{"id":5115,"date":"2024-06-03T15:01:15","date_gmt":"2024-06-03T19:01:15","guid":{"rendered":"https:\/\/www.fiqsante.qc.ca\/?page_id=5115"},"modified":"2025-06-17T15:11:58","modified_gmt":"2025-06-17T19:11:58","slug":"ohs","status":"publish","type":"page","link":"https:\/\/www.fiqsante.qc.ca\/en\/conditions\/ohs\/","title":{"rendered":"Occupaional health and safety"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column]<a class=\"henri-anchor 2024\" id=\"2024\" name=\"2024\"><\/a>[vc_single_image image=&#8221;5118&#8243; img_size=&#8221;full&#8221; css=&#8221;&#8221;][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/6&#8243;][vc_single_image image=&#8221;589&#8243; img_size=&#8221;full&#8221; style=&#8221;vc_box_circle&#8221; css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]<strong>Isabelle Groulx<br \/>\n<\/strong>Respiratory Therapist Vice-President and political officer for the Occupational Health and Safety Sector (2021-2025)[\/vc_column_text][\/vc_column][vc_column width=&#8221;5\/6&#8243;][vc_column_text css=&#8221;&#8221;]The health network has undergone numerous reforms over the last 25 years profoundly affecting your day-to-day work as a healthcare professional. We are experiencing another major transformation with the Dub\u00e9 reform and the implementation of <em>An Act to make the health and social services system more effective <\/em>by creating Sant\u00e9 Qu\u00e9bec and centralizing the employers. This orientation towards a supposedly effective network is out of touch with your professional practice. It focuses on administrative and organizational aspects to the detriment of your professional expertise and your health.<\/p>\n<p>Working under pressure, doing more with less, and losing your bearings to constantly adapt to all these reforms is a challenge that inevitably has an impact on your health and safety! You aren\u2019t always in a position to identify risk factors so that you can take preventive action, report potentially dangerous situations and demand that your rights are respected under the applicable occupational health and safety legislation.<\/p>\n<p>As a result of these changes, healthcare institutions are now focusing on organizational performance and productivity, sometimes to the detriment of care quality and safety and personalized patient care. As such, you are faced with demands that are sometimes contradictory to your professional values, which gradually leads to a decline in the recognition of your profession, by directing you towards a more technical role and reducing your professional and clinical judgement as well as the human aspects of your practice.<\/p>\n<p>Since the 1990s, modernization policies such as lean management and activity-based pricing have called into question the practices and objectives of healthcare institutions. At a time when employment injuries and psychosocial risks are reaching record levels, the consequences for the healthcare professionals\u2019 health and safety are a cause for concern. It&#8217;s essential to be aware of these issues and to protect yourself. Despite the increased pressure, maintaining a sense of meaning at work, rooted in human relationships, is becoming essential. After the COVID-19 health crisis, which highlighted the fragility of our public network, healthcare professionals expected a reform aimed at improving working conditions, well-being at work and health and safety at work. This reform never came.<\/p>\n<p>Faced with the emergence of mental health problems, there is an urgent need to reconsider approaches based on preserving mental health. The short-, medium- and long-term challenges and pressures arising from the establishment of a hyper-centralized health network around Sant\u00e9 Qu\u00e9bec mean that we urgently need to take charge of mental health in the workplace, starting with the prevention of psychosocial risks. Fortunately, <em>An Act to modernize the occupational health and safety system<\/em> finally provides real mechanisms for prevention and participation.<\/p>\n<p>It&#8217;s up to us to seize this opportunity to assert our rights. The theme of the 2024 OHS Week is \u2018Trouble in sight, prevention makes it right\u2019. This theme clearly shows that, in the face of our legitimate fears, prevention, particularly in relation to mental health, will have to be the cornerstone of our health and safety actions in order to counteract the harmful impacts of this new reform.<\/p>\n<p>On this page, you will find the main psychosocial risk indicators and the concepts associated with mental health in the workplace. Together, let&#8217;s take action to demand prevention!<\/p>\n<p>Have a good OHS Week everyone![\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_separator css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]<\/p>\n<h3>What is the trouble?<\/h3>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/2&#8243;][vc_column_text css=&#8221;&#8221;]The FIQ is firmly convinced that the many reforms in the health network have undermined it, both for patients and for healthcare professionals. It has long been recognized that health and safety prevention must be carried out locally if it is to be effective. The Dub\u00e9 reform will undoubtedly distance decision-makers from the realities of healthcare settings through the creation of the Sant\u00e9 Qu\u00e9bec megastructure. What&#8217;s more, the number of employment injuries continues to rise from one reform to the next. By making the structures even larger, we are moving further away from prevention. How can this latest merger be different?<\/p>\n<p>The FIQ is concerned about a number of mental health-related shocks, especially work-related stress for healthcare professionals who will go through these changes. It is essential to remain vigilant about the risks that these changes will have on workers. It will be all the more important for a culture of prevention to emerge from the <em>Act to modernize the occupational health and safety system<\/em>. The new prevention and participation mechanisms will hopefully have the effect of mitigating the consequences of this reform. All of them will have their place in this new culture, which has yet to be built despite the turmoil.<\/p>\n<p>You are invited to discover more information on the psychosocial risks factors. Being able to identify them is an important key to preventing them and making workplaces safer in times of major upheaval.[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/2&#8243;][vc_video link=&#8221;https:\/\/www.youtube.com\/watch?v=EuJ-QItSe9I&#8221; css=&#8221;&#8221;][vc_tta_accordion section_title_tag=&#8221;h6&#8243; shape=&#8221;square&#8221; active_section=&#8221;0&#8243; collapsible_all=&#8221;true&#8221; css=&#8221;.vc_custom_1727283050889{border-top-width: 1.5em !important;background-color: #EAEAEA !important;border-top-style: solid !important;border-color: #0093D3 !important;}&#8221;][vc_tta_section title=&#8221;Mental health&#8221; tab_id=&#8221;1727282567327-6f63aea8-7f41&#8243;][vc_column_text css=&#8221;&#8221;]<strong>What is psychological health at work and what are its key concepts? <\/strong><\/p>\n<p>The Institut de recherche Robert-Sauv\u00e9 en sant\u00e9 et en s\u00e9curit\u00e9 du travail (IRSST) defines psychological health at work as being \u201ccharacterized by functioning harmoniously and effectively, enabling a person to face challenges with flexibility and regain his or her balance. It is influenced by work-related components, individual characteristics and the social environment\u201d. (free translation)<\/p>\n<p>Associated terminologies and concepts:<\/p>\n<ul>\n<li><strong>Psychosocial risk factors<\/strong>: Refer to the aspects of organization of work and management as well as the social and environmental context that could harm the social, psychological and physical health of workers.<\/li>\n<li><strong>Well-being at work<\/strong>: Encompasses satisfaction, motivation and pleasure at work, reflecting a state of comfort and overall satisfaction.<\/li>\n<li><strong>Overall health<\/strong>: Defined by the World Health Organization as a state of complete physical, mental and social well-being.<\/li>\n<li><strong>Stress at work<\/strong>: Occurs when the demands of the work environment exceed the individual&#8217;s ability to cope, thereby threatening his or her well-being.<\/li>\n<\/ul>\n<p>Source: <a href=\"https:\/\/www.irsst.qc.ca\/media\/documents\/PubIRSST\/RG-618.pdf\">https:\/\/www.irsst.qc.ca\/media\/documents\/PubIRSST\/RG-618.pdf<\/a>[\/vc_column_text][\/vc_tta_section][vc_tta_section title=&#8221;Stress at work&#8221; tab_id=&#8221;1727283277854-792d19fe-6b43&#8243;][vc_row_inner][vc_column_inner][vc_column_text css=&#8221;&#8221;]<strong>Did you know that?<\/strong><\/p>\n<p>Exposure to psychosocial risk factors leads to work-related stress that can become pathological and harmful to health.<br \/>\nLes m\u00e9canismes du stress au travail (Mechanisms of work-related stress) \u2013 Short educational video from INRS France[\/vc_column_text][vc_video link=&#8221;https:\/\/www.youtube.com\/watch?v=B9P9k7o8Nxg&#8221; css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]<strong>For more information:<\/strong><\/p>\n<p><a href=\"https:\/\/www.inrs.fr\/risques\/stress\/effets-sante.html\">https:\/\/www.inrs.fr\/risques\/stress\/effets-sante.html<\/a>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_tta_section][vc_tta_section title=&#8221;Two important dimensions of psychosocial risks&#8221; tab_id=&#8221;1727283413062-2af646f8-d771&#8243;][vc_column_text css=&#8221;&#8221;]<\/p>\n<ol>\n<li><strong>Context of the organization and preventive measures in place<\/strong><\/li>\n<\/ol>\n<p>Elements to consider:<\/p>\n<ul>\n<li><strong>Job and work context<\/strong>: Analysis of the general context and job conditions.<\/li>\n<li><strong>Illness absenteeism and presenteeism.<\/strong> Assessment of absences for sickness and presenteeism despite compromised health conditions.<\/li>\n<li><strong>Occupational health activities or policy<\/strong>: Measures to promote the staff\u2019s health and well-being.<\/li>\n<li><strong>Activities or policy against violence and harassment<\/strong>: Strategies to prevent and manage situations of workplace violence and harassment.<\/li>\n<li><strong>Return to work activities or policy<\/strong>: Practices making return to work after a prolonged absence easier.<\/li>\n<li><strong>Work-life balance activities or policy<\/strong>: Initiatives to foster a healthy balance between professional and personal obligations.<\/li>\n<\/ul>\n<ol start=\"2\">\n<li><strong>Key components of organization of work<\/strong><\/li>\n<\/ol>\n<p>Here are the different components of organization of work that have an impact on health at work:<\/p>\n<ul>\n<li><strong>Workload<\/strong>: Evaluation of the workload and its equitable distribution.<\/li>\n<li><strong>Recognition at work<\/strong>: Measures to recognize and value the staff\u2019s contributions.<\/li>\n<li><strong>Social support of immediate superiors<\/strong>: Importance of support and guidance offered by direct superiors.<\/li>\n<li><strong>Social support of colleagues<\/strong>: Collaboration and support between the members of a team.<\/li>\n<li><strong>Decision-making autonomy<\/strong>: Possibility for employees to make decisions and control their work.<\/li>\n<li><strong>Information and communication<\/strong>: Information flow and quality of communication within the organization.<\/li>\n<\/ul>\n<p>These indicators play a vital role in promoting a healthy, \u2018productive\u2019 and respectful working environment, while supporting staff well-being.<\/p>\n<p><strong>Source: <a href=\"https:\/\/www.inspq.qc.ca\/en\/publications\/2401\">Fact Sheets on the Indicators of the Tool for Identifying Psychosocial Risk Factors in the Workplace | Institut national de sant\u00e9 publique du Qu\u00e9bec (inspq.qc.ca)<\/a><\/strong>[\/vc_column_text][\/vc_tta_section][\/vc_tta_accordion][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=&#8221;&#8221;]<\/p>\n<h3>Job context<\/h3>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;5\/12&#8243;][vc_column_text css=&#8221;&#8221;]This first indicator of the tool is designed to determine the scope of both job insecurity and current or planned organizational changes that threaten jobs. Organizations adopt reorganizations, restructuring, mergers, delocalization, new management methods and new technological tools to adapt to the job markets which affect the job and work context. These changes, seen in both the private and public sectors, often have repercussions on work intensification, making jobs more insecure and as such affect workers\u2019 occupational health and safety.<\/p>\n<h3><strong>Job insecurity indicators:<\/strong><\/h3>\n<ul>\n<li>Elimination of positions<\/li>\n<li>Current or projected layoffs<\/li>\n<li>Frequent use of employment agencies and outsourcing<\/li>\n<li>Temporary or casual positions<\/li>\n<li>Intermittent work<\/li>\n<\/ul>\n<p>Job insecurity is linked to an increased risk of industrial accidents and psychological, musculoskeletal and cardiac health problems.[\/vc_column_text][\/vc_column][vc_column width=&#8221;7\/12&#8243;][vc_column_text css=&#8221;.vc_custom_1729525489313{padding-top: 1em !important;padding-right: 1em !important;padding-bottom: 1em !important;padding-left: 1em !important;background-color: #0093D3 !important;border-radius: 10px !important;}&#8221; el_class=&#8221;text-white&#8221;]<\/p>\n<h5 class=\"text-white\">Importance of job context<\/h5>\n<p>The Enqu\u00eate qu\u00e9b\u00e9coise sur des conditions de travail, d\u2019emploi, de sant\u00e9 et de s\u00e9curit\u00e9 du travail (EQCOTESST) (Qu\u00e9bec Survey on Working and Employment Conditions and Occupational Health and Safety) found that irregular and unpredictable work schedules make it more difficult to achieve work-life balance, as happens for healthcare professionals, particularly in the case of mandatory overtime shifts.<\/p>\n<p><strong>Preferred practices<\/strong><\/p>\n<p>However, concrete measures can be taken to improve the situation:<\/p>\n<ul>\n<li><strong>Create permanent positions<\/strong> and limit the temporary and casual jobs.<\/li>\n<li><strong>Ensure employees are entitled to priority <\/strong>placement in vacant positions.<\/li>\n<li><strong>Limit the use of outsourcing <\/strong>and temporary placement agencies.<\/li>\n<li><strong>Plan the work <\/strong>so as to improve the likelihood of stable jobs.<\/li>\n<\/ul>\n<p><strong>Source:<\/strong><\/p>\n<p>CLOUTIER, E., LIPPEL, K., BOULIANNE, N., &amp; BOIVIN, J.-F. (2011). <em>Description des conditions de travail et d\u2019emploi au Qu\u00e9bec<\/em>. EQCOTESST, Institut national de sant\u00e9 publique du Qu\u00e9bec et Institut de la statistique du Qu\u00e9bec.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_separator css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]<\/p>\n<h3>Prevention makes it right<\/h3>\n<p>[\/vc_column_text][vc_column_text css=&#8221;&#8221;]To ensure a real commitment to prevention, an assessment of the risks must first be done. In the case of the Dub\u00e9 Reform, the evaluation of the work environments by identifying the psychosocial risk factors is based on the use of a number of key indicators, grouped into two main categories: <strong>the context of the organization and the preventive measures in place as well as the fundamental components of organization of work<\/strong>. These indicators make it easier to analyze the different psychosocial risk factor categories by focusing on the following aspects.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column]<script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\nvar gform;gform||(document.addEventListener(\"gform_main_scripts_loaded\",function(){gform.scriptsLoaded=!0}),document.addEventListener(\"gform\/theme\/scripts_loaded\",function(){gform.themeScriptsLoaded=!0}),window.addEventListener(\"DOMContentLoaded\",function(){gform.domLoaded=!0}),gform={domLoaded:!1,scriptsLoaded:!1,themeScriptsLoaded:!1,isFormEditor:()=>\"function\"==typeof InitializeEditor,callIfLoaded:function(o){return!(!gform.domLoaded||!gform.scriptsLoaded||!gform.themeScriptsLoaded&&!gform.isFormEditor()||(gform.isFormEditor()&&console.warn(\"The use of gform.initializeOnLoaded() is deprecated in the form editor context and will be removed in Gravity Forms 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d=gform.hooks[o][r];null==n&&(n=r+\"_\"+d.length),gform.hooks[o][r].push({tag:n,callable:e,priority:t=null==t?10:t})},doHook:function(r,o,e){var t;if(e=Array.prototype.slice.call(e,1),null!=gform.hooks[r][o]&&((o=gform.hooks[r][o]).sort(function(o,r){return o.priority-r.priority}),o.forEach(function(o){\"function\"!=typeof(t=o.callable)&&(t=window[t]),\"action\"==r?t.apply(null,e):e[0]=t.apply(null,e)})),\"filter\"==r)return e[0]},removeHook:function(o,r,t,n){var e;null!=gform.hooks[o][r]&&(e=(e=gform.hooks[o][r]).filter(function(o,r,e){return!!(null!=n&&n!=o.tag||null!=t&&t!=o.priority)}),gform.hooks[o][r]=e)}});\n\/* ]]> *\/\n<\/script>\n\n                <div class='gf_browser_gecko gform_wrapper gravity-theme gform-theme--no-framework' data-form-theme='gravity-theme' data-form-index='0' id='gform_wrapper_18' style='display:none'><div id='gf_18' class='gform_anchor' tabindex='-1'><\/div><form method='post' enctype='multipart\/form-data' target='gform_ajax_frame_18' id='gform_18'  action='\/en\/wp-json\/wp\/v2\/pages\/5115#gf_18' data-formid='18' novalidate>\n                        <div class='gform-body gform_body'><div id='gform_fields_18' class='gform_fields top_label form_sublabel_below description_below validation_below'><fieldset id=\"field_18_8\" class=\"gfield gfield--type-radio gfield--type-choice gfield--input-type-radio gfield--width-full gfield_contains_required field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><legend class='gfield_label gform-field-label' >Which of the issues listed is of greatest concern to you in view of the Dub\u00e9 reform?<span class=\"gfield_required\"><span class=\"gfield_required gfield_required_text\">(Required)<\/span><\/span><\/legend><div class='ginput_container ginput_container_radio'><div class='gfield_radio' id='input_18_8'>\n\t\t\t<div class='gchoice gchoice_18_8_0'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Workplace violence and harassment'  id='choice_18_8_0' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_0' id='label_18_8_0' class='gform-field-label gform-field-label--type-inline'>Workplace violence and harassment<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_1'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Supporting return to work: challenges and importance'  id='choice_18_8_1' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_1' id='label_18_8_1' class='gform-field-label gform-field-label--type-inline'>Supporting return to work: challenges and importance<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_2'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Work-life balance'  id='choice_18_8_2' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_2' id='label_18_8_2' class='gform-field-label gform-field-label--type-inline'>Work-life balance<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_3'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Workload'  id='choice_18_8_3' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_3' id='label_18_8_3' class='gform-field-label gform-field-label--type-inline'>Workload<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_4'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Recognition at work'  id='choice_18_8_4' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_4' id='label_18_8_4' class='gform-field-label gform-field-label--type-inline'>Recognition at work<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_5'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Social support of immediate superiors'  id='choice_18_8_5' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_5' id='label_18_8_5' class='gform-field-label gform-field-label--type-inline'>Social support of immediate superiors<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_6'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Social support of colleagues'  id='choice_18_8_6' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_6' id='label_18_8_6' class='gform-field-label gform-field-label--type-inline'>Social support of colleagues<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_7'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Decision-making autonomy at work'  id='choice_18_8_7' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_7' id='label_18_8_7' class='gform-field-label gform-field-label--type-inline'>Decision-making autonomy at work<\/label>\n\t\t\t<\/div>\n\t\t\t<div class='gchoice gchoice_18_8_8'>\n\t\t\t\t\t<input class='gfield-choice-input' name='input_8' type='radio' value='Information and communication at work'  id='choice_18_8_8' onchange='gformToggleRadioOther( this )'    \/>\n\t\t\t\t\t<label for='choice_18_8_8' id='label_18_8_8' class='gform-field-label gform-field-label--type-inline'>Information and communication at work<\/label>\n\t\t\t<\/div><\/div><\/div><\/fieldset><div id=\"field_18_3\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Workplace violence and harassment<\/h5>\n\n<p><strong>Definitions and legal framework<\/strong><\/p>\n<p>Workplace violence, according to the International Labour Organization (ILO), includes any action, incident, or behavior that departs from reasonable conduct in which a person is assaulted, threatened, harmed, injured in the course of, or as a direct result of, his or her work. Contrary to conflict, violence implies the use of force, whether it is physical or verbal. Violence may be physical or verbal, and it can be directed toward people (e.g. colleagues, clients, subordinates, hierarchical superiors) or things (e.g. equipment, work tools, physical environment).<\/p>\n<p>Harassment, a specific form of violence, is governed by the Act respecting labour standards (LNT) in Qu\u00e9bec. Section 81.18 of the LNT defines psychological harassment as any vexatious behaviour in the form of repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affects an employee\u2019s dignity or psychological or physical integrity and that results in a harmful work environment for the employee.<\/p>\n\n<p><strong>Manifestations of violence and harassment<\/strong><\/p>\n<p>Violence and harassment can manifest themselves in various ways :<\/p>\n<ul>\n    <li>Physical and verbal: Assaults, shouting, insults, threats, humiliating comments.<\/li>\n    <li>Insidious: Isolating, destabilizing, discrediting, online harassment via social media.<\/li>\n<\/ul>\n<p>Specific examples of psychological harassment :<\/p>\n<ul>\n    <li>Constant interruptions and preventing the person from expressing herself.<\/li>\n    <li>Deliberately ignoring and not saying hello to a person.<\/li>\n    <li>Mocking a person\u2019s tastes, physical differences or judgments.<\/li>\n    <li>Assigning degrading tasks that she cannot successfully perform.<\/li>\n    <li>Making degrading, racist, sexist or sexual comments.<\/li>\n<\/ul>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Tolerating uncivil behaviour and failing to act in situations of conflict fosters a toxic, unhealthy work environment. Workers exposed to harassment display higher rates of psychological distress, depressive symptoms, use of psychotropic substances and musculoskeletal disorders. Truly effective prevention requires analyzing organizational factors that foster this violent behaviour. Moreover, between 2019 and 2022, the health care and social assistance sector was at the top of the list of sectors with the highest number of injuries attributable to physical violence, with an average of 60.05% of all cases for these years.<\/p><\/div><div id=\"field_18_11\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Supporting return to work: challenges and importance<\/h5>\n\n<p><strong>Challenges of returning to work<\/strong><\/p>\n<p>Returning to work after a prolonged absence due to physical or mental health problems raises a number of issues for employees :<\/p>\n<ul>\n    <li>How will my colleagues react?<\/li>\n    <li>Are there new work procedures or new rules?<\/li>\n    <li>Will I have the same working conditions?<\/li>\n    <li>Will I be able to cope with my workload?<\/li>\n    <li>Will my superior have any preconceived ideas about my health?<\/li>\n    <li>Will I get sick again?<\/li>\n<\/ul>\n\n<p>To address these concerns and keep the employee on the job, a number of support activities are needed. These initiatives start prior to the return date set by the physician and involve more than simple medico-administrative follow-up, including:<\/p>\n<ul>\n    <li>An appropriate recovery period;<\/li>\n    <li>Analyzing the obstacles to and factors fostering recovery and return to work;<\/li>\n    <li>Preparation taking into account the employee\u2019s concerns;<\/li>\n    <li>Getting a commitment from the immediate superior to support the return;<\/li>\n    <li>Properly preparing colleagues to welcome the employee back.<\/li>\n<\/ul>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Mental health problems and musculoskeletal disorders are the main causes for long-term absences with a high relapse rate. A poorly prepared return to work increases this risk, especially if the initial working conditions have not changed. Clear communication and active support will reduce the taboos and stigma associated with mental-health-related absences. They will also better equip managers and give the employee back the power to act.<\/p><\/div><div id=\"field_18_13\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Work-life balance<\/h5>\n\n<p><strong>Work-life balance<\/strong><\/p>\n<p>Work-life balance concerns the balance between professional obligations and personal or family needs. Every worker may, at some point in their working life, feel that there is a conflict between these two areas of his or her life:<\/p>\n<ul>\n    <li>Sebastian, a father of three, must often take them to medical appointments during the day.<\/li>\n    <li>Marjory does triathlon and trains with her club at 5:00 pm, three days a week.<\/li>\n    <li>Sandra, a single mother, takes days off to accompany her daughter to her swimming competitions.<\/li>\n    <li>Peter is absent to look after his father who has Alzheimer\u2019s disease.<\/li>\n<\/ul>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Work-life balance is crucial for a psychosocial safety climate within the organization. It improves staff attraction and retention while having positive effects on their health. Conversely, unfavourable conditions are associated with psychological distress and depressive symptoms, affecting workers' well-being.<\/p>\n<\/div><div id=\"field_18_15\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Workload<\/h5>\n\n<p><strong>What is workload?<\/strong><\/p>\n<p>Workload involves more than simply the amount of work assigned by the employer; it includes an essential subjective dimension. To understand it fully, we need to consider the real complexity of the work, the formal and informal demands, the resources available, and the unforeseeable events that can impact on workload.<\/p>\n\n<p><strong>Defining workload: risks and dimensions<\/strong><\/p>\n<p>In the area of psychosocial risk factors, workload refers to the amount of work that has to be done, the intellectual effort that is required, and the time constraints that must be met in doing the work. These aspects can be assessed by asking workers how they perceive their actual workload:<\/p>\n<ul>\n    <li>Do they feel overwhelmed?<\/li>\n    <li>Do they feel they have to work very hard?<\/li>\n    <li>Is their workday very hectic?<\/li>\n    <li>Are they often interrupted?<\/li>\n    <li>Do they have enough time for their work?<\/li>\n<\/ul>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Work intensification is an increasingly present phenomenon that results from major organizational changes. It is reflected by a steady rise in workload and increased mobilization of workers\u2019 intellectual, psychological and physical abilities. This phenomenon is a major health risk associated with mental illness, musculoskeletal disorders and cardiovascular disease.<\/p><\/div><div id=\"field_18_26\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Reinforcing recognition at work <\/h5>\n\n<p><strong>What is recognition at work?<\/strong><\/p>\n<p>Recognition at work refers to the different ways in which effort and achievement can be recognized, including remuneration, esteem, respect, equity, job security and prospects for promotion. The recognition must be focused on the work and not on the individual. Recognition practices must be genuine if the people for whom they are intended are to feel their positive effects.<\/p>\n\n<p><strong>Understanding the impact: Effort versus reward<\/strong><\/p>\n<p>Based on the effort-reward imbalance model, this definition assesses health effects relative to the effort made by workers. That effort may be linked to time constraints, a significant workload, increased responsibilities or physical demands. The greater the imbalance between effort and recognition, the greater the health risks.<\/p>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Studies have shown that work situations involving considerable effort combined with low recognition pose a risk for mental and cardiovascular health and musculoskeletal disorders. Excessive use of so-called objective indicators to assess work, without in-depth knowledge of the day-to-day realities, interferes with effective recognition, affecting self-esteem and generating negative impacts.<\/p><\/div><div id=\"field_18_20\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Reinforcing the social support of immediate superiors<\/h5>\n\n<p><strong>What is social support of immediate superiors?<\/strong><\/p>\n<p>Social support of immediate superiors consists of management practices that promote effective listening, openness to the opinions of others and being available for employees. This indicator refers to an immediate superior\u2019s ability to support employees, as well as the dignity, politeness and respect with which he or she treats them. This support can be in many forms:<\/p>\n<ol>\n    <li><strong>Operational support:<\/strong> Providing tools, resources and time needed to perform tasks more easily. This includes resolving operational problems and encouraging teamwork.<\/li>\n    <li><strong>Informational support:<\/strong> Providing information, advice and clarifying the roles, responsibilities and expectations for helping to resolve complex professional problems.<\/li>\n    <li><strong>Emotional support:<\/strong> Listening to employees, treating them with respect and making them feel confident to help them overcome personal and professional difficulties.<\/li>\n<\/ol>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>In a context where work is intensifying and change is more and more frequent, social support of immediate supervisors is an essential protection factor in the prevention of occupational health problems. Making oneself available, listening to employees\u2019 needs, respecting their abilities and providing them with the resources required to do their work help make the team feel respected and supported.<\/p>\n<p>However, the heavy workload of managers in many organizations often limits their availability to provide appropriate support. This lack of social support can affect human relations and the efficiency of an organization, creating fertile ground for conflicts, harassment, absenteeism and staff turnover.<\/p>\n<p>This observation is not unrelated to the succession of reforms in the health network, since the centralization of structures inevitably distances managers from the realities in the field. This has a direct impact on the support that managers can offer, and on the feeling of being unsupported by one's immediate superior.<\/p><\/div><div id=\"field_18_17\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Social support of colleagues: a driver for collaboration and well-being<\/h5>\n\n<p>Social support of colleagues refers to team spirit, the degree of cohesion within a group, and the extent to which colleagues collaborate with and help one another in performing tasks. It can be of two types:<\/p>\n<ol>\n    <li><strong>Operational social support:<\/strong> This is instrumental support that is task-oriented, where colleagues provide a helping hand, ideas and advice to resolve problems encountered in their day-to-day work.<\/li>\n    <li><strong>Emotional social support:<\/strong> This type of support is person-oriented, where attentive listening and the possibility of talking freely about their problems can help overcome professional obstacles.<\/li>\n<\/ol>\n\n<p>Social support of colleagues is considered to be strong when the members of a team have a high degree of confidence in each other. This support is reflected by colleagues offering each other assistance to resolve problems, distributing work more effectively in peak periods and taking time to discuss how a particular job should be done. In contrast, low social support can lead to situations of harassment, conflicts or a climate of unhealthy competition, thus affecting cohesion and overall performance of the team.<\/p>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Strong social support among colleagues can be a major factor in workers\u2019 health and well-being. It promotes a feeling of belonging in the workplace and helps with the integration of new employees, as well as staff retention. On the other hand, when organization of work hinders the development of such support, this can lead to isolation, interpersonal conflict and increased psychological distress among staff.<\/p>\n<\/div><div id=\"field_18_22\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Reinforcing decision-making autonomy in the workplace<\/h5>\n\n<p><strong>What is decision-making autonomy in the workplace?<\/strong><\/p>\n<p>Decision-making autonomy in the workplace refers to the possibility of employees exercising a certain control over their tasks, using their skills in an autonomous manner and participating in organizational decisions. In a workplace fostering decision-making autonomy:<\/p>\n<ul>\n    <li><strong>Creative freedom and initiative:<\/strong> Encouraged to use their creativity, show initiative and develop skills to perform new tasks.<\/li>\n    <li><strong>Autonomous decision-making:<\/strong> Leeway to choose their work methods and control the pace.<\/li>\n    <li><strong>Participating in organizational decisions:<\/strong> Involved in the decisions that directly affect their work and change processes.<\/li>\n<\/ul>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>Fostering decision-making autonomy is not only a sign of respect for employees, but also an effective tool to stimulate innovation and skills development. However, low autonomy combined with a heavy workload may have harmful impacts on health, increasing the risk of cardiovascular disease and mental illness, such as depression.<\/p>\n<\/div><div id=\"field_18_24\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Optimizing information and communication in the workplace<\/h5>\n\n<p><strong>What is information and communication in the workplace?<\/strong><\/p>\n<p>The information and communication in the workplace indicator encompasses the methods used by management to inform and consult staff about the strategic vision and context of an organization. The manner in which this information is transmitted, its frequency and accessibility play a major role in employees\u2019 perception of how well-informed they feel.<\/p>\n\n<p>In a workplace that has a \u201cculture of secrecy\u201d, where rumours circulate and contradict one another and strategic information is communicated only to a few select people, communication and information are often deficient. In contrast, when announcements are made in person and encourage dialogue, when managers are available to explain organizational decisions, employees generally feel there is high degree of communication.<\/p>\n\n<p><strong>Why take action?<\/strong><\/p>\n<p>When too little information is passed on to employees, a climate of uncertainty and distrust sets in and rumours often begin to circulate. Regular and effective distribution of information enables employees to feel better informed, understand the changes in advance and to prepare for them, thereby reducing uncertainty and anxiety. The way in which information is communicated may have an even greater impact than its content, by fostering a climate of trust and minimizing conflicts within the organization.<\/p>\n<\/div><div id=\"field_18_5\" class=\"gfield gfield--type-textarea gfield--input-type-textarea gfield--width-full gfield_contains_required field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><label class='gfield_label gform-field-label' for='input_18_5'>What practices would you put in place to take preventive action on this issue?<span class=\"gfield_required\"><span class=\"gfield_required gfield_required_text\">(Required)<\/span><\/span><\/label><div class='ginput_container ginput_container_textarea'><textarea name='input_5' id='input_18_5' class='textarea large'     aria-required=\"true\" aria-invalid=\"false\"   rows='10' cols='50'><\/textarea><\/div><\/div><div id=\"field_18_6\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h6>Concrete ideas from healthcare professionals are important. This is what the INSPQ thinks.<\/h6><\/div><div id=\"field_18_7\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Preventive practices recommended in situations of violence and harassment<\/h5>\n \n<p><strong>Practices to effectively prevent workplace violence and harassment<\/strong><\/p>\n<p>To effectively prevent workplace violence and harassment, employers can adopt the following practices:<\/p>\n<ul>\n    <li><strong>Zero-tolerance policy:<\/strong> Adopt, communicate and assess a clear policy on violence and harassment.<\/li>\n    <li><strong>Reporting procedure:<\/strong> Set up a clear and confidential procedure for reporting situations of harassment.<\/li>\n    <li><strong>Analyze the situations:<\/strong> Identify other psychological risk factors present in the reported situations.<\/li>\n    <li><strong>Training and tools:<\/strong> Train employees and managers on harassment, conflict resolution and healthy communication.<\/li>\n    <li><strong>Frequent reminders:<\/strong> Insist on the importance of respect and healthy communication.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>Institut de recherche Robert-Sauv\u00e9 en sant\u00e9 et en s\u00e9curit\u00e9 du travail (IRSST).<\/p>\n<p>Commission des normes, de l'\u00e9quit\u00e9, de la sant\u00e9 et de la s\u00e9curit\u00e9 du travail (CNESST).<\/p>\n<p>V\u00c9ZINA, M., et al. (2011). <em>Enqu\u00eate qu\u00e9b\u00e9coise sur des conditions de travail, d\u2019emploi, et de sant\u00e9 et de s\u00e9curit\u00e9 du travail (EQCOTESST)<\/em>, Qu\u00e9bec, INSPQ \u2013 IRSST \u2013 ISQ.<\/p>\n<p>FIQ, <em>Towards well-being at work: a policy to fight violence<\/em>, April 2024.<\/p>\n<\/div><div id=\"field_18_12\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Recommended work support practices<\/h5>\n \n<p><strong>Practices to effectively support a return to work<\/strong><\/p>\n<p>To effectively support a return to work, employers can adopt the following practices:<\/p>\n<ul>\n    <li>Adopt and promote a reference framework or support program for a return to work.<\/li>\n    <li>Train managers on the links between health (physical and mental) and psychosocial risk factors.<\/li>\n    <li>Appoint a neutral person to support and assist employees during and after their absence.<\/li>\n    <li>Meet with absent employees to identify obstacles to and factors fostering their recovery and return.<\/li>\n    <li>Respect the pace, abilities and will of employees as well as the medical recommendations.<\/li>\n    <li>Identify actions or resources for supporting recovery (mediation, specialized help, EAP, etc.).<\/li>\n    <li>Involve the immediate superior in preparing and monitoring the return to work.<\/li>\n    <li>Adjust organization of work to prevent relapses, based on obstacles identified by the employee.<\/li>\n    <li>Prepare colleagues to welcome the employee back.<\/li>\n    <li>Follow-up on the return-to-work plan and make the necessary adjustments.<\/li>\n    <li>Acknowledge managers who apply effective support practices.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>ST-ARNAUD L. et M. PELLETIER (2014). <em>Guide : soutenir le retour au travail et favoriser le maintien en emploi<\/em>. Universit\u00e9 Laval et Institut de recherche Robert-Sauv\u00e9 en sant\u00e9 et en s\u00e9curit\u00e9 au travail.<\/p>\n<p>STOCK, S, et coll. (2005). <em>Troubles musculo-squelettiques \u2013 Guide et outils pour le maintien et le retour au travail<\/em>, Institut national de sant\u00e9 publique du Qu\u00e9bec.<\/p><\/div><div id=\"field_18_14\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Recommended support practices for work-family balance<\/h5>\n \n<p>Here are some examples of organizational and management practices that are likely to have a positive impact on work\/life-balance:<\/p>\n<ul>\n    <li><strong>Flexible work schedules:<\/strong>\n        <ul>\n            <li>Reduces work time (part time, work-sharing)<\/li>\n            <li>Adjusted work schedules (flexible hours, open-ended schedules)<\/li>\n            <li>Predictability in schedules and workplaces<\/li>\n            <li>Compressed workweek (35 hours in 4 days)<\/li>\n            <li>Accumulation of a bank of hours (credit hours)<\/li>\n        <\/ul>\n    <\/li>\n    <li><strong>Access to certain leaves:<\/strong>\n        <ul>\n            <li>Sick leave for children and parents<\/li>\n            <li>Parental leaves<\/li>\n            <li>Progressive return after maternity or paternity leave<\/li>\n            <li>Progressive retirement<\/li>\n            <li>Leaves with deferred pay<\/li>\n        <\/ul>\n    <\/li>\n    <li>Working from home when possible<\/li>\n    <li><strong>Special conditions in the workplace:<\/strong>\n        <ul>\n            <li>Workplace day-care centres<\/li>\n            <li>Breastfeeding rooms<\/li>\n            <li>Possibility of working on personal matters at work<\/li>\n        <\/ul>\n    <\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>LIPPEL, K., MESSING, K., V\u00c9ZINA, S., PRUD\u2019HOMME, P. (2011). \u00ab Conciliation travail et vie personnelle \u00bb dans <em>Enqu\u00eate qu\u00e9b\u00e9coise sur des conditions de travail, d\u2019emploi, de sant\u00e9 et de s\u00e9curit\u00e9 du travail (EQCOTESST)<\/em>, Qu\u00e9bec, INSPQ \u2013 IRSST \u2013 ISQ, chapitre 3.<\/p>\n<p>MELCHIOR, M., BERKMAN, L., NIEDHAMMER, I., ZINS, M. & GOLDBERG, M. (2007). The mental health effects of multiple work and family demands, <em>Social Psychiatry and Psychiatric Epidemiology<\/em>, 42, p. 573-582.<\/p>\n<p>DOLLARD, M. F., BAKKER, A. B. (2010). Psychosocial safety climate as a precursor to conducive work environments, psychological health problems, and employee engagement. <em>Journal of Occupational and Organizational Psychology<\/em>, Vol. 83, p. 579-599.<\/p>\n<p>Bureau de normalisation du Qu\u00e9bec. <em>Norme conciliation travail-famille (BNQ 9700-820)<\/em>.<\/p><\/div><div id=\"field_18_16\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Recommended practices for managing workload<\/h5>\n \n<p>Here are the recommended organizational and management practices for better managing workload:<\/p>\n<ul>\n    <li>Clearly define the roles and responsibilities by involving the workers and by reviewing their tasks regularly.<\/li>\n    <li>Assess and adjust the workload regularly based on new requests and individual abilities.<\/li>\n    <li>Adjust human resources when there is an excessive workload.<\/li>\n    <li>Plan changes gradually to adapt to and assimilate the changes.<\/li>\n    <li>Encourage workers to participate in changes and provide them with adequate training.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>FOURNIER, P.-S., MONTREUIL, S., VILLA, J. (2013). Contribution \u00e0 un mod\u00e8le explicatif de la charge de travail : le cas du service \u00e0 la client\u00e8le, <em>Relations industrielles<\/em>, vol. 68, no 1, p. 46-70.<\/p>\n<p>V\u00c9ZINA, M., BOURBONNAIS, R., BRISSON, C., TRUDEL, L. (2006). D\u00e9finir les risques : Sur la pr\u00e9vention des probl\u00e8mes de sant\u00e9 mentale, <em>Actes de la recherche en sciences sociales<\/em>, vol. 3, no 163, p. 32-38.<\/p>\n<p>BRUN, J.-P. (2007). <em>Les sept pi\u00e8ces manquantes du management<\/em>, Les \u00c9ditions Transcontinental.<\/p><\/div><div id=\"field_18_18\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Strategies for reinforcing recognition at work<\/h5>\n\n<p>To improve recognition at work, here are the recommended organizational and management practices:<\/p>\n<ul>\n    <li>Raise awareness among managers and train them on the importance of recognition.<\/li>\n    <li>Discreet, regular and sincere recognition practices, based on the employees\u2019 real performances.<\/li>\n    <li>Career development via leaves for studies, training and promotions in a fair manner.<\/li>\n    <li>Adequate compensation and other benefits recognizing contributions, such as extra time off or overtime pay.<\/li>\n    <li>Encourage original ideas and new work methods developed by employees.<\/li>\n    <li>Assess efforts regularly, as well as the results, by focusing on day-to-day activities.<\/li>\n    <li>Involve employees with experience in developing training programs.<\/li>\n    <li>Pay attention and show respect every day to all employees by thanking them for their investment or organize special events to celebrate group successes.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>SIEGRIST, J. (1996). Adverse health effects of high effort low reward conditions, <em>Journal of Occupational Health Psychology<\/em>, Vol. 1, p. 27-41.<\/p>\n<p>V\u00c9ZINA, M., R. BOURBONNAIS, C. BRISSON, L. TRUDEL, (2006). D\u00e9finir les risques : Sur la pr\u00e9vention des probl\u00e8mes de sant\u00e9 mentale, <em>Actes de la recherche en sciences sociales<\/em>, vol. 3, no 163, p. 32-38.<\/p>\n<p>BRUN, J.-P. (2012). La reconnaissance au travail : de la gratitude \u00e0 l\u2019int\u00e9gration, <em>Revue Effectif<\/em>, vol. 15, no 1.<\/p>\n<\/div><div id=\"field_18_19\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Strategies for reinforcing the social support of the immediate superior<\/h5>\n\n<p>To improve the social support of the immediate superior, here are the recommended organizational and management practices:<\/p>\n<ul>\n    <li>Train or coach managers on management practices that foster health and attentive listening.<\/li>\n    <li>Ease the burden on managers by limiting their participation in committees and number of meetings.<\/li>\n    <li>Give managers the necessary autonomy to make decisions affecting the support of employees.<\/li>\n    <li>Recognize and support managers who put effective social support practices in place.<\/li>\n    <li>Organize regular team meetings to encourage exchanging information and give employees the opportunity to talk about their problems.<\/li>\n    <li>Hold regular individual meetings to clarify roles, responsibilities and mandates.<\/li>\n    <li>Encourage respectful language and behaviour on the team.<\/li>\n    <li>Respond proactively to employees\u2019 requests and suggestions.<\/li>\n    <li>Intervene quickly to resolve conflicts and act as a mediator if necessary.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>BRISSON C., M. GILBERT-OUIMET, C. DUCHAINE, X. TRUDEL, M. V\u00c9ZINA, (2016). Workplace Interventions Aiming to Improve Psychosocial Work Factors and Reduce Related Health Problems, Chapter 16 in <em>Work stress and Health in a Globalized economy<\/em>, in Siegrist & Wahrendorf. Springer International Publishing.<\/p>\n<p>BRUN, J.-P. (2007). <em>Les sept pi\u00e8ces manquantes du management<\/em>, Les \u00c9ditions Transcontinental.<\/p><\/div><div id=\"field_18_21\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Social support of colleagues: What practices should be implemented<\/h5>\n\n<p><strong>Examples of organizational and management practices to improve social support of colleagues<\/strong><\/p>\n<p>Here are some examples of organizational and management practices likely to have a positive impact on the social support of colleagues:<\/p>\n<ul>\n    <li>Put in place welcoming programs involving more experienced colleagues to foster mentoring.<\/li>\n    <li>Organize regular team meetings where members can talk about their work, share information and debate ideas.<\/li>\n    <li>Propose team training to encourage sharing knowledge.<\/li>\n    <li>Organize activities between teams to foster collaboration and sharing.<\/li>\n    <li>Adopt collective styles of performance evaluations instead of individual to foster collaboration.<\/li>\n    <li>Create informal discussion spaces for talks during breaks or meals.<\/li>\n    <li>Raise workers\u2019 awareness to healthy communication, interpersonal respect and conflict resolution methods.<\/li>\n    <li>Introduce peer support programs to detect and respond to signs of distress among colleagues.<\/li>\n    <li>Foster stable work teams.<\/li>\n    <li>Adopt a proximity management approach with employees for quickly resolving conflicts and preventing a deterioration in the work climate.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>BRISSON C., M. GILBERT-OUIMET, C. DUCHAINE, X. TRUDEL, M. V\u00c9ZINA, (2016). Workplace Interventions Aiming to Improve Psychosocial Work Factors and Reduce Related Health Problems, Chapter 16 in <em>Work stress and Health in a Globalized economy<\/em>, Under the responsibility of Johannes Siegrist and Morten Wahrendorf, Springer International Publishing.<\/p>\n<p>BRUN, J.-P. (2007). <em>Les sept pi\u00e8ces manquantes du management<\/em>, Les \u00c9ditions Transcontinental.<\/p>\n<p>JOHNSON, J., E. HALL. (1988). Job STRAIN, Workplace Social Support, and Cardiovascular Disease: A Cross-Sectional Study of a Random Sample of the Swedish Working Population, <em>American Journal of Public Health<\/em>, Vol. 78, p. 1336-1342.<\/p>\n<\/div><div id=\"field_18_23\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Practices to reinforce decision-making autonomy in the workplace<\/h5>\n\n<p>Here are the recommended organizational practices for reinforcing employees\u2019 decision-making autonomy:<\/p>\n<ul>\n    <li><strong>Preestablished participatory process:<\/strong> Implement structured participatory decision-making processes to foster collective decision-making and avoid unilateral decisions.<\/li>\n    <li><strong>Decisions impacting their work:<\/strong> Actively involve employees in decisions that have a direct impact on their day-to-day.<\/li>\n    <li><strong>Inclusive committees:<\/strong> Organize committees and workshops that include workers from different sectors for a collective approach to finding solutions.<\/li>\n    <li><strong>Change-management committees:<\/strong> Regularly consult employees at every stage of the change process to ensure their participation.<\/li>\n    <li><strong>Flexibility in arrangement of work time:<\/strong> Allow adjustments in work schedules and offer flexible breaks when possible.<\/li>\n    <li><strong>Clear objectives and flexible methods:<\/strong> Set ambitious objectives while giving employees the freedom to choose their methods, tools, and pace of work.<\/li>\n    <li><strong>Development of skills:<\/strong> Actively encourage the development of skills through training, leaves for studies, and on-the-job learning activities.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>V\u00c9ZINA, M., R. BOURBONNAIS, C. BRISSON, C. et L. TRUDEL, (2006). D\u00e9finir les risques : Sur la pr\u00e9vention des probl\u00e8mes de sant\u00e9 mentale, <em>Actes de la recherche en sciences sociales<\/em>, vol. 3, no 163, p. 32-38.<\/p>\n<p>V\u00c9ZINA, M., E. CLOUTIER, S. STOCK, K. LIPPEL, \u00c9. FORTIN et autres (2011). <em>Enqu\u00eate qu\u00e9b\u00e9coise sur des conditions de travail, d\u2019emploi, et de sant\u00e9 et de s\u00e9curit\u00e9 du travail (EQCOTESST)<\/em>, Qu\u00e9bec, INSPQ \u2013 IRSST \u2013 ISQ.<\/p>\n<p>BRISSON C., M. GILBERT-OUIMET, C. DUCHAINE, X. TRUDEL, M. V\u00c9ZINA (2016). Workplace Interventions Aiming to Improve Psychosocial Work Factors and Reduce Related Health Problems, Chapter 16, in <em>Work stress and Health in a Globalized economy<\/em>, under the responsibility of Johannes Siegrist and Morten Wahrendorf, Springer International Publishing.<\/p>\n<p>GAUTIER, A.-M. et V. LANGEVIN (2016). <em>Risques psychosociaux \u2013 9 conseils pour agir au quotidien<\/em>. Institut national de recherche et de s\u00e9curit\u00e9.<\/p>\n<\/div><div id=\"field_18_25\" class=\"gfield gfield--type-html gfield--input-type-html gfield--width-full gfield_html gfield_html_formatted gfield_no_follows_desc field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><h5>Recommended practices for optimizing information and communication<\/h5>\n\n<p>To improve the information and communication indicator, here are a few effective organizational practices:<\/p>\n<ul>\n    <li><strong>Organizing regular meetings:<\/strong> Inform employees about the financial situation, ongoing or upcoming projects, action plans and the strategic vision through team, department and company meetings.<\/li>\n    <li><strong>Prioritize communication in person:<\/strong> Limit the use of written material (emails, bulletins, intranet) which can cause information overload. Encourage direct communication.<\/li>\n    <li><strong>Availability of managers:<\/strong> Free up managers so they can be accessible and available for their teams.<\/li>\n    <li><strong>Training in communication:<\/strong> Train managers on effective communication and active listening to improve their interactions with their teams.<\/li>\n    <li><strong>Encourage dialogue:<\/strong> Create spaces where employees can express their concerns and openly ask questions.<\/li>\n    <li><strong>Transparency and credibility:<\/strong> Prioritize sincere and transparent communication to reinforce the credibility of the message and reduce ambiguities.<\/li>\n    <li><strong>Develop a clear policy:<\/strong> Develop and apply a transparent policy on the transmission of information within the organization to ensure consistent and equitable distribution.<\/li>\n<\/ul>\n\n<p><strong>Sources<\/strong><\/p>\n<p>COLLERETTE, P., R. SCHNEIDER, P. LEGRIS (2003). La gestion du changement organisationnel, cinqui\u00e8me partie : communication et changement, <em>ISO Management Systems<\/em>, mai-juin.<\/p>\n<p>JAUVIN N., R. BOURBONNAIS, M. V\u00c9ZINA, C. BRISSON, S. HEGG-DELOYE (2014). Interventions to prevent mental health problems at work: Facilitating and hindering factors, Chapter 14, in: <em>Creating Healthy Workplaces<\/em>, Ed. By: Biron, C, R. J. Burke & C.L. Cooper, Publications. Gower.<\/p>\n<p>Association paritaire pour la sant\u00e9 et la s\u00e9curit\u00e9 du travail, secteur \u00ab Administration provinciale \u00bb. Brochure d\u2019information : <em>Des moyens concrets pour que l\u2019information circule bien<\/em>.<\/p>\n<\/div><div id=\"field_18_9\" class=\"gfield gfield--type-select gfield--input-type-select gfield--width-full gfield_contains_required field_sublabel_below gfield--no-description field_description_below field_validation_below gfield_visibility_visible\"  ><label class='gfield_label gform-field-label' for='input_18_9'>Do you see a lot of absences at work?<span class=\"gfield_required\"><span class=\"gfield_required gfield_required_text\">(Required)<\/span><\/span><\/label><div class='ginput_container ginput_container_select'><select name='input_9' id='input_18_9' class='large gfield_select'    aria-required=\"true\" aria-invalid=\"false\" ><option value='' ><\/option><option value='Yes' >Yes<\/option><option value='No' >No<\/option><\/select><\/div><\/div><\/div><\/div>\n        <div class='gform-footer gform_footer top_label'> <input type='submit' id='gform_submit_button_18' class='gform_button button' onclick='gform.submission.handleButtonClick(this);' data-submission-type='submit' value='Submit your answers'  \/> <input type='hidden' name='gform_ajax' value='form_id=18&amp;title=&amp;description=&amp;tabindex=0&amp;theme=gravity-theme&amp;styles=[]&amp;hash=704eadf3efb3d48b004165699d54abe5' \/>\n            <input type='hidden' class='gform_hidden' name='gform_submission_method' data-js='gform_submission_method_18' value='iframe' \/>\n            <input type='hidden' class='gform_hidden' name='gform_theme' data-js='gform_theme_18' id='gform_theme_18' value='gravity-theme' \/>\n            <input type='hidden' class='gform_hidden' name='gform_style_settings' data-js='gform_style_settings_18' id='gform_style_settings_18' value='[]' \/>\n            <input type='hidden' class='gform_hidden' name='is_submit_18' value='1' \/>\n            <input type='hidden' class='gform_hidden' name='gform_submit' value='18' \/>\n            \n            <input type='hidden' class='gform_hidden' name='gform_currency' data-currency='CAD' value='JW3dfFTh\/Xee4vIObcv4sjKG0c0Sg1dLToKre2a9\/4C79gOvsitDk0SbESHXwmXuB7t5RonarngBeEfzg5347T\/uylSA1HHdPtI+qrTbTQGxCQM=' \/>\n            <input type='hidden' class='gform_hidden' name='gform_unique_id' value='' \/>\n            <input type='hidden' class='gform_hidden' name='state_18' value='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' \/>\n            <input type='hidden' autocomplete='off' class='gform_hidden' name='gform_target_page_number_18' id='gform_target_page_number_18' value='0' \/>\n            <input type='hidden' autocomplete='off' class='gform_hidden' name='gform_source_page_number_18' id='gform_source_page_number_18' value='1' \/>\n            <input type='hidden' name='gform_field_values' value='' \/>\n            \n        <\/div>\n                        <\/form>\n                        <\/div>\n\t\t                <iframe style='display:none;width:0px;height:0px;' src='about:blank' name='gform_ajax_frame_18' id='gform_ajax_frame_18' title='This iframe contains the logic required to handle Ajax powered Gravity Forms.'><\/iframe>\n\t\t                <script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n gform.initializeOnLoaded( function() {gformInitSpinner( 18, 'https:\/\/www.fiqsante.qc.ca\/wp-content\/plugins\/gravityforms\/images\/spinner.svg', true );jQuery('#gform_ajax_frame_18').on('load',function(){var contents = jQuery(this).contents().find('*').html();var is_postback = contents.indexOf('GF_AJAX_POSTBACK') >= 0;if(!is_postback){return;}var form_content = jQuery(this).contents().find('#gform_wrapper_18');var is_confirmation = jQuery(this).contents().find('#gform_confirmation_wrapper_18').length > 0;var is_redirect = contents.indexOf('gformRedirect(){') >= 0;var is_form = form_content.length > 0 && ! 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A number of phenomenon can explain the absences and sudden departures of healthcare professionals, in particular the failure to take responsibility for occupational health prevention. To learn more about the phenomenon of absenteeism and presenteeism, click on the boxes below.[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/2&#8243;][vc_tta_accordion section_title_tag=&#8221;h6&#8243; shape=&#8221;square&#8221; active_section=&#8221;0&#8243; collapsible_all=&#8221;true&#8221; css=&#8221;.vc_custom_1727283050889{border-top-width: 1.5em !important;background-color: #EAEAEA !important;border-top-style: solid !important;border-color: #0093D3 !important;}&#8221;][vc_tta_section title=&#8221;Absenteeism and presenteeism: mirrors of occupational health&#8221; tab_id=&#8221;1729522491978-c65eabcf-06b3&#8243;][vc_column_text css=&#8221;&#8221;]<strong>Definition and importance<\/strong><\/p>\n<p>Absenteeism and presenteeism are essential indicators of the psychological health in an organization. They reflect the policies and practices put in place to protect the staff\u2019s well-being. Low rates of absenteeism and presenteeism indicate a healthy work climate whereas high rates may indicate the presence of psychosocial risk factors.<\/p>\n<p><strong>Absenteeism<\/strong><\/p>\n<p>Absenteeism refers to employees\u2019 absences due to health reasons.<\/p>\n<ul>\n<li>In 2011, according to Statistics Canada, 8.1% of full-time workers were absent from work for personal reasons at some point every week, including 5.9% for illness or disability. In 2018, the absenteeism rate was up, mainly due to salary insurance.<\/li>\n<li>In the years following the merger of institutions (Barrette reform), a rising absenteeism rate was measured in the health and social services network.<\/li>\n<li>Illness absenteeism can be defined by the frequency (number of episodes due to health reasons in the past 12 months) and seriousness (number of days of absence due to health reasons in the past 12 months).<\/li>\n<\/ul>\n<p><strong>Presenteeism<\/strong><\/p>\n<p>Presenteeism refers to a situation where employees are at work even though they have an illness that requires them to stay at home and rest.<\/p>\n<ul>\n<li>Associated behaviours: irritability, increased fatigue, more errors, punctuality problems and reduction in the quality of work.<\/li>\n<li>At-risk groups: workers in emotionally demanding sectors (health, social services, education), those faced with job insecurity, who are self-employed and those working more than 50 hours a week.<\/li>\n<\/ul>\n<p><strong>Impact on the staff\u2019s health<\/strong><\/p>\n<p>The consequences of absenteeism and presenteeism go beyond financial costs, also affecting public health.<\/p>\n<ul>\n<li>Presenteeism, by preventing the needed rest, increases the risk for future absenteeism.<\/li>\n<li>Mental health problems, such as depression and anxiety, are linked to high rates of absenteeism and presenteeism and causes a high turnover rate.<\/li>\n<li>Coronary artery disease is twice as common in those who display presenteeism than those who display moderate absenteeism.<\/li>\n<\/ul>\n<p>[\/vc_column_text][\/vc_tta_section][vc_tta_section title=&#8221;Strategies for reducing absenteeism and presenteeism&#8221; tab_id=&#8221;1729522492000-007a36b3-f523&#8243;][vc_row_inner][vc_column_inner][vc_column_text css=&#8221;&#8221;]To improve these indicators, organizations can implement the following practices:<\/p>\n<ol>\n<li><strong>Evaluation<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Measure the absenteeism rate: frequency, seriousness, diagnoses, causes, job sectors or categories affected and don\u2019t hesitate to ask your employer.<\/li>\n<li>Identify the absences and presenteeism that can be attributed to work.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<ol start=\"2\">\n<li><strong>Corrective actions<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Implement corrective actions: training, reassignment or lighter workloads to act on the factors associated with absences and presenteeism.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<ol start=\"3\">\n<li><strong>Reduce psychosocial risk factors<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Increase social support.<\/li>\n<li>Provide recognition.<\/li>\n<li>Increase employees\u2019 autonomy.<\/li>\n<li>Reduce the workload.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p><strong>Sources:<\/strong><\/p>\n<p>STATISTICS CANADA (2012<em>). Work absence rates<\/em>, No. 71-211-X.<\/p>\n<p>ARONSSON, G., GUSTAFSSON, K., &amp; DALLNER, M. (2000). <em>Sick but yet at work. An empirical study of sickness presenteeism<\/em>, <em>Journal of Epidemiology Community Health<\/em>, 54, 502-509.<\/p>\n<p>V\u00c9ZINA, M., CLOUTIER, E., STOCK, S., LIPPEL, K., FORTIN, \u00c9., et autres. (2011). <em>Enqu\u00eate qu\u00e9b\u00e9coise sur des conditions de travail, d\u2019emploi, et de sant\u00e9 et de s\u00e9curit\u00e9 du travail (EQCOTESST), <\/em>Qu\u00e9bec, INSPQ\u00a0\u2013\u00a0IRSST\u00a0\u2013\u00a0ISQ.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_tta_section][vc_tta_section title=&#8221;Prevention in occupational health: pillar of organizational well-being&#8221; tab_id=&#8221;1729522492071-bf590d22-dedd&#8221;][vc_column_text css=&#8221;&#8221;]<strong>Definition and importance<\/strong><\/p>\n<p>Prevention in occupational health is critical for assessing and reinforcing an organization\u2019s efforts to protect the health, especially the psychological health, of its staff. This assessment, guided by specific grids, helps to determine the means employed and efforts made by an organization to promote a healthy work environment.<\/p>\n<p><strong>\u00a0<\/strong><strong>Types of prevention<\/strong><\/p>\n<p>According to the World Health Organization (WHO), prevention encompasses all actions aimed at promoting individual and collective health. There are three types of prevention activities:<\/p>\n<ol>\n<li><strong>Primary prevention<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Objective: To avoid the risk of illness appearing by acting on its causes.<\/li>\n<li>Example: A joint committee to identify and act on psychosocial risk factors.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<ol start=\"2\">\n<li><strong>Secondary prevention<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Objective: To intervene at an early stage of the disease for effective treatment.<\/li>\n<li>Example: Activities to raise awareness about psychological health for employees.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<ol start=\"3\">\n<li><strong>Tertiary prevention<\/strong><\/li>\n<\/ol>\n<ol>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Objective: To reduce relapses, disabilities and to limit complications of an illness.<\/li>\n<li>Example: Return-to-work program after an illness-related absence.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p><strong>\u00a0<\/strong><strong>Importance of prevention<\/strong><\/p>\n<p>An organization engaged in prevention activities reflects its culture and prevention values. An integrated health program, covering the three types of prevention, may lower absences and improve workers\u2019 health.<\/p>\n<ul>\n<li><strong>Primary prevention<\/strong>: Acts directly on the causes of stress to reduce their negative impacts on mental health, with sustainable effects.<\/li>\n<li><strong>Secondary prevention<\/strong>: Helps workers to adapt to their work environment by developing skills to manage stress.<\/li>\n<li><strong>Tertiary prevention<\/strong>: Targets the consequences of mental health problems, offering treatments and services to reduce the risk of relapses.<\/li>\n<\/ul>\n<p>The more a workplace invests in primary prevention, the more effective it is in preventing psychosocial risk factors in the workplace.<\/p>\n<p>Moreover, the <em>Act to<\/em> <em>modernize the <\/em><em>occupational health and safety regime <\/em>(LMRSST) sets out the obligation to appoint health and safety representatives and committees. These provisions in the LMRSST provide an opportunity for workers in all job titles to play a decisive role in managing primary prevention. For the FIQ, the fact that the healthcare professionals, who know their work environment better than anyone, can analyze the risks factors for both physical health and psychological health is promising.[\/vc_column_text][\/vc_tta_section][vc_tta_section title=&#8221;Recommended practices in prevention in occupational health and safety&#8221; tab_id=&#8221;1729522757621-760ba8dd-d022&#8243;][vc_column_text css=&#8221;&#8221;]In terms of recommended practices to have a positive impact on occupational health, employers can adopt the following practices:<\/p>\n<ul>\n<li><strong>Preventive actions<\/strong>: Take action on all three levels of prevention, giving priority to primary prevention.<\/li>\n<li><strong>Health and safety committee<\/strong>: Presence of an active committee, joint and recognized within the organization.<\/li>\n<li><strong>Assessment of risk factors<\/strong>: Identify and reduce the psychosocial risk factors with action plans.<\/li>\n<li><strong>Improve the organization<\/strong>: Activities aimed at improving the key components of organization of work.<\/li>\n<li><strong>Evaluation of managers<\/strong>: Adopt management practices favourable to health, including social support, recognition, rapid conflict management, autonomy, consultation and participation, communication.<\/li>\n<\/ul>\n<h3>Sources:<\/h3>\n<p>BRUN J. P. (2004). <em>La sant\u00e9 psychologique au travail\u2026 de la d\u00e9finition du probl\u00e8me aux solutions. Faire cesser le probl\u00e8me. La pr\u00e9vention du stress au travail<\/em>, Chaire en gestion de la sant\u00e9 et de la s\u00e9curit\u00e9 du travail dans les organisations.<\/p>\n<p>INTERNATIONAL LABOUR OFFICE (2012). <em>Solve: Integrating health promotion into workplace OHS policies<\/em>.<\/p>\n<p>Groupe interdisciplinaire de recherche sur l\u2019organisation et la sant\u00e9 au travail (2009). <em>Guide de pratiques organisationnelles favorables \u00e0 la sant\u00e9 au travail<\/em>.[\/vc_column_text][\/vc_tta_section][\/vc_tta_accordion][\/vc_column][vc_column][vc_column_text css=&#8221;&#8221;]<\/p>\n<h3>Together, let\u2019s take action and demand prevention!<\/h3>\n<p>[\/vc_column_text][vc_column_text css=&#8221;&#8221;]Whatever bubbles you choose to consult about the psychosocial risk factors presented, it&#8217;s important to take ownership of the tools that can help you take charge of your occupational health and safety.<\/p>\n<p>Both the application of the <em>Act to modernize the occupational health and safety regime<\/em> (LMRSST), which considers healthcare professionals to be a priority group, and the <em>Act to prevent and fight psychological harassment and sexual violence in the workplace<\/em> provide us with opportunities for action that are no longer just the responsibility of employers.<\/p>\n<p>With the creation of occupational health and safety representatives under the LMRSST, healthcare professionals will be able to take action in prevention with their concrete knowledge of the workplace and its inherent risks. This is an important step in prevention.<\/p>\n<p>As such, the rise in employment injuries in the network has led to legislative changes that we must seize as tools in taking action and improving the work environment for all healthcare professionals in the health network.[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column][vc_single_image image=&#8221;5118&#8243; img_size=&#8221;full&#8221; css=&#8221;&#8221;][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/6&#8243;][vc_single_image image=&#8221;589&#8243; img_size=&#8221;full&#8221; style=&#8221;vc_box_circle&#8221; css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]Isabelle Groulx Respiratory Therapist Vice-President and political officer for the Occupational Health and Safety Sector (2021-2025)[\/vc_column_text][\/vc_column][vc_column width=&#8221;5\/6&#8243;][vc_column_text css=&#8221;&#8221;]The health network has undergone numerous reforms over the last 25 years profoundly affecting your day-to-day work as a healthcare professional. We are experiencing another major transformation with the [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":3396,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"class_list":["post-5115","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Occupaional health and safety - F\u00e9d\u00e9ration interprofessionnelle de la sant\u00e9 du Qu\u00e9bec<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.fiqsante.qc.ca\/en\/conditions\/ohs\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Occupaional health and safety - F\u00e9d\u00e9ration interprofessionnelle de la sant\u00e9 du Qu\u00e9bec\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column][vc_single_image image=&#8221;5118&#8243; img_size=&#8221;full&#8221; css=&#8221;&#8221;][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/6&#8243;][vc_single_image image=&#8221;589&#8243; img_size=&#8221;full&#8221; style=&#8221;vc_box_circle&#8221; css=&#8221;&#8221;][vc_column_text css=&#8221;&#8221;]Isabelle Groulx Respiratory Therapist Vice-President and political officer for the Occupational Health and Safety Sector (2021-2025)[\/vc_column_text][\/vc_column][vc_column width=&#8221;5\/6&#8243;][vc_column_text css=&#8221;&#8221;]The health network has undergone numerous reforms over the last 25 years profoundly affecting your day-to-day work as a healthcare professional. 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