Virtual care has moved from optional to expected. New Statistics Canada research shows that 42.5% of Canadians who sought care in 2023 used virtual care at least once. Nearly 80% of people who were offered it accepted it. Usage is even higher among people managing multiple chronic conditions and those without a regular primary care provider. These are the same groups that influence absenteeism, disability costs, and escalating claims.

For employers, this shift signals a turning point. Employees now expect fast, coordinated access to care. A plan that simply includes standardized virtual care is not enough, and relying on disconnected services will not keep pace with employee needs.

Why a Rethink Is Necessary

Virtual care is now embedded in how Canadians seek support, yet many plans still treat it as a basic, standalone tool. This limits its impact and leaves employers with unrealized value. Here is what often goes wrong:

• Virtual care becomes a commodity instead of a strategic benefit
• It remains focused on one-off appointments rather than ongoing support
• It does not connect to existing mental health, chronic disease, or disability programs
• It fails to demonstrate meaningful outcomes or cost savings

Providing basic access no longer moves the needle. Employees want timely care that fits into a coordinated pathway and supports them beyond a single interaction.

What Needs to Change

We believe employers must shift from just providing access to embracing choice and agency by focusing on:

1. Redefining the role of virtual care

It should operate as a core part of the benefits strategy, supporting primary care, chronic conditions, mental health, and health navigation rather than functioning in isolation.

2. Creating a connected ecosystem

Benefits should work together, not compete with each other. Virtual care should integrate with existing programs so members can move between services without confusion or friction.

3. Supporting proactive care

Rising chronic conditions and limited primary care access mean employers need solutions that identify needs earlier and support members over time, not just during urgent episodes.

4. Designing around outcomes

Success is measured by improved access, fewer gaps, better condition management, and more confident use of benefits. The goal is to help members get the right care at the right time.

5. Selecting partners who act as advisors

Employers do not need to overhaul their benefits. They need partners that can integrate with what they already have, tailor models to their workforce, and deliver connected care without adding complexity.

How Employers Can Lead The Change in 2026

Employers who will stand out this year will be the ones who embrace:

• • Benefits that deliver care directly and consistently
  • Integrated models that reduce fragmentation
  • Solutions that support member outcomes, not just transactions

• Approaches that reflect how Canadians are actually accessing healthcare today

The Moment for Action

In 2026, expectations around access to care have fundamentally shifted. Virtual care alone is no longer a differentiator. How it is designed, connected, and utilized is where employers will see meaningful results.

Maple is helping organizations build care experiences that are coordinated, proactive, and aligned with how members want to engage with the health system. This is a timely opportunity to rethink your approach and strengthen the impact of your benefits.

The post It’s Time to Rethink Covered Virtual Care in 2026 appeared first on Maple.

As claims rise across the spectrum of mental health needs: depression, anxiety, and neurodevelopmental conditions like ADHD, employers and plan sponsors are discovering that fragmented point solutions simply cannot deliver the coordinated care their workforce requires.

The challenge isn’t just volume, it’s providing more personalized care that’s appropriate to a patient’s specific needs, since individuals rarely present with isolated mental health conditions. 

Without more robust care pathways, patients can bounce between disconnected services, receiving treatments that address symptoms rather than root causes. 

The result for employers? Prolonged absenteeism, escalating costs, and frustrated HR teams watching their mental health investments not deliver meaningful outcomes.

Maple’s Strong Foundation: Built to Excel in Mental Health Support

We’ve proudly built one of the most robust and diverse mental health ecosystems in Canada, delivering a smooth and reliable experience for plan members across a wide range of mental health needs.

• EAP offers quick access and early intervention for short-term care, solution focused support
• Headspace provides preventive tools and self-guided support at scale
• Mental Health Therapists deliver long term support for ongoing concerns 
• Primary Care GPs are able to diagnose and treat a wide spectrum of mental health conditions

Our suite of services works exceptionally well for employees giving them timely support and clear next steps.

Identifying Mental Health Care Gaps in the Workplace

With over 10 years of experience supporting the mental health of Canadians, we continue to learn, evolve, and deepen our understanding of what they truly need. Through this experience of helping millions of individuals access care, we identified a critical gap that still remained. 

Many mental health conditions are often layered and interconnected —  yet they’re treated individually without a broader picture in mind, often leaving patients with inadequate care that may unintentionally create undesired health outcomes. 

ADHD is one of the most overlooked drivers of the mental health gap in today’s workplaces. While an estimated 3.5% of employees have ADHD, many remain undiagnosed or unsupported — yet the impact is anything but invisible. 

For example, an employee might receive antidepressants for focus issues or anxiety medications for hyperactivity, experiencing minimal improvement while their core ADHD remains unaddressed, leading to negative long term health outcomes for the patients, as well as your organization. 

Adults with ADHD lose an average of 22 days of productivity each year, contributing to higher absenteeism, presenteeism, and significant lost human capital. 

Employers also face rising disability and benefits costs, greater health and safety risks, and increased liability when ADHD isn’t properly addressed. The result is a ripple effect across culture, engagement, and retention. Without specialized mental health care that includes ADHD support, organizations shoulder hidden costs while employees struggle in silence.

Bridging the ADHD Gap at Work: Maple’s Acquisition of Beyond ADHD 

Employees who need ADHD support require more integrated approaches to manage their condition. To truly succeed, employees need more personalized and adapted care journeys that help them navigate uncertainty, understand what they’re experiencing, and feel the benefit of ongoing care. This shift in perspective is essential to improving outcomes and reducing impairment attributed to mental health felt by employees and employers. 

Our acquisition of Beyond ADHD strengthens our ability to coordinate more nuanced journeys for employees managing ADHD by adding:

• Holistic, upfront screening to identify ADHD and comorbidities early
• A structured treatment pathway that streamlines medication titration
• Continuous follow-up to ensure employees feel their best

This represents a major step forward in Maple’s evolution — from supporting everyday mental health concerns to confidently guiding employees through the personalized mental health pathway they need.

For employers, this translates to measurable benefits: 

• Reduced absenteeism through early intervention
• Lower overall healthcare costs through appropriate care matching, and
• Improved retention as your employees experience genuine support for their mental health challenges

Mental Health and Your Longterm Success

Our team is dedicated to helping you elevate your mental health offering to help you reach your organizational goals. Whether you’re working to reduce disability claims, improve employee engagement, or build competitive advantage through superior benefits, comprehensive mental health support should be at the core of your long-term strategy that creates measurable and tangible value. 

The post The Hidden Productivity Gap: Why Specialized Mental Health Support Matters appeared first on Maple.

In Canada, mental illness is responsible for nearly one-third of disability claims and up to 70 % of related costs, making mental health the most expensive category of workplace disability. These claims often require more sustained intervention and coordination than traditional short-term support structures, such as Employee Assistance Programs (EAPs), were designed to provide.

This gap between standard offerings and the needs of acutely affected employees calls for a new approach: one that is more structured, clinically aligned, and responsive to individual acuity.

The Case for a Second Layer of Support

EAPs have an important role in the mental health ecosystem. They offer accessible entry points to care and can be effective for individuals dealing with situational stress, anxiety, or early signs of burnout. But they are, by design, short‑term and generalized.

Employees placed on leave for mental health reasons, or those who have returned to work after a mental health-related absence, often require a different level of care. These are individuals whose conditions may be complex, recurrent, or resistant to brief interventions. The standard EAP model, while valuable, may not be sufficient in these circumstances.

We propose a second layer of support: a dedicated “Mental Health Disability Program” that sits on top of existing EAP and benefits infrastructure, designed specifically for employees navigating a mental health disability leave or re-entry.

A Flexible, Multimodal Care Model

The program is structured around the principle that effective treatment, particularly for moderate to severe mental health disorders, often requires a combination of therapeutic, digital and pharmacological interventions.

The model includes:

• Talk therapy, delivered virtually through Maple’s platform, to provide structured psychological support tailored to the individual’s condition. 
• Digital therapeutics and daily mindfulness tools, including access to Headspace. Digital mindfulness interventions have been shown to reduce stress, anxiety, depression, and burnout while boosting workplace engagement. 
• Mental health physician care, provided by clinicians trained in the diagnosis and management of: Major Depressive Disorder, Generalized Anxiety Disorder, Panic Disorder, Obsessive-Compulsive Disorder (OCD) and Acute Adjustment Disorders.

Why It’s Worth Considering

There is a growing body of evidence that more intensive, integrated care models can lead to better health outcomes and savings, especially in populations with higher clinical acuity.

1. Reduced disability duration and relapse
   There is a correlation between the use of psychotherapy to treat depression and the length of time that patients received long-term and short-term disability insurance.  
2. Improved outcomes from combined therapy and medication
   Clinical studies consistently find greater functional recovery when psychotherapy is paired with pharmacological treatment for moderate to severe depression or anxiety. 
3. Digital mindfulness enhances engagement and wellness
   Mindfulness-based apps like Headspace have been associated with improved adherence to care plans, reduced presenteeism, better emotional regulation, and lower stress, anxiety, and burnout.

Employers who implement layered, clinically grounded programs have seen measurable results with Maple data reporting a 20% reduction in short-term disability claims and a $2.18 return for every dollar invested in mental health support.

While no single intervention is universally effective, these findings suggest that a more targeted and layered approach can support recovery and resilience more effectively than general-purpose programs alone.

A Thoughtful Addition to the Care Continuum

The proposed Mental Health Disability Program is not a replacement for EAPs, benefit plans, or workplace wellness initiatives. Instead, it is intended to fill a critical gap: the space where employees are managing a diagnosed mental health condition with real functional impact.

To launch this targeted program, employers simply provide a list of eligible employees, those on current disability leave or who’ve returned to work within the last two years. They pay a licensing fee to host the program on the Maple platform and access reporting, with clinical visits billed per use.

Mental illness is not a static condition, and care needs can vary significantly over time. Supporting employees through disability and reintegration requires deeper coverage and investment. By offering a model that is modular, clinically grounded, and population-specific, employers can better support those who are most vulnerable, and in doing so, potentially reduce the duration and recurrence of mental health–related disability.

The post Beyond the EAP: Rethinking Mental Health Disability Support in the Workplace appeared first on Maple.

Too often, Canadian men dismiss stress, sleepless nights, or weeks of low mood as “just a rough patch.” But late-night scrolling and restless mornings can quietly turn into burnout, strained relationships, and challenges at work.

These aren’t just personal struggles. They’re early signs of mental health concerns that affect men, their families, their teams, and ultimately their workplaces.

Why Men’s Mental Health Matters at Work

With half of all Canadians experiencing a mental illness by age 40 and with those illnesses preventing 500,000 Canadians from attending work each week, mental health is a workforce issue, not just an individual one.

Yet men remain 30% less likely than women to use health services for mental illness. Their challenges are often left unaddressed until they escalate, contributing to disability claims, absenteeism, and burnout. This costs the Canadian economy an estimated $51 billion annually.

For organizations, this gap represents both a business risk and an opportunity to act early.

Common Barriers for Men Seeking Care

Even when mental health support is technically available, the way it’s delivered often prevents men from engaging:

• Complex access: long intake forms, referral requirements, or limited office-hour appointments.
• Stigma and uncertainty: not knowing if what they’re experiencing “is serious enough” to warrant professional help.
• Mismatch of needs: a one-size-fits-all solution that doesn’t account for different levels of severity or personal preference.

When care feels complicated or doesn’t fit real life, it’s easier to delay. For many men, delay turns into disengagement.

What a Great Mental Health Solution Looks Like

Employers don’t just need a program; they need a framework to evaluate and benchmark solutions. A strong approach to mental health support, especially for men, should be built around three pillars:

1. Breadth of Care: Flexible Options for Every Employee

• Why it matters: Not every individual experiences the same challenges. Some need tools to manage everyday stress; others require specialized clinical interventions.
• What to look for:
  • A range of support modalities: therapy, coaching, self-guided tools, medication management and mindfulness.
  • Coverage across populations: adults, children, neurodiverse individuals, and marginalized groups.
  • The ability to match resources to the individual’s starting point.

2. Depth of Support: From Light Touch to Robust Care

• Why it matters: A well-functioning program should scale with an individual’s needs, instead of forcing them into a single level of care.
• What to look for:
  • Tiered levels of support: self-care and mindfulness at the low end, structured coaching and therapy in the middle, mental health GPs and trauma care at the high end.
  • Clear, evidence-based pathways that adapt as needs evolve.
  • Built-in assessments that help identify the right level of support.

3. Frequency of Support: Episodic and Ongoing

• Why it matters: Traditional care often leaves gaps between appointments. Continuous support can help prevent relapse and promote long-term resilience.
• What to look for:
  • Multiple frequencies of care: one-off visits when needed, but also ongoing access to digital tools.
  • Always-on support models that allow employees to access help early, before a crisis.
  • Mechanisms for continuous engagement – such as daily tracking or digital therapeutics.

How to Benchmark Current Approaches

When reviewing existing mental health offerings, consider:

• Accessibility: Can employees start using it without friction?
• Choice: Does it offer a spectrum of options to meet diverse needs?
• Scalability: Can support deepen or increase in frequency as challenges evolve?
• Proactivity: Does it encourage early intervention, or only react when issues are severe?
• Cultural Fit: Does it resonate with men who may be hesitant to seek care?

The Employer Opportunity

By focusing on breadth, depth, and frequency of care, workplaces can design programs that actually meet men where they are without overwhelming them, stigmatizing them, or forcing them into rigid pathways.

The result: healthier employees, reduced absenteeism, stronger retention, and a culture where men feel safe to seek support before issues escalate.

The post Unlocking Mental Health Support for Men in the Workplace appeared first on Maple.

His blog struck a chord because it puts a spotlight on a growing truth: the demand for mental health support isn’t just increasing, it’s accelerating past what our health system can handle.

We already know the equation: when demand outpaces supply, access becomes more difficult, costs rise and outcomes suffer. In mental health care, though, this equation is further complicated by stigma, fragmented systems and the lack of scalable, proactive support. Thirty-five per cent of employees with a mental health disability who had unmet needs in the workplace did not inform their employer, citing discomfort with asking (56%) and a fear of facing negative outcomes (47%). 

And the consequences? They’re not abstract. They show up in the form of absenteeism, long-term disability claims, presenteeism, disengagement, and ultimately, turnover. About 30% of short- and long-term disability claims in Canada are attributed to mental health problems and illnesses, and claims cost an average of $18,000 per case. 

That’s why it’s time to ask a harder question—not just how we talk about mental health at work, but whether the support we offer has actually evolved to meet the moment.

From Awareness to Action: Rethinking Support

Yes, we’ve come a long way in reducing stigma. Public awareness and social media campaigns about mental health from companies and individuals have helped normalize these conversations both inside and outside the workplace. These actions have laid an important foundation, but awareness alone isn’t enough to drive meaningful outcomes.

Now, employers have a real opportunity to move from awareness to action by evolving beyond reactive models of support. Traditional employee assistance programs and expanded coverage limits have been important first steps — but they’re just that: first steps. Today’s workforce needs more flexible, proactive and personalized support to truly thrive.

Self-stigma is still one of the most persistent barriers to care. For many employees, like young professionals, for example, reaching out for help still feels uncertain, even when resources are in place. That’s one reason why engagement with traditional supports often remains low. According to one report, 25% of Canadians have concerns about an employee assistance plan’s effectiveness for mental health support, and only 10% of Canadians covered by an EAP would reach out to it in the first place.

We’ve embraced the message that mental health is health. Now, we have the chance to bring that mindset into our practices. Just as we consider physical risks in the workplace, we can begin to recognize the mental and emotional demands of certain roles, and support them with tools that are easy to access, easy to use, and built for real life.

Reframing ROI: Investing in Mental Health That Works

It’s important to question whether or not we’re just spinning our wheels. Are we simply looking for cheaper ways to handle mental health disability claims, which cost the Canadian economy exceeds $50 billion annually? 

This approach is shortsighted, as prevention always costs less than treatment. And there are proven tools — like Headspace — that are affordable, evidence-backed, and highly engaging. Tools that meet people before they reach a crisis point. Tools that people will actually use.

Yet, adoption among employers remains surprisingly low. Why?

Maybe it’s inertia. Maybe it’s skepticism. Or maybe, mental health just hasn’t been treated with the same innovation lens as physical health — where employers have embraced everything from wearables to virtual care to personalized nutrition platforms.

It’s time to change that.

Time to Think Differently

Let’s be realistic — there’s no magic solution to the mental health crisis. Just as we can’t completely prevent slips and falls, we can only mitigate risks by placing wet floor signs. Yet, despite the known mental health risks in certain roles, it’s unlikely we’ll see these risks explicitly acknowledged in job descriptions anytime soon.

However, old strategies won’tl deliver new outcomes. Yet, the better question might be: what haven’t employers tried?

As William pointed out, resilient teams don’t just survive stress — they’re supported through it. That means looking beyond traditional supports to solutions that reflect how people actually live and work today. It means giving employees real access — not just to care, but to daily tools that help them manage stress, build habits, and stay well.

Headspace is one example of what’s possible. It blends evidence-based care with accessibility, ease of use, and consumer-grade design—something sorely lacking in many workplace wellness offerings. And it’s working: it’s been used by over 100 million people worldwide.

No, there’s no silver bullet for mental health. But there are better tools. And more importantly, there’s a better mindset: stop checking boxes, and start building a strategy around what employees actually need.

Let’s start there.

Disclosure: Maple is a wholesaler of Headspace.

The post The Future of Mental Health Support Is Scalable, Proactive and Human appeared first on Maple.

Despite record levels of investment in wellness and mental health programs, employers are still facing growing claims and rising rates of absenteeism, disability and burnout. That’s why I’m revisiting this topic — and why this year needs to be the year we rethink defining and delivering mental health care at work.

The Investment/Outcome Paradox

When the pandemic hit, many employers did the right thing: they responded quickly and generously by boosting mental health benefits. But since then, mental health-related claims have continued to climb; GreenShield data notes that mental health claims have risen 132% since the pandemic.

We don’t have to look far to realize that throwing more money at healthcare problems rarely drives better outcomes, and the mental health crisis is no exception. Yet, this mismatch between growing investment and rising costs suggests that we’re not facing a funding gap, but a model gap. Many of today’s solutions are checking the “access” box without delivering meaningful impact. In other words, they provide coverage, but not care. They make help possible, but not always easy to start — or to stick with.

If we want to build more resilient teams and thriving businesses, we need a better approach: one that meets people where they are and supports them over time.

A New Path Forward: Digital Therapeutics

Software now powers a large part of the modern world. It should then be no surprise that it can also play an important role in the treatment of chronic diseases, including mental health, and that it can potentially improve the standard of care. Some of the biggest barriers to effective mental health treatment are limited access to a primary care provider who can help guide the first steps of a patient’s journey, cost and patients’ adherence to treatment. Our Proactive Care Report notes that 50% of Canadians are delaying care for their physical and mental health concerns, and many note that lack of access to providers and long wait times are a serious deterrent to seeking out care.

New models of care are emerging that can reshape how we support mental health at scale. One of the most promising? Digital therapeutics — software-driven, evidence-based interventions that help people manage or treat medical conditions like anxiety, depression and stress on their own terms and at their own pace. 

Unlike traditional approaches that rely solely on limited provider availability, digital approaches are flexible and can be designed to be:

• Scalable and accessible 24/7
• Cost-effective
• Supportive of better adherence and outcomes

A Personal Story of Real Access

How do I know about the mismatch between availability and usability? Just like everyone else who cares deeply about their work, I periodically experience workplace-related stress. And just like everyone else who is reading this article, I’m well aware of the mental health crisis by the numbers. I didn’t want to become part of the stats, so I sought to adopt healthy habits (in addition to exercise, a good night’s sleep and nurturing healthy relationships) that fostered good mental health.

In speaking with a primary care provider, I determined that counselling was the right place to start, and so I began there. I made use of the virtual therapy available through our benefits, and after two great sessions, I found that I didn’t need intensive support — but I did want to build habits that would help me feel well, every day.

That’s when I turned to Headspace, one of Maple’s partners available on the platform.

What I found wasn’t just meditation. It was a full-spectrum platform built around real life: content for sleep, stress, movement and CBT-based exercises that helped me apply what I learned in therapy to my daily routine. It was care that didn’t wait for a crisis. It was accessible, consistent and surprisingly impactful.

I’m now on a 150-day streak, with over 2,600 minutes logged. More importantly, I feel better—more focused at work, more present at home. And I’m not alone: studies show Headspace users experience significant improvements in mental health symptoms, and it’s been used by over 100 million people worldwide.

I couldn’t help but get excited sharing my experience with Headspace in this article because it showcases that, unlike traditional means of providing mental health care, access is immediate and not constrained by the supply of providers — it’s preventative, it’s ongoing and the patient journey is designed to encourage adherence. 

At Maple, we’ve seen firsthand how these tools can play a powerful role in care. That’s why we think Headspace is a great partner as one of the most evidence-backed mental health platforms in the world. It’s become a core part of how we support our own teams.

Why It Matters for Employers

Employees continue to live through a mental health crisis, and the truth is, it’s far from over unless we tackle the issues with innovation. The demand for mental health care is outpacing the supply, and the only way to address the rising need for treatment is to explore treatment options that are financially feasible at scale and deliver a return on investment.

Mental health challenges don’t follow a 9-to-5 schedule, and the solutions we offer shouldn’t either. Digital tools like Headspace don’t replace therapy or crisis support, but they bridge the gap between moments of care, helping employees stay well before things spiral.

It’s time to move beyond checking the box and start investing in mental health solutions that truly deliver: for employees, for business outcomes, and for the future of work.

Disclosure: Maple is a wholesaler of Headspace.

The post Rethinking Mental Health Investment: From Access to Impact appeared first on Maple.

Continued problems with barriers

The struggle to access proactive care is yet another symptom of a healthcare system in crisis. Right now, an estimated 6.5 million Canadians are without a primary care provider— an important gateway to preventive care. Primary care providers do more than treat illness; they build long-term relationships, track health history, address concerns before they escalate and connect patients to specialists when needed. Without them, many Canadians are left navigating their health alone.

When Canadians do try to be proactive about their care, they encounter significant barriers. According to our report — which was based on a survey conducted by Maple among members of the Angus Reid Forum — long wait times, limited appointment availability and a shortage of primary care providers rank among the biggest obstacles to accessing care.

These challenges deter many from seeking care until it becomes unavoidable. “I’ve more or less given up on ever receiving proactive care, and feel I’m compelled to wait until I become seriously ill or injured before receiving medical care of any kind,” said one survey respondent.

Women, in particular, face additional hurdles. Per the report, 55% of Canadian women delay seeking medical advice despite concerns, compared to 45% of Canadian men. And, 21% of Canadian women feel dissuaded from seeking support unless necessary, compared to 15% of Canadian men.

Paging Dr. Google

Without accessible, proactive care options, Canadians are turning to a familiar but flawed resource: Google. A staggering 77% of Canadians have used Google to research health concerns instead of consulting a healthcare professional. This trend is even more pronounced among women, with 82% searching online for answers.

While this approach provides quick information, it is far from an ideal solution. Online medical information is often misleading and generic, failing to account for individual health nuances. False diagnosis can also lead to self-medicating and DIY treatments that can make the condition worse.

This highlights the need for more reliable, accessible options for Canadians seeking proactive care.

Self-diagnosis is not the solution

Relying on self-diagnosis through Google is a stopgap measure born of necessity, not preference. It underscores the urgent need for accessible, professional healthcare options. Canadians deserve a system that empowers them to take charge of their health through timely and accurate medical advice.

Self-diagnosis may offer some reassurance, but it cannot replace the expertise of licensed medical professionals. Misdiagnosis or delayed treatment can have severe consequences, from worsening health outcomes to lost wages spent waiting for care. Proactive care provided by professionals is the only effective way to address these challenges.

Yet for many without a family doctor, proactive care can feel out of reach or even undefined. Patients may be unsure about important tests, and widespread uncertainty around what proactive care actually entails: What’s included in a routine blood test? When should someone have a mammogram or a pap smear?

These aren’t questions that Google can reliably answer—and it certainly can’t order a blood requisition or refer someone for an ultrasound. That’s where services like Maple become essential, helping to bridge the gap between intent and access in preventive care.

Virtual care and technology: a path to proactive health solutions

Technology offers a promising pathway to enable proactive care. Virtual care platforms, like Maple, provide direct access to doctors and specialists, helping Canadians address health concerns before they become critical. This shift can significantly reduce the strain on emergency services while improving long-term health outcomes.

Apps and wearables already make it possible for Canadians to monitor their health and engage in preventive care. These personal devices can track important biological data, including:

• Blood oxygen saturation
• Blood pressure
• Heart rate
• Respiratory rate
• Sleep patterns

When people have a clear understanding of their health, they can feel empowered and more confident in their decisions and proactive about taking the right steps to stay well. 

This seamless integration of technology and healthcare isn’t just a possibility — it’s happening now. Platforms like Maple offer Canadians access to primary care providers 24/7 in minutes, or direct access to specialists, allowing them to address health concerns proactively and interpret these readings and early health concerns — no matter how small — from the comfort of their homes.

By leveraging these tools, Canadians can manage chronic conditions, schedule the preventative screening they need and stay on top of their health like never before.

A path forward

Investing in technology to support proactive care is a win-win for individuals and the system. Tools like automated health reminders, virtual consultations and digital platforms for scheduling can make care more accessible, efficient and personalized.

By embracing technology and prioritizing proactive care, Canada has the opportunity to transform its healthcare system. Read our full report on the benefits of proactive care and how tech and virtual healthcare can offer a solution, and learn more about how Maple can help your organization.

The post How technology helps Canadians take control of their health appeared first on Maple.

After months of rigorous research, including more than 200 interviews, the team discovered something surprising: What mattered was less about who was on the team, and more about how the team interacted with each other. When it came to performance, the level of education of the different team members, their work ethic, or diversity within the team all mattered less than the team’s ability to create a sense of psychological safety.

Beyond performance and employee success, improving psychological safety for employees has many additional benefits. An atmosphere of emotional well-being can nurture creativity, improve team engagement, and cultivate a sense of belonging among employees.

A People Management report also demonstrated that when team members feel like they work in a secure and supportive work environment and feel comfortable being vulnerable, they’re less likely to leave, which can reduce turnover.

But what exactly is psychological safety? And what can leaders do to foster it within their organization? Here are a handful of ideas to help you get started and create a productive work environment.

What’s psychological safety at work?

The term “psychological safety” was coined by author Amy Edmondson in her book The Fearless Organization. She defines psychological safety in the workplace as a “climate where people feel safe enough to take interpersonal risks by speaking up and sharing concerns, questions, or ideas.”

In their day-to-day lives, many employees feel perfectly comfortable expressing themselves and their likes and dislikes, or explaining why they feel something is a bad idea. At work, these same individuals may fear looking bad if they propose an idea their manager dislikes or refrain from sharing their objections when they don’t agree with the general direction of a project.

This is what communications researchers refer to as “the spiral of silence.” If an employee believes their opinion will be unpopular or is unlikely to be well received, it may discourage them from sharing it. In the long term, this creates an overly positive work culture in which dissenting opinions are left unspoken and employees feel it’s better to hold back rather than freely share thoughts and ideas.

The cost of silence

An organizational culture of passivity and silence can lead to critical mistakes. For example, in November 2022, the luxury fashion brand Balenciaga received almost-instant backlash for its new series of ads, some of which featured children holding teddy bears dressed in provocative clothing.

The spiral of silence most likely played a role in this debacle: many company employees probably saw the ads at various stages of the process, but simply decided not to say anything.

So how can leaders better promote dialogue? The answer, of course, is psychological safety at work, which can act as an effective countermeasure to this problem. Instead of punishing employees for expressing dissenting opinions, leaders can use their emotional intelligence and reward them for having the courage to share their thoughts, even if it means going against the grain.

The four stages of psychological safety

Dr. Timothy Clark, author of The 4 Stages of Psychological Safety, believes that psychological safety develops over time in four distinct stages. These are:

• Stage 1 – Inclusion safety: In this first stage, employees feel included. They believe it is safe for them to be themselves, even if they have quirks or strong individual traits. Their differences are welcomed.
• Stage 2 – Learner safety : In this stage, employees feel it’s safe for them to learn and ask questions. It’s even safe to make mistakes.
• Stage 3 – Contributor safety: At this point, employees feel it’s safe for them to make a valuable contribution using their entire arsenal of skills, not just what’s expected of them.
• Stage 4 – Challenger safety: In the final stage, employees feel safe challenging the status quo. If there’s an opportunity for improvement, they don’t hesitate voicing their concerns.

Sadly, many teams never reach the fourth stage – some barely reach the second. So how can leaders reap the benefits of team psychological safety? Here are a few suggestions to help you foster a strong company culture of trust and openness.

1 – Lead by example

Some company cultures reward employees for being friendly and agreeable, and not disagreeing too much.

While this makes dealing with conflicts easier, it also creates the illusion of harmony within the organization. In the long run, this can be damaging and counter-productive as companies end up prioritizing docility over making sound business decisions. Flawed ideas go unchallenged and creativity is minimized.

To build a different workplace, leaders should start by modeling themselves the desired behaviours to provide examples of psychological safety. This may mean having to acknowledge the limit of their own knowledge, showcasing ​​conflict management skills, increasing employee recognition, demonstrating comfort with failure, gracefully forgiving an employee for a well-intentioned mistake, and rewarding team members for innovative thinking, even if it doesn’t lead to success.

By leading with empathy instead of pride and admitting their own mistakes, struggles, doubts, and preferences, leaders can create room for employees to do the same. In the long run, this can help create a culture of appreciation.

2 – Invite input from all team members

In their report Creating Psychological Safety in Teams, the United States’ Agency for Healthcare Research and Quality (AHRQ) highlights a few simple strategies to help leaders foster a sense of psychological security in the workplace. These include inviting input from all employees, encouraging everyone to contribute, and promoting active listening.

Simply put, encouraging everyone to share their thoughts can allow leaders to tap into the collective wisdom of their team. In an article from their blog, Femininity, a leading diversity and inclusion consulting firm, notes that psychological safety “pushes us to create products and services that are open to critique, making them more effective.”

Some employees may feel reluctant to speak up in group settings, so using words like “Let’s go around the room and hear what everyone thinks” or “I’d love to hear if there are any dissenting opinions out there” can go a long way in creating a secure environment for employees to voice their thoughts.

Leaders can also create opportunities for team members to speak up. For example, when a new project is in development, it might be helpful to ask one member of the team to play the role of devil’s advocate. This employee would be tasked with looking for flaws in the team’s approach or highlighting issues that aren’t being sufficiently discussed.

3 – Prioritize constructive feedback

While it’s important to create space for employees to voice their concerns, that doesn’t mean team members should feel ridiculed or humiliated when someone else expresses doubts about an idea they proposed. When it’s delivered poorly, harmful, toxic criticism can decrease psychological safety and further the cycle of silence and passivity.

How employees communicate criticism matters, and leaders can establish good communication hygiene by regularly providing constructive feedback to employees in a polite manner, and being open to receiving some in return. When expressing doubts about a strategy or idea, it may be helpful to first mention some of its positive traits before diving into potential areas of improvement.

Instead of feeling like a personal attack, criticism should always feel like it comes from a place of curiosity and a desire to continue to improve and deliver even higher-quality work.

4 – Share ownership across teams and maximize collaboration

While companies like to emphasize cooperation and teamwork across their entire organization, in practice, silos can form as teams begin working more and more in isolation.

When members of different teams are required to collaborate, communication issues arise. Over time, both teams feel misunderstood by the other, which reduces trust and psychological safety, and increases finger-pointing and blame-shifting.

For projects to succeed, there must be a sense of shared ownership and collaboration across the entire organization, not just one team. To help employees work better with members of other departments, leaders should proactively look for ways to build bridges with engineering, sales, and other teams so that collaboration and conflict management across different groups feels smooth and natural.

5 – Build trust through transparency

Whether it’s performance feedback, internal company dynamics, or business or culture changes, being transparent and making a point to provide clarity can go a long way towards building trust and reducing unnecessary anxiety. Organizations in Canada looking to foster psychological safety in the workplace should know that trust is the heart of psychological safety, and transparency can be a crucial tool to help leaders gain trust.

How Maple can help your organization

Offering benefits related to mental well-being is a great way to show that mental health matters for your organization.

Providing personalized compassionate support through employee benefits allows team members to feel supported and can help normalize discussions around mental health in the workplace. This is another initiative that can build trust, facilitate ​​change management, and contribute to a work culture of psychological safety.

For many employees, being able to access mental health support through their employee benefits greatly improves their ability to receive care. A 2022 study by the Mental Health Commission of Canada showed that 72% of respondents who had access to psychological services through employee benefits reported they were able to get timely access to a mental health provider and noted improvements in their problem. When employees had access to other mental well-being services that weren’t mental health therapy, only 33% reported improvements.

Offering Maple as an employee benefit allows employees to connect with Canadian-licensed mental health therapists by appointment or on demand, in 12 hours or less. We also provide access to clinically-validated wellness check-ins and a complete resource library stocked with articles, videos, and more to help employees learn more about self-care on their own terms.

Simply put, offering mental health support through Maple makes it much easier for employees to get the support they need, when they need it.

If you’d like to speak with a member of our team about supporting employees with their health and well-being or how to bring your employee benefits to the next level, please reach out. We’d be happy to share our insights with you as Canada’s leading virtual care platform.

The information presented here is for educational purposes and is not meant to replace the advice from your medical professional.

When using virtual care, all medical treatment is at the sole discretion of the provider. Virtual care is not meant for medical emergencies, and your provider will determine if your case is appropriate for virtual care. If you are experiencing an emergency like chest pain or difficulties breathing, for example, please call 911 or go to your nearest emergency room.

The post How employers can create a culture of psychological safety appeared first on Maple.

Knowing this, it’s clear that wellness — both mental and physical — should be at the forefront of every organization. But, it takes two to tango. It’s important for leaders to provide team members opportunities to prioritize their physical and mental health, and it’s equally as important for team members to take advantage of these offerings.

Creating a work environment that encourages teams to prioritize their physical health and offers employees mental health support creates a well-oiled machine — healthy employees and boosted productivity, morale, and employee retention.

Here are 10 ways managers can empower their employees to prioritize their mental and physical health in the workplace.

1. Create an office library

Reading isn’t only a great way for coworkers to relax and bond. It also strengthens their brains, improves memory, and can even make them more empathetic. Reading fiction specifically can improve social-cognitive abilities. Creating a little bookcase and cozy reading nook where employees take a book and leave a book is low-cost and a great example of how office space impacts employee well-being.

Additionally, giving your team a little downtime to take their mind off work and into the world of self-help, science fiction, or anything else is empowering, and a luxury — especially for team members with young kids who likely don’t get much time at home to read in peace.

You might even try creating a book club to go along with your little office library so that your employees can come together and discuss what they’ve read — it’s the perfect team bonding activity to practice in the workplace.

2. Offer healthy snacks

You’ve likely noticed just how much the mood in the room changes when you order food for your team — everyone seems happy! In fact, one survey of over 1,200 professionals showed that offering free food at work boosts morale, makes them more excited to come to the office, and even makes them feel valued by their employer.

Providing healthy snacks like granola bars, fruit, and veggie sticks in the lunchroom encourages employees to prioritize their physical health and have even been shown to boost productivity. And, for employees who might not have time to pack a healthy lunch, knowing that this is available can take some stress off their plate.

One other idea to encourage healthy eating is offering alternatives for company celebrations and birthdays. Instead of cakes or cupcakes, your organization could opt for sugar-free cookies or a fruit arrangement, for example. This is a great way to show your team that celebrating is still important, but so is their health.

3. Lead by example

Encouraging your team to use their mental health days — if your organization offers them — and take breaks is great, but leading by example goes a long way. As a manager, one way to help employees with their mental and physical health is to ensure you’re taking care of your own at the workplace.

Mental health challenges can affect anyone, so using your mental health days — if this is an option and no matter where you are on your mental health journey — taking vacation days, and practicing physical activity on lunch breaks can help inspire your team to do the same.

You might even try organizing a walking meeting to support physical activity in the workplace. Instead of booking a boardroom, you and your team can talk shop while going for a stroll. Studies show that physical activity can help decrease feelings of anxiety and depression and even improve concentration.

4. Encourage taking vacation time and sick days

Not all employees make use of their vacation days. Some new team members might even feel nervous about taking them, thinking they have to work as much as possible to make a good impression. It’s essential for managers to take note of those on their team who aren’t using their vacation days and have open conversations about why taking them is so important.

Vacation days are crucial to your team’s overall health and success at work. One study showed that people who took fewer than 10 of their vacation days per year had a 34.6% likelihood of getting a raise or bonus in three years, while those who took more than 10 had a 65.4% probability.

Sick days are equally as important for wellness in the workplace. Whether an employee is feeling unwell or has to take a loved one to a medical appointment, remind them that that’s what their sick days and personal days are there for.

5. Consider office pets

It’s estimated that as of 2022, 8.5 million Canadian households had cats, and 7.9 million had dogs. Not only are pets cute and cuddly, but the effects of pets on mental health are incredible, which could represent the perfect opportunity for your organization.

Allowing your team to bring their furry friend to work has serious health benefits — having pets around can lower blood pressure, provide comfort and support, increase happiness, and boost mental health. Having a dog in the office may also encourage employees to get out and take their pets for a walk. Plus, those who work long hours don’t have to feel the pressure of running home since their dog is already with them.

However, even with so many benefits of having office pets, there are some important first steps to take if you’re considering implementing this approach. Making sure there are no pet allergies and that everyone feels comfortable having an animal at work is key.

Try sending around a survey asking your team how they’d feel about an office pet, and who has one that’s well-behaved. If everyone’s on the same page, you can create a schedule so that employees can take turns. Or, you can create an “office pet day”, where team members bring in their pets for one day. Have fun with it too! You can make the office pets part of your team by adding them to your website and giving them roles and fun names, like “chief barketing officer.”

6. Do a team-building day outside of the office

Your team likely got their fair share of virtual team-building activities during the pandemic. If you continue to operate remotely, these are still a good option, but nothing beats an out-of-the-office experience for positive team-building effects.

Team building events help build trust and social skills, both of which can help improve your employees’ mental, physical, and emotional health at work. They can also increase collaboration, employee engagement, and raise your organization’s bottom line.

There are many creative options, like a white water rafting day trip, team baking classes, escape rooms, and more, so get a few ideas together and ask your team who’s interested and what they’d enjoy most.

7. Organize fitness challenges

Being physically active doesn’t just have to be done after working hours — it can be a powerful tool to boost your employees’ mood. Implementing step challenges using devices like fitness trackers in the office creates healthy competition and promotes physical activity. There are even apps with free trackers for employers to use as a challenge or team collaboration to see how soon employees can accomplish their goals.

If that’s not your team’s style, you could encourage them to take time together to do quick activity bursts, like walking or running on a lunch break, which has been shown to improve concentration.

Your organization could also create a company sports team. A study by Hudson in the UK found that 80% of men and 70% of women believed workplaces could use sports to boost performance — and 45% of men and 43% of women also said playing sports with colleagues increases morale and productivity.

8. Offer a weekly well-being workshop

Sometimes employees don’t have the courage to ask for help when it comes to their mental health, and that’s okay. One way to raise mental health awareness in the workplace and better manage work-related stress is to organize a weekly or monthly well-being workshop.

Workplace wellness programs like inviting a meditation or yoga teacher for a session or even an inspirational speaker over lunch can help inspire and empower your team. It also shows that your organization is invested in its employees and that mental health programs are welcome.

9. Install bike racks

Since physical activity can help improve mood, energy, and productivity, why not support those employees who ditch their cars when the weather gets warmer and take their bikes to work instead? Cycling can also help prevent stroke, heart attack, certain cancers, and even depression.

Having a bike rack or bike lockers installed at work is the perfect opportunity to show your employees you care about their physical health and are willing to offer them a place to keep their bikes safe.

As a bonus, installing a bike rack also shows that your organization is invested in eco-consciousness. And with 64% of millennials saying they won’t take a job if their employer doesn’t have strong social and environmental commitments, it’s a healthy investment.

10. Provide well-being benefits

Providing perks like a discounted gym membership is a great way to encourage physical activity, work-life balance, and help reduce stress in the workplace. Especially with inflation, your team might feel uncomfortable purchasing their own, so this benefit can go a long way. But a gym membership isn’t the only health and well-being benefit employees want.

A survey from Randstad revealed that “annual health credits” are the most important health and wellness benefit, meaning it’s not only the gym, but access to things like telehealth and virtual mental health services too.

Offering an employee mental health resource like Maple’s virtual care solution for teams provides your employees with online visits with Canadian-licensed mental health professionals as well as general practitioners for common health concerns, all from their phone, tablet, or computer. This can also help keep workplace absenteeism at a minimum.

How Maple can help employers

Prioritizing employee well-being at work is possible with the right tools. By implementing our tips above, your team will always be empowered to put their mental and physical health first.

If you’d like to speak to a member of our team to take your employee benefits to the next level, reach out today. As Canada’s leading virtual care platform, your employees can access doctors online, 24/7 as well as a comprehensive mental health program with Canadian-licensed mental health therapists online. We’d be happy to chat about how a quality virtual care solution can impact your team’s overall wellness.

The post How employees can prioritize their mental and physical health appeared first on Maple.

And don’t be surprised if, on Monday, January 16, you notice an even bigger shift in your employee’s mood since it’s “Blue Monday.” What started as a gimmick from a travel company — dubbing this the “most depressing day of the year” — rings true for many three weeks into the coldest month. 

But, this is also an opportunity to focus on your employees’ mental health and set the tone for the entire year. Here’s why this should be a priority and how you can implement changes that benefit your team and organization. 

Why should mental health be a priority for employers this year?

Research shows that as many as one in five Canadians experiences a mental health issue yearly. Based on the size of your team, just how many people may be affected by this? When an employee’s mental health isn’t taken care of, it can have a ripple effect on the organization — more workplace absenteeism and reduced productivity. 

A workplace focusing on mental health also helps with employee retention and attracting new talent. In fact, mental health is so important to Canadian employees that a 2020 report showed 77% would leave their current jobs for the same pay if their new employer offered better mental health support. 

January is the perfect time to make a change by prioritizing your team’s mental health and well-being and adding value to your organization. 

What are the main causes that negatively affect employees’ mental health?

A handful of things can negatively affect your employees’ mental health. They include:

Workplace stress

This can be caused by anything from heavy workloads to a change in job roles. Studies show higher employee stress can

lower productivity significantly in the workplace. It may even cause some to take stress leave from work, which can also put a strain on your other team members. Additionally, stress can trigger mental health conditions, like depression or anxiety, or worsen it for team members who already struggle with these illnesses.

No work-life balance

Dedication is important, but your employees’ mental health can suffer if they don’t have enough time to themselves outside work. Work-life balance provides employees with a healthy work environment and boosts productivity and engagement. Without it, your team is at an increased risk of mental health issues like stress, anxiety, and depression affecting their work.

Negative workplace culture

Employees thrive in a positive workplace where there’s transparency about a company’s values, beliefs, and goals. Everything from workplace flexibility to inclusivity falls under this umbrella. Without workplace culture, your team is at risk of being unsatisfied and stressed, resulting in reduced productivity and higher absenteeism.

Toxic leadership

Managers who don’t align with a company’s culture or struggle to connect with their team create an unhealthy environment for all. This can damage — or further damage — your employees’ mental health, causing anxiety, depression, and more.

Lack of support

Whether from a manager, team members, or not having health benefits, employees who feel unsupported at work can only put their best foot forward for so long. The draining effect on their mental health and even their self-esteem can seep into their everyday work, making them less passionate and less productive.

8 ways managers can support employees’ mental health

Thankfully, there are many things you can do to help support your team’s mental health.

1. Talk about mental health in the workplace

Conversations about mental health are one of the best ways to address mental health in the workplace. Talking about it helps create a safe space for employees who struggle with mental illness and their team members. But not everyone is open to talking about their personal struggles. One study showed that only 36% of employees would discuss a mental health concern with their manager. 

Let your team know that they don’t have to share anything personal but that your organization is here to support them through their mental health journey. You don’t need to offer advice either; leave that to the professionals. Having intentional check-ins with employees, providing comfort and support through listening, offering employee mental health days, and encouraging your team to use their benefits plan with mental health resources can be extremely helpful. 

2. Conduct regular mental health training for leaders

Managers aren’t expected to be therapists or have extensive mental health training. But conducting regular mental health training sessions can help managers lead by example, create a psychologically safe workplace, make employees feel comfortable, and reduce absenteeism and turnover. 

One study found that just three hours of mental health awareness training enhanced leaders’ knowledge and attitude towards mental health and the intent to promote it in the workplace. The study also found that this resulted in a reduction in the duration of employee short-term disability claims. 

Consider training your managers in skill sets that support mental health and positive work relationships, implementing regular check-in questions, creating a welcoming and safe work environment, and educating team leaders about your organization’s employee assistance programs for mental health. 

3. Offer a hybrid work model

The pandemic normalized working from home for many people. If it has been tough trying to get employees to return to work in the office — especially after the holidays — consider a hybrid work model. This allows your team to reap the benefits of work-life balance while still coming into the office two or three times a week. 

A study from Cisco even found that more than three-quarters of Canadians surveyed believed hybrid and remote working improved all aspects of well-being. A hybrid work model is a great way to improve employee retention and have a happier, healthier team invested in their roles. 

4. Team-building activities

Social connections at work and mental health go hand-in-hand. Employees spend most of their week interacting with coworkers, likely even more than with their loved ones. A team that works well together and enjoys each other’s company helps build trust and makes for a positive, collaborative, and productive workplace. 

Don’t be afraid to get creative with team-building activities, either. Try board games, team lunches, themed meetings, or anything else that comes to mind — your employees will likely appreciate the effort, and it’s a great way to boost morale.

5. Implement employee mental health days

Mental health days are designed to give employees time away from their workplace and its stressors. In a recent study, 82% of Gen Z employees said mental health days are important to them — but it’s not just this demographic that can benefit. Offering mental health days at your workplace can help reduce stress, anxiety, and burnout, and improve productivity for teams of all ages — it also helps to destigmatize mental health.

6. Manageable workloads

Losing sight of how much your team has on their plate can be detrimental to their mental health. In one study, most people ranked workload as their biggest cause of stress. Being aware of just how heavy your team’s workload is and ensuring there aren’t unrealistic deadlines can help prevent employee stress and other mental health issues. 

Ensure your managers have open lines of communication with their teams about their workloads. If employees feel overwhelmed, they should be able to talk to their manager about extending applicable deadlines or delegate tasks to others who may have more time.

7. Encourage taking breaks

It’s easy for employees to lose sight of how much time has passed without a break — some may even feel guilty about taking them. But doing so can reduce or even prevent stress and contribute to improved memory and creativity. Even a five-minute break can help keep stress at bay, and your team engaged at work. 

Let your employees know that breaks are encouraged and meant to help them recharge. Taking breaks or having your team leaders take breaks can also help model healthy behaviours for everyone else.

8. Offer mental health benefits

Employees want to feel supported, especially regarding their mental health. Providing comprehensive mental health benefits shows that your organization fosters a culture of compassion and can positively impact your team’s overall well-being. 

Offering mental health benefits also helps with employee retention and attracting new talent. This rings true for 84% of Canadians between 18 to 34 who say that mental health benefits are essential. And 42% of employees with mental health benefits say they’re more likely to stay at their job than if they didn’t have them. 

How Maple can help employers

There are so many benefits to addressing mental health in the workplace. If workplace wellness is your goal this year, it’s the perfect time to get in touch with Maple about health and well-being support for employees. 

Through Maple’s virtual care platform, your team gets access to same-day, online booking with Canadian-licensed therapists with Mind by Maple. Mind by Maple’s mental health programming is an excellent addition, complement, or both to paramedical benefits your team has access to.  Knowing that their mental health is always taken care of is a win-win for both employees and your organization. Take a proactive approach to your team’s mental health this year, and consider offering Canada’s leading solution for teams. 

If you’d like to speak with a member of our team about supporting employees with their health and well-being, the impact of a quality virtual care solution on employee health and well-being, and how to bring your employee benefits to the next level, please reach out. We’d be happy to share our insights with you as Canada’s leading virtual care platform.

The information presented here is for educational purposes and is not meant to replace the advice from your medical professional.

When using virtual care, all medical treatment is at the sole discretion of the provider. Virtual care is not meant for medical emergencies, and your provider will determine if your case is appropriate for virtual care. If you are experiencing an emergency like chest pain or difficulties breathing, for example, please call 911 or go to your nearest emergency room.

The post 8 ways to improve employee mental health in the new year appeared first on Maple.