CWHP-A Reflections: Unit WWC01

I’m re-entering this process at an interesting stage. Much of this work was completed in my previous role, but I’ve taken time to review it before moving forward. Over the past year, I’ve gained valuable perspective by viewing PHS through a health and safety lens rather than solely a mental health lens. While I have always taken a holistic approach, I previously assumed physical safety already received sufficient attention. I now recognize that was a limited view, the integration of physical and psychological health is essential to true workplace wellbeing.

Going forward, my focus would be on ensuring health and safety strategies are genuinely holistic, addressing both aspects equally. A key priority would be strengthening the connection between Joint Health and Safety Committees (JHSCs) and Well-being Committees, establishing clear and consistent communication channels to support collaboration and reinforce a shared commitment to worker wellbeing.

While my time with the NBANH has been relatively short, I’ve developed a solid understanding of the factors influencing the health and performance of the nursing homes I represent. Taking time to focus more deeply on these elements has allowed me to better put myself in the shoes of those I support. It may seem obvious, but hearing directly from key stakeholders is essential to developing an effective health and performance strategy and it’s shaping every decision I make moving forward.

I’m also becoming more aware of the limitations of my reach. This isn’t necessarily a negative; rather, it’s helping me design a program that is realistic, and ultimately more meaningful to the people it’s intended to serve.

Looking back on this unit, what really stood out to me is how much the structure of hierarchy impacts workplace culture and performance. If the organization is shaped like a ladder, employees feel disconnected from leadership and decisions get made without their input. But if we work with more of a pyramid structure, leadership is more accessible, and people feel like they’re part of a team not just workers being managed.

What I’ll do differently moving forward is make sure that the hierarchy is visible, accessible, and supportive. Employees should always feel they have a say in their tasks and the flexibility to organize their day efficiently. If prioritization help is needed, that support should be provided but without micromanaging.

I’ll also make sure that middle management is properly trained to support employees’ psychological well-being and manage time expectations realistically. And I’ll commit to using the assessment tools we’ve learned…