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Ce contenu est disponible uniquement en anglais. During the COVID-19 pandemic, resilience emerged as the buzzword for businesses globally, signifying their ability to adapt and endure unprecedented challenges. Companies shifted their focus from mere survival to building robust strategies, embracing flexibility, and fostering innovation, recognizing that employee well-being and resilience were crucial for navigating the uncertainties brought about by the pandemic and ensuring long-term sustainability.    One in four Canadian adults reports moderate to severe symptoms of depression, anxiety, and post-traumatic stress--a statistic that has remained unchanged since 2021 [ Statistics Canada, 2023 ] . Furthermore, studies show that as many as one in four people globally experience low resilience due to the COVID-19 pandemic [ Janitra, et al. , Llistosella, et al . , Mei Chen Yap, et al.] .   Over the past four years, employer spending on mental health benefits in Canada has significantly increased, primarily driven by the COVID-19 pandemic. This increase in spending has been accompanied by a notable rise in the utilization of mental health services. For instance, the RAND Corporation found that North America's spending on mental health services rose by over 50% from the pandemic's start through mid-2022 [ Rand, 2023 ].   Yet, despite these companies' shifts and increased spending, Canadian workers report being more stressed and burned out than a year ago. Hybrid workers report the highest levels of stress and a higher likelihood of  quiet quitting  or becoming disengaged [ Half, 2023] . Additionally, 75% of surveyed workers report feeling excluded at work, with 77% of LGBTQ+ workers feeling uncomfortable sharing dimensions of their identity at work [ Young, 2023 ].  With employers' increased investment in mental health benefits, why isn't employee mental health and engagement improving? According to a 2022 survey by the global recruitment firm Robert Walters , 60% of Canadian employees report higher workplace stress than the previous year. The survey revealed that a substantial proportion of employees reported issues like blurred work-life boundaries, high workloads, lack of employer support, and job instability contribute to workplace stress. These findings suggest that while employer spending on mental health benefits has increased, the ongoing challenges related to workplace culture and job demands must be addressed to significantly improve employee well-being. According to the 2022 Mind the Workplace Report by Mental Health America , stress and distraction levels across workplaces remain significant. The report underscores that managerial support and a positive workplace culture are crucial to improving employee mental health outcomes. [Mental Health America, 2023]   "In 2022, 81% of workers report that workplace stress affects their mental health, compared to 78% of respondents in 2021. Seventy-three percent of workers report that workplace stress affects relationships with family, friends, or co-workers" [ MHA, 2023 ].   Workplace culture is the shared values, beliefs, attitudes, and behaviours that shape the environment within an organization: leadership practices, employee behaviour, and organizational policies impact workers' mental health and engagement. A study by Marenus, Marzec, and Chen examined the correlation between workplace culture of health and employee engagement, stress, and depression. The study found that higher levels of engagement were associated with leadership practices, policies, programs, manager support, peer support, values, morale, and a positive workplace culture. Furthermore, lower levels of stress and depression were linked to these same workplace culture factors [ Marenus, 2022 ].   "A positive organizational culture equips the workforce with the psychological, emotional, and cognitive tools needed to navigate adversity and emerge stronger from challenges. It creates an environment where resilience is not just an individual trait but a collective strength that propels the organization forward in the face of uncertainty and disruption" [ Radu, 2023 ].   The data underscores a crucial point:   while there has been a commendable increase in employer spending on mental health benefits, the impact on employee mental health hinges on broader organizational changes. These changes should aim to foster a healthier, positive workplace culture by enhancing managerial support, promoting open communication about mental health, and creating a more supportive work environment. This comprehensive approach is key to reducing stress and improving mental health outcomes and organizational resilience.  ****  About Us We are FSEAP, Canada's premier not-for-profit national provider dedicated to empowering organizations to cultivate resilient workplace cultures. Our misson is to ensure your people and businesses thrive through a continuum of employee and workplace health solutions.    At FSEAP, we recognize the crucial role of workplace culture in fostering employee well-being, engagement, and productivity. We recognize that healthy, happy, and engaged employees contribute to a workplace that is productive, innovative, and resilient in the face of challenges.    FSEAP Resilient is our comprehensive, integrated approach to building a resilient workforce from top to bottom. Our suite of employee and workplace health programs and services is designed to support your organization at every step--they help employers across Canada build healthy, resilient workplace cultures.  Employee and Family Assistance —self-help resources and professional services to help employees build and maintain their well-being and resilience. Mental Health —longer-term employee mental health care and support services beyond EFAP to facilitate recovery. Workplace Solutions —specialized resources, training, support, and intervention to assist people leaders, managers, and HR specialists in addressing challenging employee performance, team, or work-site situations and building a healthy, resilient workplace culture. Our scalable and evidence-informed solutions are tailored to meet your organization's unique needs. From developing individual skills to providing critical mental health and well-being support to enhancing workplace factors for well-being and resilience, FSEAP Resilient services empower organizations to cultivate resilient workplace cultures that thrive in any situation.    Bibliography Canada, S. (2023, 12 12). Survey on COVID-19 and Mental Health, February to May 2023 . Retrieved from Statistics Canada: https://www150.statcan.gc.ca/n1/daily-quotidien/231212/dq231212c-eng.htm   Half, R. (2023, May 31). Nearly 4 in 10 Professionals Report Rising Burnout . Retrieved from Robert Half.ca : https://press.roberthalf.ca/2023-05-31-Nearly-4-in-10-Professionals-Report-Rising-Burnout   Janitra FE, Jen HJ, Chu H, Chen R, Pien LC, Liu D, Lai YJ, Banda KJ, Lee TY, Lin HC, Chang CY, Chou KR. (2023). Global prevalence of low resilience among the general population and health professionals during the COVID-19 pandemic: A meta-analysis. J Affect Disord. 2023 Jul 1;332:29-46. doi: 10.1016/j.jad.2023.03.077. Epub 2023 Mar 31. PMID: 37004902; PMCID: PMC10063525. Llistosella M, Castellvi P, Miranda-Mendizabal A, Recoder S, Calbo E, Casajuana-Closas M, Leiva D, Manolov R, Matilla-Santander N, Forero CG. (2022). Low Resilience Was a Risk Factor of Mental Health Problems during the COVID-19 Pandemic but Not in Individuals Exposed to COVID-19: A Cohort Study in Spanish Adult General Population. Int J Environ Res Public Health. 2022 Nov 21;19(22):15398. doi: 10.3390/ijerph192215398. PMID: 36430116; PMCID: PMC9690878. Marenus MW, Marzec M, Chen W. Association of Workplace Culture of Health and Employee Emotional Wellbeing. (2022). Int J Environ Res Public Health. 2022 Sep 28;19(19):12318. doi: 10.3390/ijerph191912318. PMID: 36231620; PMCID: PMC9564377. Yap MC, Wu F, Huang X, Tang L, Su K, Tong X, Kwok SC, Wu C, Wang S, He Z, Yan LL. (2023). Association between individual resilience and depression or anxiety among general adult population during COVID-19: a systematic review. J Public Health (Oxf). 2023 Nov 29;45(4):e639-e655. doi: 10.1093/pubmed/fdad144. PMID: 37580860. Mental Health America. (2023). 2023 Workplace Wellness Research--Mind the Workplace Survey. https://www.mhanational.org/2023-workplace-wellness-research Radu, C. 2023. Fostering a Positive Workplace Culture: Impacts on Performance and Agility. Human Resource Management – An Update. InTech Open. Rand, 2023. Spending on Mental Health Services Has Risen by More Than Half Since Beginning of Pandemic. https://www.rand.org/news/press/2023/08/25/index1.html   Rasool, S. F. (2021). How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing— International Journal of Environmental Research and Public Health . Young, E. &. (2023, September 6). Ernst & Young--building a better working world . Retrieved from Ernst & Young website August 2023: https://www.ey.com/en_gl/news/2023/09/ey-survey-finds-global-workers-feel-sense-of-belonging-at-their-workplaces-yet-most-are-uncomfortable-sharing-all-aspects-of-their-identities.

Ce contenu est disponible uniquement en anglais. For too long, menopause has been something women manage quietly — often while holding everything else together. But silence comes at a cost. One in ten women in Canada leave their jobs because of unmanaged menopause symptoms, costing the economy an estimated $3.5 billion each year ( Menopause Foundation of Canada, 2023 ). A note on inclusivity: Most workplace data focuses on women, but menopause is not exclusive to them. Anyone with ovaries — including some transgender men and non-binary people — may experience menopause. This article primarily references women to reflect the research, while emphasizing that inclusive workplaces must support all employees navigating this transition. Midlife Women Are the Backbone of Our Workforce One in four Canadian workers are women over 40, and the fastest-growing group are those aged 45–55 — the years when most experience menopause. Nine in ten say symptoms impact their work, yet almost 80% would not feel comfortable discussing them with HR ( Menopause Foundation of Canada, 2023 ). These employees are often senior contributors, people leaders, and culture carriers. Losing them is not just a personal loss — it creates gaps in leadership pipelines, institutional knowledge, and team stability. Supporting women — and all employees experiencing menopause — is about more than wellness. It’s a strategic commitment to retention, equity, and workforce continuity. The Pressure to “Hold It All Together” During Midlife Menopause doesn’t occur in isolation. It intersects with the demands of midlife — leadership responsibilities, caregiving roles, evolving identity, and cultural expectations around aging and appearance. Hormonal shifts can affect sleep, focus, and mood. But so can the pressure to perform, look composed, and maintain high standards. Many employees describe becoming more self-critical or concerned about appearance in ways that subtly shape energy, confidence, and well-being at work. These pressures matter because they influence: focus and cognitive load stress and burnout risk self-esteem and psychological safety decision-making and communication Research suggests a small percentage may meet criteria for an eating disorder during menopause, but many more experience stress-driven overcontrol, restrictive eating patterns, or perfectionism — often disguised as “discipline.” These patterns can deplete energy, resilience, and capacity at work. Workplaces can counter this by shifting focus away from appearance and performance — and toward health, energy, flexibility, and support. The Cost of Silence Ignoring menopause has measurable organizational impacts. According to the Menopause Foundation of Canada : 540,000 workdays lost annually $237 million in productivity losses 1 in 10 women leaving their roles due to lack of support But the deeper cost is talent erosion. Employees who feel they must “push through” symptoms often work harder to hide them, leading to exhaustion, presenteeism, and quiet disengagement. Some of the most capable leaders leave long before they want to — simply because work feels incompatible with midlife health. Breaking that silence increases psychological safety and preserves expertise. How to Create a Menopause-Inclusive, Health-Positive Workplace You don’t need a major budget — you need intention, awareness, and practical support. The Menopause Foundation of Canada outlines strategies that HR teams can adapt: 1.      Open Dialogue Normalize conversation through education, awareness campaigns, and leadership modelling. Clear, inclusive messaging signals safety and reduces stigma. 2.      Policy and Flexibility Review policies for inclusivity: flexible scheduling temperature adjustments quiet spaces for rest or regulation confidentiality protections These small adaptations can significantly improve comfort and productivity. 3.      Benefits That Address Midlife Health Review coverage for: hormone therapy registered dietitians pelvic health physiotherapists mental health professionals with menopause expertise Consider well-being programs centered on energy, resilience, and whole-person health — not weight or restriction. 4.      Manager & HR Training Equip leaders with empathy skills and clear pathways for support. They don’t need clinical knowledge — just comfort, awareness, and direction. 5.      Community & Connection Support employee resource groups, peer networks, or “midlife champions.” Community reduces isolation and reinforces a culture of care. Why It Matters Creating a menopause-inclusive workplace isn’t just the right thing to do — it’s the smart thing to do. When employees are supported through menopause, organizations see: Stronger retention of senior talent Greater engagement and loyalty Lower absenteeism and presenteeism Healthier, more inclusive workplace cultures More robust leadership pipelines It’s also a powerful way to advance gender equity. Supporting midlife transitions ensures women — and trans and non-binary employees who experience menopause — remain represented and supported across all levels of an organization. Reframing Midlife as Strength Midlife is not a decline — it’s a period of transformation, perspective, and leadership depth. Employees in this stage bring unparalleled resilience and strategic judgment. When organizations recognize and support this life stage, they unlock creativity, stability, and long-term organizational strength. How We Help Our therapists, registered dietitians, and certified coaches help organizations support midlife employees with programs that integrate: nutrition for energy, cognition, sleep, and hormonal balance mindset and confidence coaching stress and resilience strategies sustainable health habits for this stage of life We offer awareness workshops, manager training, and personalized coaching for employees navigating menopause and midlife transitions. If your organization is ready to create a more supportive, menopause-inclusive culture, we can help. Let’s work together to reduce stigma, increase understanding, and ensure every employee navigating menopause feels supported to thrive. Connect with us to learn how your organization can take the next step toward a menopause-inclusive culture. **** This article is adapted from content originally published by 12 Weeks to Wellness.

Nous sommes très nombreux à consacrer une grande partie de notre vie au travail. De nombreux ingrédients clés sont nécessaires pour créer un lieu de travail sain et propice à la prospérité de l'organisation. Une composante essentielle ? La sécurité psychologique. Qu'est-ce que la sécurité psychologique ? La sécurité psychologique signifie se sentir suffisamment en sécurité pour assumer des risques interpersonnels, par exemple : Prendre la parole Partager des idées Exprimer ses inquiétudes Exprimer un désaccord avec respect Admettre ses erreurs Un lieu de travail psychologiquement sûr implique de favoriser une culture professionnelle qui encourage ces comportements sans susciter la peur de nuire à l'image de soi, à la réputation, au statut ou à la carrière. Ce type de lieu de travail favorise la croissance, l'apprentissage et les changements positifs pour l'individu et pour le lieu de travail, tout en incitant les employés à s'engager de manière active et authentique dans leur travail. Pourquoi la sécurité psychologique au travail est-elle importante ? La recherche révèle l'impact tangible de la sécurité psychologique sur : De meilleures collaborations Un renforcement de la confiance Un engagement accru dans la formation et l'assurance qualité Une satisfaction professionnelle renforcée Une performance globale améliorée Sans surprise, le manque de sécurité psychologique est directement en cause dans le stress, l'épuisement professionnel et l'augmentation du taux de rotation du personnel. Comment pouvez-vous contribuer à bâtir la sécurité psychologique au travail ? Bien que la sécurité psychologique ne dépende pas uniquement des traits de personnalité, la création d'un environnement de travail sûr et bénéfique peut néanmoins dépendre de votre attitude générale à l'égard du travail. Par exemple, vous pouvez ressentir un niveau de sécurité et de satisfaction plus élevé si vous avez un « état d'esprit de croissance » – ce qui signifie que vous considérez les compétences comme un élément qui peut être appris et amélioré avec des efforts plutôt que comme un talent inné et fixe ou que les erreurs sont essentielles à l'apprentissage plutôt que des indicateurs de déficience. Cependant, même si vous présentez ces traits de caractère, une culture d'entreprise constructive est toujours importante pour un lieu de travail prospère. Il faut également tenir compte de la diversité des cultures et des origines sur le lieu de travail. Certaines communautés, comme les communautés des personnes autochtones, noires et de couleur (Black, Indigenous, and people of color – BIPOC), souffrent de stigmates et normes sociales qui diffèrent de celles des autres communautés. Garder à l’esprit la manière dont différentes cultures peuvent comprendre et définir l’inclusion peut avoir un impact considérable sur l’approche de votre organisation en matière de sécurité psychologique. Construire la sécurité psychologique à partir d’une position de leadership : La manière dont les leaders abordent les employés et interagissent avec eux établit le socle de l'équipe. Voici quelques conseils pour mettre en place un lieu de travail sûr d'un point de vue psychologique : Accordez la priorité à l'établissement de relations, à l'équité et à l'inclusion. La confiance est instaurée par une attitude cohérente, solidaire et juste. Adoptez un état d'esprit favorable à la croissance lorsque vous interagissez avec votre équipe. Encouragez la prise d'initiative, les efforts et les améliorations, et considérez les erreurs comme des opportunités de collaboration et de croissance. Définissez des attentes et une structure claires. Prêchez par l'exemple : partagez vos idées, exprimez vos opinions avec respect et assumez vos erreurs sans vous montrer critique envers vous-même. Faire preuve d'un leadership solide peut avoir une influence positive sur les employés. Apprenez à connaître les personnes qui relèvent de votre responsabilité hiérarchique et instaurez un climat de confiance en agissant de manière cohérente, en les soutenant et en faisant preuve d'empathie. Soyez compréhensif lorsque les employés font part de leurs difficultés personnelles et encouragez-les à prendre soin d'eux-mêmes et à se fixer des limites. Prenez connaissance des forces et des faiblesses de votre équipe et offrez des chances égales et des aménagements raisonnables susceptibles d'aider votre équipe à s'épanouir. Si vous n'avez pas un rôle de leadership : Bon nombre de ces suggestions restent valables ! En tant qu'employé, vous pouvez instaurer une culture de sécurité psychologique plus forte de la manière suivante : Concentrez-vous sur le renforcement des relations avec vos collègues en étant aimable et en leur apportant votre soutien. Développez un état d’esprit de croissance, traitez les erreurs comme des opportunités d’apprentissage et réfléchissez à ce qui y a conduit. Soyez le modèle du comportement que vous souhaitez encourager en prenant des risques interpersonnels et en partageant vos pensées et vos idées, excepté si votre lieu de travail pénalise ce type d'actions. Si c'est le cas, cela peut également représenter une bonne occasion de plaider en faveur des politiques et des pratiques qui favorisent la sécurité psychologique sur le lieu de travail. Construire la sécurité psychologique exige du temps et du dévouement, mais les bénéfices sont inestimables. Un lieu de travail plus sain qui favorise l'authenticité et l'engagement actif est un lieu de travail propice à l'épanouissement : c'est un investissement qui en vaut la peine. Article inspiré par MindBeacon.

myFSEAP MOBILE Your EFAP on the go! Êtes-vous un employé et cherchez-vous à accéder à votre PAEF ? Connectez-vous à votre monPAESF myFSEAP Mobile FSEAP recognizes that many organizations have employees and family members who are frequently on the move. We are pleased to announce the launch of FSEAP’s new myFSEAP mobile! This is a free mobile application available for iPhone and Android devices. With myFSEAP mobile, you find the most valuable information on the myFSEAP website is available on the mobile app and optimized for navigating on smart phones. The app offers a convenient way to access important information about EFAP services, as well also valuable self-help information to support you on your journey to make life, work better. With myFSEAP mobile, you can: Contact the EFAP (by phone or by submitting an online service request) directly from the app with the touch of a button Login to view information specific to their benefit Review EFAP services details and Frequently Asked Questions Access FSEAP Solutions health and wellness newsletters Conveniently access to self-help online resources and tools Search and scroll through a library of health and wellness articles on topics such as health & well-being, family & relationships, life, work & career, and more. Click on the icon below to install the app for your device, or search “myFSEAP” in your device’s store. To Login, go the menu, select Login, and enter your username and password (the same login credentials you use to access your myfseap page on this site). Forgot the username and password for your organization's EFAP? Contact EFAP .

SOLUTIONS EN MILIEU DE TRAVAIL Des solutions qui permettent aux organisations et à leurs employés de donner le meilleur d'eux-mêmes. Solutions en milieu de travail Solutions de formation Programmes de formation La formation sur le milieu de travail po Qui soutiennet les gestionnaires Consultations pour les gestionnaires The Supportive Workplace Stratégies de bien-être Mentorat de leadership Soutien au travail Intervention en cas d’incident critique Le programme de recommandations des ... Interventions spécialisées en milieu de Résolution de conflits et médiation Services professionnels en toxicomanie Défis liés au mieux-être SOLUTIONS POUR LE MILIEU DE TRAVAIL Nos services et solutions en milieu de travail Vous avez besoin que vos employés soient en bonne santé, concentrés et au travail. Notre mission est d'aider les employés à aller mieux et à rester bien, afin que votre entreprise puisse prospérer. Nous innovons et collaborons pour nous assurer qu'ils peuvent obtenir la bonne aide, au bon moment. Learn more Un coup d’œil sur nos services et nos solutions Nos services adoptent une approche globale et intégrée en matière de santé et résilience des employés(ées) et des lieux de travail. Notre continuum de services est conçu pour favoriser le bien-être de vos employés(ées) et pour créer un environnement de travail psychologiquement sain. Peu importe si vous avez un grand ou un petit groupe d’employés(ées) et si les employés(ées) sont dans un endroit central ou dispersés(ées). Nos services accessibles et polyvalents produisent des résultats qui font vraiment une différence pour vos employés(ées) et votre chiffre d’affaires. Formation en milieu de travail Qui soutiennet les gestionnaires Soutien au travail Défis liés au mieux-être Learn about our Employee Assistance and Well-being Services FSEAP Resilient Build a More Resilient Workplace Strengthen your organization’s capacity to adapt, recover, and thrive with FSEAP’s Resilient Workplace approach, integrating EFAP and workplace health solutions to keep your people resilient and functioning at their best. Learn about the Resilient Workplace Nouveautés Therapist Guided iCBT MindBeacon’s Guided iCBT through FSEAP helps people feel better and function better by delivering therapy that is as effective as face‑to‑face counselling, without the waitlists or scheduling barriers. Employees build lasting skills to reduce symptoms of depression, anxiety, stress, and related concerns, with many participants experiencing significant, measurable improvement in their mental health and resilience over the course of the program.myfseap+6 Read More The Supportive Workplace The Supportive Workplace, on-demand learning and Certification for managers promotes employee mental well-being in the workplace. Empower your managers to build a supportive work environment that promotes mental well-being providing them with the knowledge and skills to recognize and address the signs of low mental well-being in the workplace to effectively promote employee mental health and work productivity. Read More The Resilient Workplace FSEAP Resilient is an integrated employee and workplace health solution that helps organizations of any size build a mentally healthy, high‑performing culture. By combining Employee & Family Assistance, extended mental health supports, and specialized workplace solutions under one coordinated framework, Resilient supports employees, leaders, and HR teams through every stage of change—strengthening resilience, reducing stress, and fostering teams that adapt and thrive over time. Read More Quatre fois récipiendaire du prix d’excellence professionnelle décerné par l’association Employee Assistance Society of North America (EASNA) Diminution du nombre de jours d’absence parmi les employés(ées) qui adhèrent à notre PAEF. Récupération de 5,6 jours de perte de temps productif parmi les employés(ées) qui adhèrent à notre PAEF. 99 % des adhérents interrogés ont dit qu’ils recommanderaient le PAEF à d’autres. Pourquoi le FSEAP ? Vous avez besoin d’aide ? Envoyez-nous un courriel ou téléphonez-nous en tout temps. Communiquer avec nous Articles récents Workplace Culture and Resilience: Addressing Employee Mental Health and Organizational Agility in the Post-Pandemic World Menopause at Work: Why Supporting Midlife Women’s and Employees’ Well-Being Is a Business Imperative Aider les salariés à être en bonne santé financière Blogue

Bulletins d’information SOLUTIONS Récents numéros : Bienvenue dans nos archives en ligne des bulletins d’information SOLUTIONS, conçus pour vous assurer un accès facile à des renseignements importants concernant la vie personnelle, la vie familiale et la vie au travail. Les bulletins d’information SOLUTIONS sont publiés mensuellement et disponibles en ligne. Ils traitent d’une gamme étendue de sujets, y compris la santé et le bien-être, l’épanouissement personnel, la communication, le développement des habiletés fondamentales, les relations familiales, et la conciliation travail-vie personnelle. Chaque numéro est disponible en français ainsi qu’en anglais et contient entre cinq à six courts articles pour aider au bien-être personnel. La permission de copier et de distribuer les bulletins est accordée à la condition que le PAESF soit mentionné à titre d’auteur et de source. Les bulletins d’information sont en format Adobe PDF. Pour télécharger Adobe Acrobat Reader , cliquez ici . Janvier 2024 SOLUTIONS Vol. 1 Février 2024 SOLUTIONS Vol. 2 Mars 2024 SOLUTIONS Vol. 3 Pour accéder aux bulletins SOLUTIONS des années précédentes, veuillez cliquer ici.