The Ontario Broker - Volume 21, Issue 4 - 17

Mental
Health
Ment
W
orkplaces play an
essential role in
maintaining positive
mental health,
How has the pandemic affected attitudes,
policies and procedures surrounding mental
health at your brokerage?
increased productivity and happier,
healthier employees. More and
more, companies are recognizing
the importance of mental health in
the workplace-and it's important
to keep these conversations going.
We spoke with two brokers about
employee support and keeping a
healthy work-life balance in their
brokerage.
Featuring
CM: It's brought more awareness to
the importance of mental health in the
workplace. When the pandemic first began,
we had a meeting every morning. 90% was
discussing feelings and ways to deal with all
the changes and challenges the pandemic
presented. No topic was off limits. Everyone
is more aware of their fellow team members
and mental status and are more willing
to reach out and check in if they notice
something is off.
JM: At the beginning of the pandemic, we
very quickly adopted a work-from-home
position and transitioned about 90% of our
employees who worked from our offices to
a home environment. In the last 17 months,
we've built and launched several new
employee focused programs. We've received
positive feedback from team members who
have participated in new programs so far.
CINDY MARCHAND
Owner
DPM Insurance
What resources or incentives are available
for employees to improve their mental health?
JAMIE MINGAY
Managing Director
Insurance Store
" Changing our approach
of customers being
number one to staff
being number one was
our biggest challenge. "
CM: We have helpline numbers that are
free for anyone in the brokerage to use for
counselling or just speaking to someone
on a one-off basis to get something off
their chest. I have an open-door policy-all
staff know they can approach me with any
difficulty they may be having, no matter what
it is. You'd be surprised how many reach out
on weekends and after hours if they're in
need. If I'm unable to help, I direct them to a
professional who can. The pandemic's really
pulled us together as a team, we have each
other's backs more than ever.
JM: With the amalgamation of all offices and
a name change in January, we launched our
new Employee & Family Assistance Program
as part of our employee benefits. We also
offer virtual medical, stress management
and wellness programs, all of which are
available to our employees and their families
at no cost.
How do you promote employee wellbeing and
encourage a healthy work-life balance?
CM: We were fortunate to be able to
come into work every day and not work
from home. I realized quickly that I had
to shorten the workday as nobody was
leaving the office or taking breaks and it
became too overwhelming and stressful.
I still paid everyone for their full 40-hour
work week (we were working 30 hours).
We also had several fun events like Souper
Bowl-a homemade soup competition and
several lunches ordered in to support local
restaurants.
JM: With the launch of our new employeefocused
programs at the beginning of the
year, we've done several email campaigns,
hosted education sessions and built staff
programs into our new hire orientation
process. We continue to develop our
employee wellbeing and work-life balance
programs with our return-to-office plans,
currently underway.
What's been the biggest challenge at your
brokerage in the past year and how have you
overcome it?
CM: Changing the approach at work where
customers have always been number one
to realizing staff had to be number one
to give optimal service to every client was
our biggest challenge. Happy staff that feel
secure and appreciated will always go that
extra mile-they could all run a marathon
now!
JM: The biggest challenge was transitioning
staff to a work-from-home environment,
and now starting the process of changing
people's mindsets to return to an in-person
work environment. Meeting our business
needs while also balancing the needs and
safety of our employees has taken up a lot
of time and energy. Despite the pandemic,
we've hired new departmental managers,
experienced excellent growth and increased
the number of employees in all locations-all
while dealing with a difficult marketplace,
particularly in commercial lines.
VOLUME 21 | ISSUE 4
17
The Ontario Broker - Volume 21, Issue 4

Table of Contents for the Digital Edition of The Ontario Broker - Volume 21, Issue 4
