what is needed for the job role. These psychological demands should be clear to both the leader and the employee.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
With recognition of psychological demands, the following will occur:
- Enhanced job performance and overall productivity
- Greater job satisfaction
- Increase in retention of employees
- Attraction of skilled employees
Without psychological competencies and demands, we will experience:
- Job strain
- Emotional distress
- Defensiveness of employees
- Lower mood levels
- Increased turnover
Click Here to learn more about screening, assessing, and recruiting the right candidates.
Growth and Development is present in a workplace where employees receive encouragement and support for their interpersonal, emotional and job skills development by providing them with internal and external opportunities to build their competencies.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
With support and opportunities for employee growth and development, we may experience:
- Increased employee competency
- Retention of skilled staff
- Effective succession planning/internal promotions
- Goal commitment and organizational commitment
- Job satisfaction
Without opportunities for growth and development in a workplace:
- Employees do not feel challenged and can begin to feel disengaged
- Employee performance will drop
- Increased co-worker conflict can increase
- Employees may become stressed
To Explore resources which can help you or your team plan and work toward meaningful career goals, click here.
Recognition and Reward is present in a work environment that acknowledges and appreciates employees for their efforts in a fair and timely manner. It doesn’t mean that everyone needs to be praised for every action they take.
It’s important to remember that people like to be recognized in different ways. As a leader, it’s good to ask how your employees would like to be recognized. Perhaps they prefer not to be recognized publicly. Maybe they feel an award would be too much. Having criteria or explaining what an employee did to deserve recognition may help co-workers understand how they too can be recognized.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
Employees who are acknowledged and rewarded will:
- Be motivated to perform better
- Have higher self-esteem and enhanced team success
- Increase employee satisfaction, motivation, and loyalty
- Improve teamwork and positive morale
- Have enhanced employee and/or labor relations
- Treat their colleagues, customers, and clients with courtesy, respect and understanding
Employees who do not receive fair and timely recognition:
- Feel demoralized and disengaged
- Are more likely to find a new job
- Can become distressed and burned out
Recognition tips for leaders:
Most of us want to feel like what we do matters and is valued. Whether you are a manager or an employee, it’s important to be sincere and consistent with feedback. If you see someone (whether it’s a colleague, manager, or your own employee) do something great; take the time to tell them. It can go a long way. There are many ways to recognize others, including:
- Having a team get-together for special milestones…either for work or for a personal accomplishment
- Recognizing the process as well as the result… sometimes people put a lot of work into a project that was not a huge success… it’s important to recognize the hard work and time people invested
- Start a peer recognition board where anyone, not just a manager, can share how someone did something extra
- Show kindness for a co-worker to make them feel special
Click Here to learn more about recognition programs and supports at McMaster.
Involvement and influence refers to involving employees in discussions on how their work is done and how important decisions are made.
Key decisions need to be made in all work environments. Decisions about a specific job, about a team, or about a workplace as a whole. When people have influence in the decision-making process and they have the chance to be involved in a meaningful way, they are usually more committed to their work.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When employees are encouraged to have meaningful input:
- It increases their willingness to make an extra effort
- Employee engagement and morale are increased
- Psychological well-being is improved
- Innovation and organizational commitment are enhanced
- Job satisfaction and positive engagement are improved
Job alienation and lack of involvement results in:
- Employee distress
- Increased turnover and burnout
- Greater cynicism and lack of trust
How leaders can help their employees feel involved:
- Ask employees to provide feedback instead of merely informing them about the changes that affect how their work is done. Employees often come up with solutions that are creative and agreeable. This process allows employees to stand behind the decisions that are being made. Leaders are usually responsible for what is being done; but workers can give input about how that work is being done.
- Ensure employees feel their contributions are valued.
- Be transparent about processes and final decisions that are made. Not all ideas can be implemented, explain why in a timely manner.
- When suggestions cannot be incorporated into what the decision is, allow them to make suggestions on how to roll out the plan so they continue to feel involved.
- Have regular communication touchpoints or a suggestion box for ongoing feedback. Offer an open door policy to hear directly from employees.
- Involvement and influence do not need to focus on big changes, it can also happen with day to day tasks.
Workload management is present in a work environment where tasks and responsibilities can be accomplished successfully within the time available.
The relationship between job demands, intellectual demands and job satisfaction determines the amount of stress on the employee. Having high decision-making ability allows employees to thrive even with high demands.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
With effective workload management, we would see:
- Reduced stress and burnout
- Fewer job-related injuries and accidents
- Increased employee retention
Increased demands with less opportunity for control leads to:
- Physical, psychological and emotional fatigue
- Increased stress and strain which ultimately affects performance
- Diminished sense of personal accomplishment
- Negativity about the workplace and job
Engagement is present in a work environment where employees feel connected to their work and are motivated to do their job well.
Employee engagement can be physical, emotional, and/or cognitive. Physical engagement is based on the amount of exertion an employee puts into his or her job. Physically engaged employees view work as a source of energy. Emotionally engaged employees have a positive job outlook and are passionate about their work. Cognitively engaged employees devote more attention to their work and are absorbed in their job. Whatever the source, engaged employees feel connected to their work because they can relate to, and are committed to, the overall success and mission of their organization.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When positive employee engagement is present, we will witness:
- high employee morale and motivation
- enhanced recruitment and retention of skilled employees
- improved customer and client relations
- enhanced task performance
- greater customer satisfaction
- increased organizational citizenship behaviour
- Increased employee productivity
With low employee engagement, we will witness:
- greater employee turnover
- workplace deviance (by employees)
- counterproductive behaviour
- loss of productivity
Click here to learn more about employee engagement at McMaster.
Work/Life balance is present in an environment where there is recognition of the need for balance between the demands of work, family and personal life.
It is important to note that everyone has multiple roles to handle. This complexity allows fulfillment of individual strengths and responsibilities, but if not handled properly may lead to role conflict and overload.
Balance is about being able to balance in the moment; being supported at work to concentrate on tasks and being left with some energy to deal with family demands after work.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When the need for work-life balance is recognized, we will witness:
- Greater staff satisfaction and morale
- Reduced staff stress and burnout
- Reduced absenteeism and disability
- The ability to concentrate, take responsibility and have a sense of work control
- Employees who feel valued and happier both at work and at home
- Job satisfaction and employee commitment
When balance is not recognized, we will witness:
- Employees who are likely to be absent from work either physically or mentally
- Employees who begin to feel increased conflict at home and at work
- Employees who complain of feeling persistent fatigue
- Increased cost to the organization due to benefit payouts, absenteeism, disability and turnover
To support balance among employees, managers/leaders should:
- Be more accepting of the need for balance, such as instituting flexible work schedules
- Consider working overtime on a project as an exception
- Set limits before burnout; especially for overachievers
- Be proactive when there is work-life conflict or overload
- Refer employees to additional supports like our EFAP
Psychological Protection is present in a work environment where employees’ psychological safety is ensured. Workplace psychological safety is demonstrated when workers feel able to safely ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their careers.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When employees are ensured that they are psychologically protected they demonstrate:
- Greater job satisfaction
- Enhanced team behaviour
- Improved performance
- Increased morale and engagement
- Reduced conflict
- Fewer job-related errors, incidents, accidents and injuries
- Enhanced compliance with legal and regulatory requirements
Employees who feel psychologically unsafe experience:
- Feelings of demoralization
- A sense of threat
- Disengagement
- Mental fatigue
Supports related to Psychological Protection at McMaster:
Physical safety is present in a workplace where management takes appropriate action to protect the physical safety of employees. Employees who perceive their workplace to be physically safe feel more secure and engaged at work.
To introduce and implement the National Standard with your team, review the following handout and video for further information.
When physical safety in the workplace is present:
- A policy is in place to protect workers’ physical safety
- Training in safety-related protocols takes place
- Concern for employees’ physical safety is clearly demonstrated
- There is a rapid and appropriate response to physical accidents or situation identified as risky
- A safety culture is consistent with and part of the larger culture or climate of the organization
- There is a shared and enduring belief in and commitment to the importance of promoting and protecting the physical safety of all employees by taking actions to identify and address risks
In a workplace without the protection of physical safety, we will see:
- Increased absenteeism
- Strain
- Workplace conflict
- Turnover
- Greater risk of accidents, incidents, and injuries
Click here to learn more about McMaster’s culture of safety.
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RECOGNIZE the signs
Having a framework for recognition of distress, and how to respond helps provide support when talking to colleagues about concerns.
Recognize the Signs
Recognizing distress and responding in a respectful and supportive manner promotes early intervention and recovery.
Using a person’s historic standard of behaviour:
- it is most important to recognize when there is a change in behaviour or emotional response (either positive or negative);
- if the change is serious in nature – meaning you are concerned about the individual’s safety or the safety of those around, or
- if the change is extended (longer than 1 – 2 weeks) or when behaviour begins to negatively affect work, relationships or normal daily activities.
Reflect on any visible changes in behaviour that might be uncharacteristic:
- What have I seen?
- What have I heard from the individual?
- How long have I noticed these behaviours?
RESPOND with respect & concern
Reaching out to a colleague shows care and concern, and opens a dialogue to check how they are doing.
Respond with Respect and Care
Think about the best way to approach your colleague about your concerns.
- Am I the right person to have this conversation?
- Have I chosen a discrete and appropriate time and environment for this conversation?
- Do I need support or time to prepare?
Here are some examples of wording you could use to help start a conversation:
“You mentioned… [review the issue that was mentioned]… Would you like to talk about it?”
“I’m concerned about you… [issue or behaviour change]… I’m here if you would like to talk, and there are other resources available to you at McMaster…”
Remember it is okay if someone does not want to talk – you can let them know that you are available if they change their mind and leave the door open for discussion at another time.
REFER to appropriate resources
It’s okay to be uncertain about how to respond. You don’t need to have all the answers.
REFER to Appropriate Resources
Being there to support your colleagues is often the most valuable thing that you can do.
Remember referring is not counselling and making a referral for the right help is important.
Here’s an example of some wording you could use to provide a referral:
“I want to ensure you get the support you are looking for. Here are some materials/phone numbers/resources…”
Referrals can include:
- Employee and Family Assistance Program (EFAP) – Homewood Health
- Contacts for Crisis Support
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Emergency
If at any time it is believed that the health or safety of members of the McMaster community is at risk, the appropriate authority or University office must be informed. Any reference to ending one’s life, suicide or threat of violence must be taken seriously.
What this might look like:
- Evidence of harm to self or expressed intent to harm self or others
- Signs of substance overdose or drug reaction
- Behaving in a threatening or violent manner
- Erratic behaviour and/or illogical or incoherent speech
- Obvious lack of care for self
How to refer:
For emergencies at the central campus: contact McMaster Security Services
- Dial Extension 88 from any campus phone
- Dial 905-522-4135 from a non-campus phone
For emergencies at other campuses:
Hamilton Health Sciences: Dial extension 5555
St. Joseph’s Hospital: Dial extension 7777
Off-site locations: Dial 911
Employee and Family Assistance Program (EFAP) – Homewood Health:
Dial 1-800-663-1142
Suicide Crisis Line: Dial 1-855-294-HOPE (4673)
“I am very concerned about your immediate safety. We will need to get some additional help” |
While you wait for support – you can continue the conversation. Always be empathetic and non-judgmental. Never try to physically stop someone from leaving. You should remain with the individual if possible or note where they go. Be conscious of safety at all times.
Distress
Distinguishing between signs of distress and emergency signs and symptoms can be difficult. Signs of distress still need to be followed up appropriately, but do not always require an emergency call.
What this might look like:
- No plan or signs of risk of harm to self or others
- Distressing life event
- Feelings of stress and/or anxiety
- Changes in behaviour effecting ability to function
- Thoughts of hopelessness and/or worthlessness
- Signs of substance misuse or abuse
How to refer:
Employee and Family Assistance Program (EFAP) – Homewood Health:
Dial 1-800-663-1142
“You seem to be very upset. I am concerned about you and want to ensure you get some help.” |
Next Steps: | Based on your role and relationships in the workplace, follow up may look different for each person. Don’t hesitate to share your concerns with a Person in Authority for additional supports. |
For Individuals: | After you have had a conversation with your colleague, and if you feel that it’s appropriate, ask them if they would be okay with you checking back in with them soon. |
For Managers and Supervisors: | If you have observed concerning changes in behaviour in an individual you manage/supervise, you have a responsibility to follow up. If you need support when preparing for this conversation, please contact your Employee/Labour Relations or Employee Health Services partner. |
Taking Care of Yourself: | Supporting someone else through an emergency or difficult situation can be stressful. Do not underestimate the impact this stress can have on your own health and well-being. Please review these resources to support yourself. |
Mental Health First Aid Training
At McMaster University we are committed to providing mental health and well-being education and training to the McMaster community to support mental health literacy, and help individuals lead healthier lives in and outside of the workplace.
As part of this ongoing commitment, the University is offering Mental Health First Aid training to help faculty and staff recognize individuals in distress, provide help and support positive mental health.
There are no scheduled training sessions for Mental Health First Aid for the foreseeable future. We are reviewing our options for offering new mental health training to our community and further information will be communicated in 2023. Mental Health First Aid training continues to be available through the Mental Health Commission of Canada.
Contact Us
Stacie Cameron
Specialist, University Health and Safety Programs
Stacie Cameron
Specialist, University Health and Safety Programs
Stacie Cameron
Specialist, University Health and Safety Programs
Stacie Cameron
Specialist, University Health and Safety Programs
Employee Well-being
McMaster has a strong commitment to create a brighter and healthier world. In 2017, McMaster joined the Canadian Health Promoting Universities and Colleges Network by signing the Okanagan Charter, which is dedicated to advancing human and societal well-being. McMaster’s Healthy Workplace programs strive to advance the well-being of all faculty and staff through the promotion of year round holistic wellness initiatives, including, but not limited to, physical health, psychological wellness, and work-life balance.
Employee Well-being
McMaster has a strong commitment to create a brighter and healthier world. In 2017, McMaster joined the Canadian Health Promoting Universities and Colleges Network by signing the Okanagan Charter, which is dedicated to advancing human and societal well-being. McMaster’s Healthy Workplace programs strive to advance the well-being of all faculty and staff through the promotion of year round holistic wellness initiatives, including, but not limited to, physical health, psychological wellness, and work-life balance.
Employee Well-being
McMaster has a strong commitment to create a brighter and healthier world. In 2017, McMaster joined the Canadian Health Promoting Universities and Colleges Network by signing the Okanagan Charter, which is dedicated to advancing human and societal well-being. McMaster’s Healthy Workplace programs strive to advance the well-being of all faculty and staff through the promotion of year round holistic wellness initiatives, including, but not limited to, physical health, psychological wellness, and work-life balance.
Employee Well-being
McMaster has a strong commitment to create a brighter and healthier world. In 2017, McMaster joined the Canadian Health Promoting Universities and Colleges Network by signing the Okanagan Charter, which is dedicated to advancing human and societal well-being. McMaster’s Healthy Workplace programs strive to advance the well-being of all faculty and staff through the promotion of year round holistic wellness initiatives, including, but not limited to, physical health, psychological wellness, and work-life balance.
- Human Resources
- Employees
- Health, Safety & Well-Being
- My Health
- Mental Health Resources and Training
Employee Well-being
Information Box Group

NEW: Pulse at Pace Employee Gym
January 10 – March 3, 2023
Sponsored by Athletics & Recreation and Sun Life Financial, Pulse at PACE is a pilot project to help McMaster faculty and staff get active. This is a pilot project running on Tuesdays and Thursdays from 12 p.m. to 1 p.m., and Fridays between 8 a.m. and 1 p.m. Employees must register in advance for a time slot in order to attend.
Winter and Well-being
From staying indoors, to connecting less with our communities, nature and with loved ones. The challenges brought on by cold weather, winter can often be the most challenging time of year. With careful planning, action and proactive measures, we can all get through the winter months together!
February is Heart Month - Learn More
Heart & Stroke Awareness
February is Heart Month, a time to bring attention to the importance of cardiovascular health, and what we can to reduce our risk of cardiovascular disease.
Heart disease affects approximately 2.4 million Canadian adults and many risk factors can be reduced through developing healthy lifestyle habits including:
1. Eat a healthy diet: Small changes can make a big impact. Eating lots of veggies, cooking at home, limiting processed foods are all habits that protect your health.
If you are unsure where to start and would like a helping hand, the Heart and Stroke Foundation has put together a heart healthy meal planning toolkit you can download to get started!
2. Physical activity: Did you know that regular physical activity, even short durations (as little as 10 minutes!) have also been shown to increase memory and cognitive function, boost mood, increase energy and help regulate blood sugar?
Reminder that the free Pulse @ PACE pilot program is running until March 3, 2023. More information, including registration, can be found here.
Take a break from your routine and join The McMaster Alumni Community every Tuesday at 12:15 pm for a 30 minute yoga class on Zoom with Helena McKinley of In Fine Feather Yoga.
3. Reduce stress: Everyone feels stress differently and sometimes, it is easier to recognize stress in others than in yourself. Stress can increase your risk of heart disease and stroke, and lead to depression and anxiety. That’s why it is important to recognize and manage it.
The Heart & Stroke Foundation have created a stress test to help recognize the events in your life that trigger your stress symptoms as well as tips to help you manage your stress, including setting SMART goals.
Additional Resources:
Identify your heart health risks and how to communicate with your healthcare provider.

Winter Programs available in the Hamilton Community! Learn More
A guide for various Hamilton events, activities, and attractions for the winter season!
Source: Tourism Hamilton

LinkedIn Learning Learn More
A sample of videos and Courses for developing strategies for a healthy work-life balance.
LinkedIn Learning - Learn More
Videos
Manage Burnout at Work with These Simple Strategies – 8 min 46s
Manage Your Response to Stress – 3min 8s
How to Recognize the Signs of Employee Burnout – 3min 34s
What is Burnout? 4min
Courses
How to Beat Burnout, Exhaustion, and Stress – 30m 57s
Creating a Positive and Healthy Work Environment – 57 min 28s
Well-Being in the Workplace – 23 min 32s
Managing Career Burnout – 44 min 16s
Managing Your Emotional Response to Workplace Stress
Reduce Stress and Anxiety by Managing Your Nervous System – 36m 12s
Learning Path
Supporting Your Well-Being during Times of Change and Uncertainty – 16 hours 19 min
Information Box Group

The Importance of Vacation for Employee Well-being
With the new year under way, McMaster employees will be thinking about their well-deserved vacation for the year ahead. Whether an extravagant trip, stay-cation, or some time for self-care, it is important to decompress and recharge your batteries throughout the year. Vacation time is meant to be restorative and is important for our well-being
Upcoming Employee Well-being Events

3-Part Planning for Retirement Course
Employee Well-Being
Feb 2, 2023 to Feb 23, 2023
10:00AM to 12:00PM

Everything You Need to Know About Retiring from McMaster's Salaried Pension Plan
Employee Well-Being, Retirement Planning, Salaried Pension Plan
Feb 9, 2023
10:00AM to 12:00PM

Thrive Week: Benefits Presentation
Employee Well-Being, Mental Health
Feb 21, 2023
10:30AM to 11:15AM
Learn More About Your Well-Being

Prioritizing Yourself

Workload Resources

Nutrition and Healthy Eating
Additional Resources

Employee and Family Assistance Program

Smoking Cessation Resources
Smoking Cessation Resources
Smoking Cessation Resources for: Staff and Faculty
The Homewood Health Plan Smart Smoking Cessation Program empowers you with the information and support you need to help you quit smoking and remain smoke-free. A personal coach will help make it simple to start and guide you step-by-step. The program addresses the psychological and physical dependence and creates a foundation for successful behavior change.
Sun Life Health Benefits
McMaster University has added coverage until June 30, 2023 for employees eligible to participate in the Sun Life Extended Health Benefits. Extension of this date will be reviewed at the time of expiry.
Coverage includes products to help a person quit tobacco that legally require a prescription, up to a lifetime maximum of $500 for each person.
Smoking Cessation Resources for: Community
For news, tips and to be in touch with those who have quit, are trying to quit, or are supporting others, connect on Twitter at: twitter.com/SmokersHelpline.
Hamilton Public Health Services – Telephone Service – Tobacco Hotline
110 King St. West, 4th floor, Hamilton, ON L8P 4S6
905-540-5566
Before you set your quit date you need to prepare. Take time to think about when, where, and why you smoke. If you understand your smoking habits and triggers, you’ll have a better chance at success.
The Canadian Cancer Society quit line is available to help you. It’s a free, confidential service for smokers. Find out more information or register online for the self-directed quit program.
The STOP Program is a province-wide initiative that delivers smoking cessation treatment and counseling support to eligible Ontario smokers who wish to quit smoking. The STOP Program has provided free smoking cessation medication and counselling support to over 100,000 Ontarians who wanted to quit smoking.
The Nicotine Dependence Clinic offers several specialized outpatient treatments for anyone who wants to quit or reduce their tobacco use. We offer assessment, medical consultation, group counselling and medications to quit/reduce smoking. Our clinic provides service to clients with concurrent substance use and/or mental illness as well other medical conditions.
Good Shepherd Breathe Easier
For individuals with a MH diagnosis, The Good Shepherd offers up to 26 weeks of free NRT and weekly group sessions.
Telephone: 905-528-3655
Tobacco Addiction Recovery Program (TARP)
For individuals with a MH diagnosis offers up to 26 weeks of free NRT and weekly group sessions. Telephone: 905-522-1155 ext. 36407
For persons who identify as having an indigenous background, the De Dwa Da Dehs Nye >s offers up to 26 weeks of free NRT and group support.
For individuals seeking service in French, the centre de santé communautaire offers up to 26 weeks of free NRT and counselling.
Hamilton Public Health
For persons who are pregnant or breastfeeding, or anyone interested in education sessions and free nicotine patches, Hamilton Public Health Services offers a 5-week course of nicotine patches.
Telephone: 905-540-5566 ext.1
Your Local Pharmacist
For individuals on Ontario Drug Benefit (ODB) can receive 12 weeks of ‘Champix’ or ’Zyban’ at no cost each year.
Employee Well-being Contacts
Karli Dillane
Program Coordinator, Employee Health & Well-being

Karli Dillane
Program Coordinator, Employee Health & Well-being
Karli Dillane
Program Coordinator, Employee Health & Well-being
Karli Dillane
Program Coordinator, Employee Health & Well-being