This text is part of the special World of Work section
Even if the majority of people associate it with the school environment, psychoeducation is also aimed at adults and makes it possible in particular to resolve problems in the workplace. The psychoeducationally inspired approach offers interventions in the patients’ environment, called “proximity interventions”. These aim to update the capabilities of a person with adaptation problems in a given environment by using their strengths as a lever for intervention.
“It’s really an approach in which, rather than receiving the patient in the office in an environment that we control,” explains Isabelle Banville, psychoeducator at the Evie group, “we rather go towards them in their environment to understand their reality, through his glasses and his experience. »
For people who experience various psychological difficulties, such as adjustment disorders, anxiety or symptoms of depression which most often lead to work stoppage, Mme Banville and his team offer individual monitoring.
“Our mandate is firstly the return to health, and then being able to return to work,” she explains. In this case, explains the psychoeducator, the follow-up will often begin virtually or at home. The following interventions will make it possible to review lifestyle habits at home and the symptoms experienced, addressing the problems that hinder the return to work.
Mme Banville remembers someone working as a cashier who, during the pandemic, developed a fear of contracting viruses.
The first step, explains the professional, was to normalize her symptoms and give her tools to help her manage her anxiety. Before returning to work, the psychoeducator gave him exposure. “We accompanied her in vivo in a public place so that she is able to tolerate it, underlines the psychoeducator. Secondly, we developed a tailor-made work exposure program, so that she could slowly return to her role, by putting in place different mechanisms so that her return was sustainable. »
Group Policy
But the psychoeducational approach can also be carried out in a group.
Post-critical event intervention is another aspect proposed by Isabelle Banville and her colleagues. It can be practiced in the workplace when a colleague dies suddenly, when inappropriate behavior or upsetting events have taken place. For half a day, a “squad” of specialized psychoeducators will then quickly go to meet the destabilized team.
“This group approach aims to normalize reactions, provide a safe space, listen to what people may be feeling and equip them for the future,” explains M.me Banville. She adds that the group effect also allows participants to share their experiences and support each other, rather than experiencing the event in isolation.
But for these approaches to work, Isabelle Banville specifies that “winning conditions” are needed. The employer’s openness, ability to be flexible and relationship with the worker play an important role in the success of the process. She adds that not all employers have the physical and financial capacity to offer sufficient resources. The employee is also decisive in the process. If he is not willing to open up about his personal needs or for the company to know about his difficulties, it is difficult to resolve a situation.
Increase in demand
Chantal Harnois, director of training and professional development at the Evie group, has noted an increase in demand for corporate mental health services since the pandemic. The prevention of professional burnout and the right to disconnect raised with teleworking, for example, have become more concerns in businesses. “The stress level has increased with teleworking, because everyone talks to each other via Teams or by email,” emphasizes M.me Harness. Some people think they have to respond right away and that creates a different kind of burnout [par rapport à la présence au bureau]. »
She adds that, since 2021, changes have been made to occupational health and safety laws. They now require employers to protect their employees from psychosocial risks within their company, in the same way as physical, ergonomic, chemical or biological risks. Since these changes came into force, she claims to have seen the number of requests increase.
“Twenty years ago, there were 3 of us, in a single service point, and now there are 40 of us, in 11 regions of Quebec,” says Isabelle Banville. She also notes a greater openness on the part of employers and insurers to break out of the mold and “to explore other avenues of intervention”.
“The saturation of the public health network and the waiting times in mental health meant that people had no choice to innovate,” she concludes.
This content was produced by the Special Publications team at Duty, relating to marketing. The writing of the Duty did not take part.