How a Focus on Passion in the Workplace Can Push Employees Toward Burnout
The focus on passion in the workplace can lead employees toward burnout if not managed properly. While meaningful work is important for mental wellness, an obsession with work can have detrimental effects. Employees are often encouraged to show passion and commitment, but this can sometimes lead to unhealthy behaviours like overworking and neglecting work-life balance.
Passionate employees are often recognized and rewarded, but this can inadvertently promote a culture of burnout. When passion becomes an obsession, it can lead to challenges such as long hours, poor working conditions, and performance based on display rather than authenticity.
To cultivate a healthy level of passion in the workplace, it is important to differentiate between obsessive and har-
monious passion. Obsessive passion can lead to rigidity and an inability to set boundaries, while harmonious passion allows for flexibility and balance with other aspects of life.
Employers should focus on rewarding performance, in alignment with passion, create high-trust environments, encourage work-life balance, provide resources for burnout prevention, and evaluate recognition and promotion practices to ensure they support mental wellness.
By fostering a culture that values both passion and mental wellness, employers can have engaged and high-performing employees who maintain a healthy work-life balance. Measuring is key to managing mental wellness successfully. The Best Workplaces® focus on managing this sensitive topic effectively with data.
Publishers: Hannah Morreale, Jonas Hatcher
Michael Taylor
Nancy Fonseca Senior Vice President, Great Place to Work® Canada
The Powerful Influence of the Workplace on Mental Well-Being
An urgent call to action for Canadian employers
Isurvived the most difficult time of my life because of decisions made by people right here in this room,” Jennifer Young told a global forum of her Manulife colleagues, this past February.
A member of Manulife’s Human Resources Team, Jennifer spoke about her journey with postpartum depression and anxiety at the forum, which featured personal stories from Manulife employees about what Better means to them and how it connects to the organization's mission and purpose.
“I felt sad. I felt scared. I felt defeated. And then I felt nothing—that’s when I needed to get help,” she said through a tearful but determined voice. “And I’m not exaggerating one bit when I tell you that if I didn’t know for a fact that I had comprehensive mental health care coverage through Manulife, I wouldn’t have gotten help.”
Jennifer’s journey is very common, with 23 per cent of mothers and 22 per cent of fathers affected by postpartum depression and anxiety.1,2 But, her story is also reflective of a broader national narrative, in which Canadian workers are increasingly looking to their employers for support during a mental health crisis.
The number of workers and their family members seeking treatment for mental illness grew by 8.6 per cent in 2021, another 4 per cent in 2022, and 5 per cent in 2023, according to Manulife Group Benefits aggregate claims data. In the 2023 Benefits Canada Healthcare Survey, 18 per cent of those surveyed said they currently have a diagnosis of depression, anxiety, or another mental health condition. 3
Undeniable impact on productivity and disability
Manulife claims data show that mental health concerns are the leading cause for both short-term and long-term disability, ahead of disability claims for physical injuries and all other chronic conditions.4 According to the Mental Health Commission of Canada, mental illness accounts for two-thirds of long-term disability costs. 5
A staggering 48 per cent of employees are experiencing at least one work-related mental
Jennifer Young Human Resources, Manulife
health risk factor, according to Manulife’s 2023 Wellness Report, a survey of 8,728 employees from 99 Canadian organizations. For example, 27 per cent of respondents faced challenges with work-life balance, 17 per cent struggled managing their workload, and 22 per cent said work-related stress impacted their sleep.
The effects on workplace productivity are substantial and should be concerning for Canadian employers. An average of 49 days per employee were lost due to health-related absences and presenteeism in 2023, which is up from 48 days in 2022, and 41 days in 2021.6
Worrying gap in mental health coverage for Canadians
The average amount of employee benefits coverage for psychotherapy in Canada is just $750,7 an amount that would likely only cover between 3 and 5 sessions of therapy—far less than what is needed to treat common mental illnesses.
“There can be a significant impact on the success of therapy if it is curtailed or terminated early due to a lack of access or financial resources,” says Dr. Claire Harrigan, a Psychiatrist, at Cleveland Clinic Canada, Manulife’s Medical Director. “Beyond finding the right practitioner, building a successful therapeutic relationship takes time — as does the therapy itself.”
Luckily for Jennifer, Manulife provides employees $12,000 in coverage annually per family member for a mental health benefit which includes support for therapy from practitioners such as psychologists, clinical counsellors, psychoanalysts, and social workers.
5% 18% #1
increase in workers and their family members seeking treatment for mental illness in 2023. This was on top of an 8.6% increase in 2021 and a 4% increase in 2022.4
of employees surveyed said they currently have a diagnosis of depression, anxiety, or another mental health condition.3
cause for short-term and long-term disability is mental illness, ahead of disability claims for physical injuries and all other chronic conditions.4
Dr. Georgia Pomaki
Mental Health Best Practices, Manulife, & Technical Committee Chair, Standard for Psychological Health and Safety in the Workplace
“I couldn’t have financially afforded it on my own,” says Jennifer. “I spent my maternity leave getting treatment, healing, and learning how to be a mom to my newborn son.”
According to the Centre for Addiction and Mental Health (CAMH), cognitive behavioural therapy for problems such as anxiety or depression usually involves 12 to 20 sessions. For this number of visits, employees may need between $2,000.00 and $4,000.00 worth of coverage per year.
“When an employee has sufficient coverage for mental health services, it can be a profound motivator for them to seek treatment,” says Dr. Georgia Pomaki, who leads Manulife’s Mental Health Best Practices Team, and is the current Chair of the Technical Committee of the National Standard of Canada for Psychological Health and Safety in the Workplace.
“Not only will they feel their mental health is valued, but there’s an implicit message that their employer is fostering a culture of wellness and acceptance,” she adds.
Mental health solutions for the workplace
In addition to coverage for therapy, employers can take steps to increase the likelihood workers will be successful when they do decide to get help. A full-service Employee and Family Assistance Program can provide employees with 24/7/365 access to immediate, confidential, and personalized support from mental health practitioners by phone, video, in person, or online.
As well, 24/7 virtual care services with on-demand access to healthcare profession-
als who support primary care and mental health can help ensure employ ees can get support when and where it’s con venient for them. Coverage for Personalized Medicine has also been a game changer for some individuals and their families.
Following a simple swab of the inner cheek, a pharmacogenetic test can help inform which medications may be more helpful for someone with a mental illness, based on their genetic makeup.
Manulife’s Workplace Solutions for Mental Health (Manulife.ca/MentalHealth) offers a number of recommendations, tools, and resources for employers, which includes free online mental health training for managers. The fourpart course is designed to equip leaders with the insight and skills they need to help support mental wellness.
1 Statistics Canada, 2019.
2 Dennis, C.-L., Marini, F., Dol, J., Vigod, S. N., Grigoriadis, S., & Brown, H. K. Paternal prevalence and risk factors for comorbid depression and anxiety across the first 2 years postpartum: A nationwide Canadian cohort study. Depression and Anxiety, 2022.
3 2023 Benefits Canada Healthcare Survey, 2023
4 Manulife Group Benefits aggregate claims data, 2021, 2022, 2023.
5 Mental Health Commission of Canada, Organizations committed to improving employee mental health can now be guided by two pioneers, 2021
6 Manulife Wellness Report, 2021, 2022, 2023.
7 Benefits Canada Healthcare Survey, 2021
To find out more about what your group benefits plan covers or to make changes to your plan, talk to your benefits advisor. If you have a plan with Manulife, contact your Manulife representative.
Prepared by Manulife Group Benefits with commentary from Cleveland Clinic Canada
49 days of employees are experiencing at least one work-related mental health risk factor, according to Manulife’s 2023 Wellness Report.
48% $2K-4K
approximate coverage needed for workers to get cognitive behavioural therapy (CBT). According to the Centre for Addiction and Mental Health (CAMH), CBT usually involves 12 to 20 sessions. were lost, on average, per employee due to health-related absences and presenteeism in 2023, which is up from 48 days in 2022, and 41 days in 2021.6
Looking to Boost Business Productivity?
York University Can Help
York University is presenting new and innovative ways to work alongside employers to solve labour challenges that are impacting Canada’s economic growth.
Katherine Cappellacci
Canada is experiencing labour shortages in many sectors including cyber security, IT, analytics, and more. Productivity levels are at risk — which is why York University's School of Continuing Studies has introduced new ways to work with businesses to resolve these issues.
The relationship between post-secondary institutions and employers has changed. The university’s comprehensive, collaborative partnerships help employers recruit diverse, experienced graduates, boost employee retention, and upskill high-potential talent. The York team knows that Canada has untapped pools of highly skilled, sometimes considered “non-traditional” talent that could boost productivity and create a more equitable society.
The school provides many new all-in-one opportunities for businesses to influence program development, host student work projects, and focus on reskilling and employee retention benefits as per the organization’s goals.
We asked Christine Brooks-Cappadocia, Assistant Vice-President of Continuing Studies, and Terry Wilson-Lall, Director of Business Development at Provista AI, to expand on the benefits of these partnerships and how they boost economic productivity.
How is York University a “one-stop” provider for employers?
Brooks-Cappadocia: Employers are looking for streamlined solutions. Our school is unique in that we have the scale, a national and international reach, and an emphasis on experience and community building that allows employers and learners to enjoy the reach of a national network with the benefits of a vibrant local connection. We often work with organizations to offer education as an employee benefit. That’s a win-win for employers as participants are more likely to stay and they’re better skilled. With Provista AL, we incorporated a work project into the curriculum. We’ll work with you to craft something that fits your business goals.
What was Provista AI’s experience with this partnership?
Wilson-Lall: It infused our projects with fresh perspectives and innovative ideas from talented students eager to make a meaningful impact. Their contributions were instrumental. It also provided us with a unique opportunity to scout potential future talent. These opportunities not only improve our processes but also allow our management to upskill and adapt to the evolving needs of remote work and training.
Employee Well-Being Is Driven from the Top at CAA Club Group of Companies
Consult with York University’s School of Continuing Studies on how it can collaborate to support your business goals.
This article was sponsored by York University School of Continuing Studies.
As wellness trends take hold in corporate Canada, CAA shows that it’s a marathon, not a sprint and how senior executives can lead the way.
Purpose is paramount at CAA Club Group of Companies (CCG), which includes CAA’s largest membership club and two thriving insurance companies, CAA Insurance Company and Echelon Insurance.
Keeping people safe is what drives the over 3,000 Associates working at this over 120-year-old organization. The embodiment of that shared mission is largely thanks to the organization’s CEO Jay Woo, who took the helm in 2011. Shortly after he became the top executive at CCG, Woo quickly prioritized Associate well-being.
“Wellness is not new for us, it’s engrained in the fabric of our culture. Jay empowered his executive team to focus on Associate well-being over a decade before it started appearing on top lists of corporate trends,” said Mary
Duncan, CCG’s group chief human resources officer, who has been with the organization since 2004. “He foresaw that achieving corporate goals, enhancing productivity, and fulfilling our organizational purpose, was predicated on the health, wellness, and engagement of our Associates.”
Well-being at CCG isn’t just about targeted programs and generous employee benefits, although those are well established. Outcomes are fostered through a holistic data-driven approach, led by an award-winning dedicated wellness team, and integrated into all the various benefits and programs at the organization.
Reinforcing the importance of Associate well-being at CCG, Woo personally oversees the wellness program, Jaunt Wellness. This past year, after noticing an increase in chronic diseases, he spearheaded a fireside chat to
educate Associates. He then approved a series of dietitian-led nutrition webinars and introduced a Metabolic Mastery challenge to give Associates the tools needed to take meaningful action.
He has also implemented a generous travel discount for Associates and their families, in addition to benefits that provide peace of mind, like temporary fuel subsidies for Associates who are needed onsite and an additional two flex days.
“The robust benefits that contribute to Associate well-being at CCG would not have been possible without the personal leadership and dedication of our CEO,” continued Duncan. “It’s a priority that is driven from the top because it makes business sense, and it contributes to our overall purpose as an organization. It’s as simple as that.”
This article was sponsored by CAA.
Work at George Brown College and Love What You Do
George Brown College offers incredible benefits, resources, and opportunities for employees, making the college an ideal place to work.
Job satisfaction goes way beyond a paycheque. You want to work where you’re valued, proud, and inspired daily. If you’re looking for a workplace that checks all the boxes, you’re in luck — because George Brown College (GBC) is hiring.
GBC has ranked among the top 100 GTA employers for eight years running. With over 3,600 employees, we’re proud of our growth and accomplishments.
We don’t just embrace diversity — we embody it
At GBC, we embed diversity, equity, inclusion, and Indigenization (DEII) into everything we do. Providing accessible, anti-racist, and welcoming environments is essential to our community’s success.
Our Accessibility and Inclusion Plan, Anti-Racism Action Plan, and Indigenous Education Strategy spur exciting and important changes at GBC, including new roles and DEII initiatives plus a partnership with the Mississaugas of the Credit First Nation.
We also conduct biannual external engagement surveys to make sure we’re on the right track.
We’re invested in your development
At GBC, we support lifelong learning and professional development. Fulltime employees receive funding for external training, free access to LinkedIn Learning, and access to over 300 workshops offered via our Employee Learning and Development team. Our Continuing Education classes are also available at a nominal fee.
Through our Tuition Assistance Program, employees
can get grants of up to $20,000 for new degrees or diplomas. Long-time employees can apply for a 12-month professional development leave, building their skills and education full-time while receiving 80 per cent of their salary.
We reward you for your hard work
At GBC, we value our employees’ dedication, which is why we offer comprehensive and competitive compensation and benefits programs.
To help our employees invest in their futures, we provide a defined benefit pension plan through the CAAT Pension Plan, with equal contributions from both employees and GBC. Employees can also take advantage of a retirement savings plan through ScotiaMcLeod, with convenient payroll deductions.
Work-life balance is important when it comes to career satisfaction, and our vacation offerings reflect that. New full-time employees receive at least 4.4 weeks of paid vacation after their first year, with benefits increasing over time.
We support growing families
We prioritize family support with generous benefits for new parents. Our exceptional maternity and parental leave top-up payments provide new mothers with up to 93 per cent of their salary for 52 weeks, helping ease the transition into parenthood, while fathers and adoptive parents receive up to 93 per cent for 35 weeks.
We care about your physical and mental health
Keeping our employees and their families healthy — both physically and mentally — is a top priority. With 93 per cent of the costs covered by GBC, our health benefits plan includes life, disability, dental, vision, hearing, extended health, and extensive mental health support.
We also promote well-being through our Family and Employee Assistance Program and initiatives like annual Wellness Days. Employees can access subsidized fitness programs, health bulletins and seminars, and a Wellness Centre with health assessments, personal training, and a health library.
Ready to love what you do? Make your dream job a reality by joining us at GBC. Explore our open roles and apply now at georgebrown.ca/ workatgbc
Dr. Gervan Fearon President, George Brown College
This article was sponsored by George Brown College
How Businesses Can Better Support Inclusive and Accessible Workplaces
Inclusive and accessible workplaces drive innovation, empower employees, improve organizational culture, and promote a more equitable society.
When organizations support inclusive and accessible work environments, everyone wins. Employers gain diverse workforces filled with talented and engaged employees who bring fresh ideas to the table. Employees, including those with disabilities, have the opportunity to shine and to showcase their best qualities. And society at large reaps the rewards of a more equitable and inclusive community where everyone has the chance to contribute and succeed. By fostering such environments, companies not only meet ethical and legal standards but also enhance their reputation, drive innovation, and improve overall business performance.
Championing inclusion
The belief behind supported employment is that everyone who wants paid employment can attain it, and succeed at it, if the right supports are in place. When employers commit to these supports, amazing things can happen. All it requires is a bit of flexibility in thinking and in practice.
After a string of negative work experiences, Parker Pshebnisky, a 37-year-old living with autism, finally found fulfilling work and a supportive environment at Blue Moose Coffee House in Hope, B.C. “I’ve been working at Blue Moose for over a year now and it’s been going really well,” he says. “I clean tables and floors, water plants, and fill the milk and cream containers.”
Pshebnisky has high anxiety and notes that the job has helped
him mentally. “It’s been a long haul getting Parker to this point,” says Debra Currie, his mother. “And the Blue Moose has been amazingly supportive.”
The strength in diversity
For Wes Bergmann, owner of Blue Moose Coffee House, creating a supportive work environment was simply second nature. “Coffee houses throughout history have been places where the diversity of people has been accepted and respected,” he says. “We’re all on a journey of sorts and we don’t put people into boxes.”
Blue Moose’s hiring practices are upheld by the company’s values, which includes respect, diversity, integrity, and community “We all belong to community and contribute with our talents and gifts,” says Bergmann. “Diversity is the strength of any group. We hired Parker because this is what we do. We all deserve a chance.”
job. “It recognizes that everyone has unique abilities and provides necessary accommodations to help them succeed in their roles.”
The Right Fit program operated under Free Rein Associates — a company that has been providing employment resources, training services, and community-based projects in Hope for almost 30 years — in collaboration with the Canadian Association for Supported Employment (CASE) Innovation Lab, a national member-based organization of service providers who work directly with job seekers and people experiencing disability. The program sought to bridge the gap between employer and supported employee, and to educate and assist employers in hiring people with disabilities, like Pshebnisky.
Broader perspectives in the workplace can lead to innovative business solutions.
With flexible work hours and the initial help of a support worker, Pshebnisky has been able to smoothly integrate into the Blue Moose team. He has found a sense of belonging and of pride and dedication to his work.
Helping employees succeed “Supported employment is a workplace environment that accommodates and supports individuals with disabilities or other challenges,” says Kirsten Pellow, an outreach worker with Free Rein Associates who acted as Pshebnisky’s direct support person on the
The challenges of inclusive wellness
“The main challenges surrounding inclusive wellness are time and money,” says Karen Legere, Program Coordinator for the Right Fit program. “Employers are stretched thin as it is. Having a new employee who takes longer to learn can be challenging. Plus, employers assume that creating an accessible workplace will be expensive.”
“Hearing the word ‘accommodation’ may cause fear for some employers,” says Sope Ogunrinde, Director of the CASE Innovation Lab. Besides the perception that accommodation will be costly, there’s also a knowledge piece that many employers are
Tania Amardeil
Kirsten Pellow Outreach Worker, Free Rein Associates
Sope Ogunrinde Director, CASE Innovation Lab
Wes Bergmann Owner, Blue Moose Coffee House
lacking, Ogunrinde notes. “Statements declaring a commitment to inclusive practices when developing a job description are really important, for example,” she says. “Not having those inclusive statements can prevent employers from recruiting the best fit for a job, because accessibility and inclusion are top of mind for a lot of job seekers today.”
Additional challenges include unconscious biases, policies and practices that unintentionally exclude certain groups (rigid work schedules, for example), lack of accessibility features in workplaces, technical barriers, and more.
An inclusive view of wellness
Accessibility is a key component of employee wellness as it positively contributes to organizational culture, fosters a sense of belonging, and reduces employees’ physical and mental stress. “Being part of a team helps us grow personally,” says Pellow. “When we feel appreciated and supported, our self-esteem and confidence improve.”
In the quest to better support inclusive and accessible work environments, the key is educating employers about the benefits of hiring people with disabilities, encouraging flexibility in hiring and training practices, and highlighting the value of investing additional time in employees, says Legere. “The investment of your time and energy to develop a person’s abilities can decrease turnover and improve employee retention,” she adds.
An additional suggestion from Ogunrinde is embedding explicit
accommodation and inclusivity policies into an organization’s framework. “That intentionality about creating an inclusive work environment is important,” she says.
The benefits of inclusivity
Organizations that create inclu sive, accessible environments for all can benefit in numerous ways. “Accessible workplaces are able to tap into a larger pool of talent,” says Ogunrinde. Besides attracting toptier talent, companies focused on accessibility also boost employee retention, engagement, and productivity.
“Just knowing that there are options and that an employer is flexible helps employees to feel empowered and valued,” says Legere. “And working with people who have challenges helps other staff see things from a different perspective and broadens their frame of reference of the world.”
“Broader perspectives in the workplace can lead to innovative business solutions,” adds Ogunrinde.
After all, there’s power in diversity. “We all have issues and challenges, and we can learn from each other no matter who we are,” says Bergmann. “Sometimes people with difficult challenges become gifts to us.”
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This article was sponsored by the Canadian Association for Supported Employment
